Psychometric tools and profiling tools can be an immense benefit in the development and improvement of human capability in the workplace. However, they can also be the greatest block to growth when not utilised properly.
Here are few common pieces of feedback I hear when discussing the use of profile tools:
- “I / We have already done (name of commonly used profile) and it didn’t really create any change”
- “I’ve done (name of commonly used profile). I’m a (insert result) which means I can do or enjoy doing (abc) but I can’t do or don’t like to do (xyz)”
- “I’m a (insert result) so other people need to (insert action or way of communicating) if they’re to get a positive response from me”
Feedback like this indicates a belief that capability is fixed and the results in the report exist to tell me who I am, who I have always been and who I will continue to be. This attitude only serves to limit growth rather than facilitate natural growth and development.
This type of feedback led me to create my own set of profiling tools to eliminate these roadblocks to development and to focus our profiling tools on capability rather than personality.
People mostly believe personality to be long term, stable, and not easily changed. Because of this belief the typical response people have when completing tools that focus on personality characteristics and traits is that the results justify who they are and how they are with others, rather than open them up to exploring untapped capability and new ways of being and doing. It fosters what is called “below the line thinking” rather than cultivating “above the line thinking”.
Below the line thinking: encourages the use of excuses, blame and denial to justify actions, behaviours and thinking and promotes rigidity, fixedness and continuity.
Above the line thinking: encourages individuals to take responsibility, ownership and accountability for their actions, behaviours and thinking and promotes growth, change and adaptability.
Let’s take a look at three critical differences between personality and capability.
CONTINUITY
There is a level of continuity with personality. Many personality characteristics have been present since childhood and will prevail in some way through adulthood. In addition, personality characteristics are not easily changeable.
Capability on the other hand is quite changeable and continuously evolving. The degree of capability as a child is vastly different to you as a young adult and again as a mature adult. Your degree of capability is dependent on your capacity to develop your abilities and is less hard-wired.
FLEXIBILITY
There is flexibility in both personality and capability, however, the scope of flexibility differs greatly. With personality there is flexibility within a type. For example, there is flexibility within the degree of introversion one displays, however, irrespective of the degree displayed the personality trait is that of introversion. Personality flexibility is limited.
Capability is very flexible. There is flexibility both around the degree or scope of capability displayed and utilised as well as flexibility around new capability that can be developed. Capability development provides greater behavioural flexibility.
ENDURING
Personality characteristics are generally long term based that serve to drive a level of consistency in who we are and how we present ourselves in the world.
Capability on the other hand is opportunistic in nature and serves to drive improvement, change and growth to match the changing nature of circumstances and environments we find ourselves experiencing.
By utilising psychometric tools based on personality characteristics for recruitment, development, talent and leadership serves only to look at elements that are more aligned with being fixed and limited rather than capability which is variable and opportunistic.
