Winner of the Excellence in the Management of People award for 2018, category for small enterprises
Our adjudicator Kenneth Mabilisa shares with us their experience of Air Blow Fans
How to use people’s strengths and avoid unproductive personality clashes
It takes different personalities and talents to build an effective, cohesive team but if the individuals in the team don’t understand each other’s differences, tension can result. Air Blow Fans has found a way to get the most out of a diverse bunch of people so that they complement rather than frustrate each other.
It starts with recognising the value that different personalities and viewpoints bring and, conversely, the dangers of attempting to stamp a culture of clone-like uniformity on business, says Gavin Ratner, managing member.
“If everyone was like me, the place would fall apart. It takes all types to be successful,” he says, explaining: “I’m not a detail person at all but my sales manager is extremely detailed. He knows it’s not personal and that he has to make sure I give him everything he needs to do his job properly. We understand each other.”
That understanding is not based on telepathy or even years of working together. It stems from the conscious effort that Air Blow Fans makes to ensure its people are aware of each other’s different personalities and how to work together productively despite – or perhaps because of – those differences.
The company uses professional personality profilers to interview each and every team member and then consolidate the results on a group graph that shows the team’s collective strengths and weaknesses, as well as the personality dynamics at play.
“We also use profiling before we hire anyone to make sure there is the right fit between the person and the position. If the position needs detail, then the person filling the position must have detail,” says Gavin. “As Jim Collins said, you must get the right people on the bus in the rights seat before you decide where the bus is going.”
With the right people on board, in the right positions, they tend to get on with the job – and with each other. “It means you don’t have to manage people,” he says. “Technology is simple and intuitive and growing the business is the easy part. People management is the hardest thing in business. It takes just one bad apple to create turmoil and dissension.”
The company doesn’t claim to have all the answers but, judging from its staff turnover, it’s doing something right. “We lost one person two years ago and we have grown, gaining three people in the past year,” Gavin says. “Understanding each other’s personalities helps me and others to interact well. It makes things a lot simpler.”