This site is in beta. Tell us what you think.
Chapter 6 | essentials Guidebook

Thinking Styles

Discover a simple and effective tool to accelerate collaboration and energize individual and team performance.

While there are plenty of tools to help understand personalities, it’s harder to gain insight into how we think and collaborate.

Don’t just out-produce the competition—outthink them.

What are Thinking Styles?

A simple and effective tool to accelerate collaboration and enhance individual, relational and team performance.

While there are plenty of tools to help understand personalities, it’s harder to gain insight into how we think and collaborate.

The Thinking Styles approach was developed by Mark Bonchek and Elisa Steele. It offers a simple, intuitive alternative to assessment tools like DISC and Myers-Briggs, which can be complex, time-consuming and expensive, and which focus on personality rather than cognition and collaboration.

Thinking Styles can help teams move more quickly from “forming, storming and norming” to performing. Understanding our own and others’ styles accelerates collaboration, increases engagement, generates contribution and improves team performance.

How do Thinking Styles work?

The idea is that people tend to focus on Ideas, Process, Action or Relationships, and to be oriented towards the big picture or details.

By knowing how members of  your team and organization think—and by others knowing how you think—everyone can be more energized, more engaged, more creative and more productive.

Remember that most people are comfortable with more than one Thinking Style, and styles can be fluid and change in different settings. But most people have one or more dominant styles, just as they are either left- or right-handed.

These eight styles are fluid and change in different settings. But most people have one or more dominant styles, just as they are either left- or right-handed.

Put Thinking Styles to work

Thinking Styles are useful for individuals and groups.

  • Individuals find it helpful to understand their own Thinking Style so they can see how to leverage their strengths and focus their development efforts.

People are naturally energized when their work aligns to their Thinking Style. And it can be empowering to master an unfamiliar style.

  • On teams, a “heat map” of Thinking Styles can show where the team is over- or under-represented relative to the goals and objectives.

Oftentimes, team function suffers not because of who is in the team, but who is not. The distribution of Thinking Styles reveals what’s missing so the team can compensate or bring in complementary resources.

Thinking Styles: Not the same as roles

It’s important to keep Thinking Styles mentally separate from roles.

We normally think of roles as being about what people do, such as team leader or project manager. When you need a decision, you go to the leader. When you want a status update, you go to the PM.

While certain Thinking Styles may tend to be drawn to certain roles, different Thinking Styles can and do succeed in the same role. A range of Thinking Styles is helpful across all roles.

Just as team members have assigned doing roles, teams also need to make sure that all thinking roles are covered.

Exercise

What’s your Thinking Style?

When you know your Thinking Style, you know what naturally energizes you, why certain types of problems are challenging or boring, and what you can do to improve in areas that are important to reaching your goals.

Once you know your default style, it helps to share it with others, and to have others share theirs with you. In this way, your Thinking Style becomes a useful tool—a kind of social currency—for the team.

iPad with images of quizzes

Exercise

See yourself as others see you

We often have a hard time seeing aspects of ourselves that come naturally. If you’re having a tough time getting clear on your primary Thinking Style, it can be helpful to turn to your colleagues for their perspectives.

Ask a few colleagues which Thinking Style they think best describes you, and why. Remember that it may or may not be a style that seems directly related to your role. You can use their response as a springboard for discussion about your respective Thinking Styles, and how they resonate or complement each other.

Exercise

Rank your Thinking Styles

To assess how you relate with the different Thinking Styles, you can rank them along an axis of how much return is generated by your efforts.

When you’re using Thinking Styles that are in your “genius zones,” you’re getting the biggest return on your efforts. Ideally, these should be the Thinking Styles you use most in your day-to-day work. To assess your Thinking Styles, place them along
this axis.

High Return: Put in $10 effort, get $100 results

Medium Return: Put in $10 effort, get $10 results

Low Return: Put in $10 effort, get $1 results

Design how your team thinks

Innovation takes teams of diverse and complementary thinkers.

Imagine you’re putting together a team to work on a new initiative. Wouldn’t you like to know who’s energized by big-picture strategy discussions and who finds them frustrating, who likes to work on executional details and who is energized by managing team dynamics?

Normally we think about building teams based on what people do. We select for skills and assign tasks and responsibilities. It’s a mental model that comes from teams. We put everyone in the right position.

But we can also design teams based on how people think

The leader as orchestrator

Leaders are responsible for creating the right mix of Thinking Styles.

Like an orchestra conductor, the leader chooses which style comes to the fore at a particular point in time to carry the tune.

Put too much focus on big picture thinking and the details won’t get done.

Give too much emphasis on action and process thinking, and you will lose the vision or drop out of trust and connection.

Thinking Styles and project lifecycles

Most teams need every kind of Thinking Style at one point or another.

In the beginning of the project, Explorer and Planner thinking is helpful to set the strategy and structure the work effort. Then Connector and Energizer thinking take the lead to create the vision, access resources, and enroll the stakeholders.

As strategy and planning give way to execution and operations, more micro styles often take the lead. Expert and Optimizer thinking work together to hammer out details and find efficiencies. Meanwhile, Producer thinking executes the plan and crosses things off the list, while those with Coach thinking keep everyone engaged and performing at their best.

Exercise

Map your team’s Thinking Styles

Create a “heat map” of your group’s Thinking Styles to see where the team is over- or under-represented relative to goals and objectives.

Have your team take the quiz, then map their responses.

Look for patterns. Are some styles conspicuously absent from your team? This is your cue to look for complementary resources or ask other team members to compensate for gaps.

Here’s a simple way to create a heat map: On a whiteboard, draw boxes for all eight Thinking Styles, then apply sticky notes with the names of different team members.

Recap

Discover a simple and effective tool to accelerate collaboration and energize individual and team performance.

  • The idea is that people tend to focus on Ideas, Process, Action or Relationships, and to be oriented towards the big picture or details.
  • Thinking Styles are useful for individuals, relationships and groups.
  • It’s important to keep Thinking Styles mentally separate from roles.
  • Leaders are responsible for creating the right mix of Thinking Styles.
  • To maximize productivity, find your genius zones.

Read more:

'Thinking Styles Guide"

Did this guidebook get you thinking? Let's talk about how to bring new mental models into your organization for exponential results.

Contact Us

Read the other Guidebooks

Guidebook

Essentials

Explore foundational mindshifts that prepare you to leverage the power of network effects.
Read the Guidebook
Guidebook

Narrative

Transform audiences into co-creators by creating a powerful story based on Shared Purpose.
Read the Guidebook
Guidebook

Doctrine

Develop principles for empowered decision-making across 
networked organizations.
Read the Guidebook
Guidebook

ORBIT

Generate brand gravity to create Ongoing Relationships Beyond Individual Transactions.
Read the Guidebook
Guidebook

Platforms

Use platform thinking to activate network effects and create exponential results.
Read the Guidebook