Temperaments + Teamwork: Why Temperaments Matter
“But as it is, God placed the parts, each one of them, in the body as he intended. If they were all one part, where would the body be? But as it is, there are many parts, yet one body” (1 Corinthians 12: 18-20).
Have you ever wondered why that co-worker of yours is always 30 minutes early to every function, while another procrastinates and submits every single project at the last minute? The simple answer lies in temperament.
Temperament is one of my favorite topics of discussion, because it is an avenue that prompts self-growth and introspection. Personally, I have found that understanding the four temperaments is one of the key ingredients in learning to love my neighbor, and it seems also to be an important ingredient in the secret sauce to effective teamwork and leadership.
In today’s fast-paced environment, in which we have unlimited virtual access to all types of information, including personality tests, it’s no wonder the temperaments have gotten lost in translation over the course of time. Often, I hear people mistakenly confuse personality, character, and temperament by interchanging the words, but there are important distinctions to be made. Although they are interconnected, they are not the same thing.
The temperaments are based on 3,000 years of history.
One of the key differences between temperament and the hoard of personality theories available today, is that the concept of temperaments is time-tested, based on 3,000 years of history. The temperaments were developed by the ancient Greeks, who believed they stemmed from fluids within the human body (known as the four humors). In other words, they believed that physiological characteristics of a person influence their way of being—their preferences, actions, and reactions. This physiological component is a vital distinction between temperament and character.
In his book “From Temperament to Character,” Alexandre Havard, founder of the Virtuous Leadership Institute, explains that temperament is innate, while character is made of habits. We are not born with character; it is something we learn and build throughout the course of our life. Harvard says that temperament “is the pattern of inclinations and reactions that proceed from the psychological constitution of an individual.” Our temperament shapes our character.
Character is made up of virtues (or lack thereof: vices). The term “personality” should be distinguished from both: Personality is a combination of both our temperament (distinctive, biological traits) and our character (habits).
Temperament can assist us in the practice of virtue and the pursuit of sanctity.
It is said that every person has two temperaments: a primary and a secondary. While most of us have elements of all four temperaments, there are typically two dominant temperaments that we lean toward. If you aren’t sure what your temperament is, you can take a free temperament test here, and you can read about the four temperaments here.
Really understanding your temperament can help you discover your strengths and weaknesses, your actions and reactions, and your intrinsic motivations. It can also help you to see why we all need each other.
Let’s be honest; if the world were run by one temperament type—one mode of operating—it would be boring! It would also stifle creativity and stunt the growth of ideas. Diversity of temperament leads to diversity of thought, creativity, and diversity of opportunity. Variations in temperament bring out the best in us; diversity challenges us to think outside of ourselves, to stretch ourselves beyond what comes naturally. Although what comes naturally is often the easier route, it’s not always the route that will push us to be the best version of ourselves.
Temperament matters in the workplace, because when you understand your temperament and your colleagues’ temperaments, team dynamics can flourish.
Variations in temperament promote team equilibrium. Understanding temperament is about seeing the person in front of you in their totality; recognizing their dignity; and seeing people for who they were created to be, not for who you want them to be.
When we are siloed, it is challenging for us to reach our maximum potential. Understanding the temperaments shows us how we are strengthened and balanced by the people who are complementary to us. Understanding your intrinsic motivations and the motivations of the people around you is the basis of self-knowledge, which leads you on an upward spiral of growth. This is the foundational pursuit of excellence: a constant striving for something greater—for sanctity.
Knowledge of your temperament also aids in self-regulation by helping you identify the areas in which you can improve and pinpointing areas in which you excel. This self-knowledge can be a stepping stone in the pursuit of discovering your personal mission and your life’s calling. When you know who you are, you become who you were created to be.
Develop the virtues you are challenged by.
A key purpose of understanding your temperament is to develop the virtues you are challenged by, with the goal of becoming a more well-balanced individual. Seeking to achieve balance among all four temperaments leads to optimal functionality and maximum performance. When we learn to balance our temperament, we strengthen our character.
When working in a team setting, striking a balance with temperament styles can make or break a team. Take a minute to think about the temperaments of your colleagues. Is there someone you regularly butt heads with or someone you instantly gel with? It likely is at least partially due to temperament. If you haven’t thought about the temperaments of the people with whom you work closely, doing so can strengthen your personal relationships, collaboration, and work performance.
For example, I am sanguine-choleric. If I am working with a melancholic-phlegmatic, I know that person will likely be a deep thinker, act slowly, and appreciate maintaining peace. They will be less motivated by being around people than I, but they will likely be cooperative. Understanding the other person’s temperament enables me to reflect on how I can be a good counter-balance to that individual and vice versa, and help to identify common ground.
Furthermore, if you have the responsibility of hiring or building a team, it is wise to consider the temperaments of individuals you are hiring. If you have a team overloaded with one personality type, there will likely be an imbalance, because people will probably have similar strengths and weaknesses. If you have sanguines and melancholics working together, having an awareness that their temperaments can either complement each other or cause tension can help you anticipate the needs of your team. If there is a struggle between two people, consider adding a third temperament to the mix to provide balance.
In my previous workplace, I tested the temperament and teamwork theory. I asked the executive staff to read “From Temperament to Character” together. We began by taking a temperament test. Every week, we met for one hour and discussed concepts from the book. We spent weeks discussing our temperaments and sharing the insight we were learning about ourselves. When new members joined the team, they went through the same process.
This undertaking created the strongest team dynamics I’ve ever experienced. It went from being work to being a bonding experience. We weren’t just co-workers; we came to discover and know each other, understanding what each of us needed in order to be successful. This understanding made all the difference in work productivity, our ability to collaborate, and our relationships with one another.
Leadership is about loving your neighbor.
In brief, the team was successful because we cared about one another—and herein lies the secret sauce: People want to be led by people they love. Seeing and respecting someone for who they are is one of the primary ways to love people. Leadership is all about loving your neighbor.
The beauty of temperaments is that they are created equal. No temperament is better than the other. It’s about learning how to harness what you’ve been given to make the most of what you have and learning to identify the natural aptitudes of others. We must strive to become who we are created to be. We are many parts, but we are all one body. The gifts we have we are given to share.
A native of Colorado, Krista Keil graduated with her Bachelor’s degree in Religious Studies from the University of Colorado at Boulder and is currently pursuing a Master’s degree in Clinical Mental Health Counseling, with a specialization in traumatology, at Divine Mercy University. Krista has spent the last ten years working with youth and diverse populations in the non-profit sector in varying capacities, with an emphasis on mental health. Additionally, Krista has a background in international and domestic mission-based work and event coordination. Krista is passionate about helping others actualize their potential, the study of human flourishing, and the intersection of character, virtue, and leadership. Krista currently works at the Youth Leadership Foundation in Washington D.C. as the Director of Character and Mentorship. In her free time, Krista enjoys spending time outdoors, is a lover of spontaneous adventures, good cooking, and chai tea! Krista currently resides near Washington D.C. Visit her on her website or on Instagram @1iveinspired.