Using personality insights at work: Best practices for remote communication

You've likely now read your share of advice about how to navigate life amid the COVID-19 pandemic. As our lives become saturated with virtual experiences, from our entertainment to our children's education to our careers, it's important to consider how our "life by screen" lifestyles have and will continue to change the ways we interact with each other.

When it comes to our jobs, remote communication needs to be undertaken with mindfulness. That's true whether we're part of a large group on a video chat or engaging in an extended discussion on a business platform. Understanding different personalities can help ensure that you remain effective and positive in all those virtual back and forths.

Here is a guide to using personality insights in remote communication:

‍

High Openness: thriving on change

If you are high in Openness, you are generally adaptable, innovative, and bring a high level of curiosity to your work life. You tend to understand the 2020 pandemic as the beginning of a changed world.

• DO seek out varied and cutting-edge technology for remote communication.
• DO experiment as desired, such as engaging in a smaller-group chat within a large group meeting.
• DON'T presume that you have to change everything about the ways you communicate with colleagues and customers.
• DON'T overdo it with pronouncements that use words like "forever," "never again," "totally different," and "say goodbye to ____."
  

Low Openness: comfortable on the well-traveled road

When you are lower in Openness, that means you value tradition and love to structure your days around a predictable routine. You appreciate returning to a sense of normalcy, whether that's from the easing of pandemic stay-at-home orders or simply returning home after business or leisure travel.

• DO turn to an old-fashioned version of remote communication: the phone call.
• DO pair up with a colleague that you can quickly contact to bounce ideas off of, mimicking office life.
• DON'T volunteer to help pilot new communication software if the company pursues any. Keep changes to a minimum.
• DON'T let your team undervalue aspects of in-person communication that can be adapted to the virtual experience, like brainstorming on a whiteboard or summoning colleagues outside your team to "step into the conference room" for a quick assessment of an idea.

High Conscientiousness: keeping track of details

Are you high in Conscientiousness? If so, you value order. You like to have things "just so," with tidiness, details, and deadlines being high priorities. You worry about whether the organization is meeting goals and feel best when you have access to objective measures of success.

• DO volunteer to summarize discussions to be sure details are recorded and agreed upon.
• DO ensure that meetings don't end abruptly without a sense of closure and next steps.
• DON'T wait to remind meeting attendees when there is limited time remaining. Keep an eye on the clock and provide a friendly "five minutes left" warning.
• DON'T expect that the same standards will be met by all coworkers during the pandemic disruption. Adjust your expectations for those who are busier, more distracted, or more stressed than usual.

Low Conscientiousness: floating downstream

If you are low in Conscientiousness, you take a flexible approach to getting work done. You focus on the end product and don't fret about the nitty gritty. You respond to hunches and like to have an overall sense of how things are going, not step-by-step details.

• DO ask for reminders about deadlines to stay on track.
• DO make an effort to reduce "communication clutter" within your work team. Posting on multiple Slack channels or sending redundant emails can hinder productivity.
• DON'T have long periods with no progress reports to or from colleagues.
• DON'T send out documents without proofreading first.

‍

High Extraversion: feeling pumped

If you are high in Extraversion, you are usually on the go. You're busy, talkative, and approachable. You seek out the company of others and prefer days that are stimulating and even a bit unpredictable.

• DO plan to communicate frequently, preferably via video chat.
• DO lead meetings, present information, and otherwise be the one to spend time speaking.
• DON'T forget to take time to listen to the ideas and suggestions of coworkers.
• DON'T send an impulsive email or message. Think twice and wait an hour first.

Low Extraversion: a quiet day at home works fine

If you are low in Extraversion, you tend to have a slower personal pace. Not often in a hurry, you are content to spend time alone and can dive into solo activities for an extended period.

• DO set times when work notifications are set to "do not disturb" mode.
• DO make an effort to attend the company's "virtual happy hour" and other social events, but allow yourself to limit that time.
• DON'T feel obligated to accept all virtual meetings. The same still applies: could this meeting be an email?
• DON'T let others presume you have little interest in face to face virtual interactions. Be deliberate in seeking out the occasional live video chat with a colleague or two.

High Agreeableness: looking out for each other

When you have a high level of Agreeableness, that often means you have a default of considering how decisions impact not just yourself, but others. You root others on, share the credit, and are pleased when others do well.

• DO share information you think will help your coworkers.
• DO post recognition of others on a shared platform to celebrate a job well done.
• DON'T silently worry that a colleague isn't happy. If you have a concern, ask to have a discussion.
• DON'T try to "make it all better" for everyone during challenging times. Choose small action items that are doable without being overwhelming.

Low Agreeableness: being tough and getting ahead

If you're a person with low Agreeableness, you're focused on your most urgent needs and believe others can handle themselves. You're ambitious and enjoy diving in to beat the competition.

• DO prioritize video chats and phone calls. It's easier to interpret tone in these formats than it is on instant messages or email.
• DO use your competitive spirit to focus on inspiring your team to do well.
• DON'T fall into a pattern of believing that no communication = something is wrong.
• DON'T do a "curt cliffhanger" in your written responses. Avoid ending an exchange with responses like "whatever," "not so sure," "we'll have to see" or "I guess."

High Emotional Stability: Riding out the storm

If you are high in Emotional Stability, setbacks rarely have a lasting impact on your motivation, focus, or beliefs about the future. You can keep your cool when provoked, and might be described as steady, predictable, or even-tempered.

• DO reach out to settle a dispute among coworkers.
• DO reassure others when news is upsetting inside or outside of your organization.
• DON'T presume someone else will respond to an urgent action item request.
• DON'T gloss over a concerned email from a customer and fail to implement a response.

Low Emotional Stability: Ready to respond

When you're someone with lower Emotional Stability, you're often the "lookout," checking for signs of trouble. You're reactive, which may make you the first to address issues — and then to achieve closure.

• DO share your observations about an unhappy customer so the team can take quick action to find solutions.
• DO ask questions and seek information rather than relying on rumor.
• DON'T leap to conclusions. Seek confirmation before responding.
• DON'T share upsetting news with colleagues unless it's of immediate work relevance.

Don't know your personality?
Find out for free

To find out the personality strengths of your team and how to best utilize them, connect with Traitify.