In the workplace, we behave in seven “classic” ways, says a recent Fabricating
and Metalworking article. According to author Francie Dalton, who is founder
and president of Dalton Alliances, Inc., a Maryland-based business consulting firm
specializing in communication, management, and the behavioral sciences, these
general categories may not encapsulate all the actions of your co-workers, but they
will give you insight into how to better deal with them:
1. Commanders
Curt and controlling, commanders don’t waste time on niceties. While they don’t
mean to offend, they often forsake tact to get their point across. As bosses, commanders often fail to delegate important assignments. In response, you should strive
to earn their trust and demonstrate that you also prioritize structure and results. As
subordinates, commanders could seem overly aggressive. In response, you should
clearly communicate the results you expect and leave it up to commanders to execute. Says Dalton, “value and validate commanders for their ability to overcome
obstacles, to implement, and to achieve results.”
2. Drifters
Averse to structure, drifters often have trouble with rules, work hours and deadlines.
They lose track of details and can neglect to see a project through to completion.
While they’re warm and affable, their disorganization can be off-putting. As superiors, drifters often fail to provide structure. In response, you must take it upon
yourself to establish procedures and objectives. As subordinates, drifters may make
their managers seem ineffective. In response, you should give them shorter assignments and more flexible hours. Writes Dalton, “value and validate drifters for their
innovation and creativity, their ability to improvise on a moment’s notice, and their
out-of-the-box thinking.”
3.Attackers
Ill-tempered and contemptuous, attackers can have a dampening effect on workplace morale. They tend to criticize others in public, believing themselves to be
superior. As managers, they can push subordinates to the breaking point. In response, you should keep interactions as short and affect-free as possible. As subordinates, attackers can demoralize your entire staff. In response, you should provide
guidance to others on how to deal with this type of behavior and weigh the pros
and cons of keeping such a person on the team. Writes Dalton, “value and validate
attackers for their ability to take on the ugly, unpopular assignments no one else has
the mettle to do, and for their ability to make unemotional decisions.”
4.Pleasers
Considerate, sociable and friendly, pleasers rarely deny the requests of others and
think of colleagues as extended family members. They have trouble coping with
conflict, avoiding it as much as they can. As superiors, pleasers may fail to provide
constructive criticism. In response, you should try to get critical feedback from
other colleagues. As subordinates, pleasers can place greater emphasis on relationships than on the company, keeping silent about others’ wrongdoings in order to
protect them. To counter this, you should continually emphasize the importance
of the “greater good.” Says Dalton, “value and validate pleasers for the way they
humanize the workplace, and for their helpful, collaborative work style.”
5.Performers
Witty, charismatic and outspoken, performers engage and entertain others in the
workplace. They are skillful at promoting themselves, taking credit–even when it’s
not due–for successful projects and appearing to be in a rush to get important things
done. As superiors, performers may not recognize subordinates’ achievements and
deflect accountability to them for failures. In response, you should carefully document instructions and accomplishments. As subordinates, performers may exaggerate their contributions. To handle this, you should double check their statements and reward teamwork with incentives. Writes Dalton, “value and validate performers for their ability to establish new relationships, and for their persuasive and public speaking skills.”
6.Avoiders
Clinging to the status quo, avoiders shy away from increased responsibility because they fear it will make them more visible and accountable. Reticent and reserved, they thrive when working alone and establishing safe, closed-off environments. They do as they’re told and do not take initiative. As superiors, avoiders may hamper subordinates’ advancement by turning down new projects. In response, you should try to join selected teams in the company or help others with special assignments. As subordinates, avoiders could prove exasperating because of their lack of initiative. In response, you should always give detailed instructions and should be
sensitive to the avoider’s fear of greater responsibility. Says Dalton, “value and validate avoiders for their reliability, for their meticulous attention to your instructions,
and for getting the job done right the first time, every time.”
7.Analyticals
Meticulous, thorough and cautious, analyticals can get mired in details. When presented with a new idea, they tend to focus on the reasons why it will fail and should
not be pursued. They feel compelled to check, double check and triple check their
work for any inaccuracies. As bosses, analyticals can nitpick and stymie creativity.
In response, you should consistently submit error-free work in order to gain trust
and be able to work with a measure of independence. As subordinates, analyticals
can present too much information to their managers. To deal with this, you should
ask big-picture questions and focus on actionable data. Writes Dalton, “value and
validate analyticals for their commitment to accuracy, and for their ability to anticipate and evaluate risk far enough in advance to allow risks to be reduced.”
Titany answered the question on November 29, 2021 at 11:24