Different work styles aren't a problem to fix - they're an advantage to leverage. Instead of forcing 'alignment': • Create clear systems everyone can access • Let people work how they work best • Focus on outcomes, not methods • Document everything (hello, async folks!) • Stop scheduling meetings to 'discuss preferences' Great teams don't need everyone to work the same way. They need clarity about what needs to happen and freedom to make it happen their way.

To build trust with colleagues who have different work styles, communicate openly, set clear goals, and be flexible. Recognize each person's strengths and offer constructive feedback. Fostering empathy and understanding helps improve teamwork. By focusing on respect and collaboration, you can turn diverse styles into an asset.

I think it’s best to have collaboration necessary written first. If there is an agenda or outline of the objectives, it’s easier to bring the team on point and discuss with openness to see each member’s perspective.

Early in my career, I learned that a lot of conflict is simply a lack of understanding. I've always found success by developing in everyone a base understanding of the different types of styles/personalities (DISC, strengthfinders, Myers-Briggs) and educating each other on how we tick. Through an understanding that everyone thinks and works differently, and seeing that each person brings something valuable to the table, colleagues tend to not allow their differences to break down trust. In fact, it strengthens bonds!

I had a general manager who leveraged various company programs to get people to work together with different work/management styles. For instance, a building safety review program is an excellent opportunity to assemble teams that inspect different parts of the building looking for safety defects. I did this with a senior manager who's trust I had yet to earn. The exercise was successful to the extent I took the task seriously and consulted with her to get her opinion on discrepancies. Better than an off-site team building exercise, cheaper, and the conversations were real. We also had a program for "Zero Defects" and the GM leveraged this to build a team spirit in the organization.