.png)
Recently we ran a series of articles on understanding personality types based on the famous DISC Personal Profile System, authored by John G. Geier, Ph.D., and Dorothy E. Downey, M.S.
Geier always told me, “People do not have weaknesses. Perceived weaknesses are simply an over-extension of a strength.”
In dealing with “difficult” people, we can use the DISC categories to find clues to constructively responding to these people. We use the primary colours to distinguish each behavioural tendency.
• Overusing a Red (D) perspective leads to pushy and sometimes insensitive actions. Reposition the workplace from a “battlefield” to a “playing field” in order to move this person to a positive frame and away from an over-extension.
• Overusing an Amber (I) perspective leads to a “crowd-pleasing” mentality. Align this person with others who have contrasting perspectives in order to keep this person balanced.
• Overusing a Blue (S) perspective leads to isolation. For example, here’s a familiar conversation: Question: “What’s wrong?” Blue response: “Nothing.” Question: “There is something going on, what is it?” Blue response: “If you don’t know … [I’m not going to tell you!]” Give this person some space while maintaining your commitment to deadlines and outcomes.
If you are the boss, delegate results rather than tasks. Allow others to pursue outcomes using their strengths rather than insisting they do it your way.
• Overusing a Green (C) perspective leads to analysis paralysis. Wherever possible, align this person with others who have complementary skills in dealing with people as well as the numbers.
These and many other strategies give us access to collaborating with others, rather than confronting them. This aligns with our previous contention that access to working effectively with “difficult” people lies in adjusting our own thinking and behaviour.
Results Versus Tasks
Individuals differ in how they perceive work and its various components.
What is your relationship to work? What is your view on the boss/subordinate relationship? What is your perception of how things “should” get done?
If you are the boss, delegate results rather than tasks. Allow others to pursue outcomes using their strengths rather than insisting they do it your way.
If your boss delegates tasks to you, assure them of your commitment to produce the requested outcomes. With this approach your boss may relax a little rather than insisting you do things in a particular way.
Demanding is the least effective way to produce results. In today’s business climate, dialogue and collaboration are encouraged.
Most managers want results and are willing to be somewhat flexible on how things get done
Demanding is the least effective way to produce results. In today’s business climate, dialogue and collaboration are encouraged.
Many “old style” managers are suspicious of this approach. They see it as the “inmates running the asylum,” fearing loss of control.
It is important to assure them that a collaborative approach does not mean we ask individuals what we are going after. Effective collaboration does, however, give others the freedom to choose how things get done.
Align with the Desired Outcome
There is a current fad that contends that people do not “buy in” to anything they did not help author. Let’s hope this viewpoint dies a peaceful death—and soon.
A singer does not have to be involved in the writing of a song to effectively perform it. Each actor, director, extra, costume designer, etc. on a movie set does not have to be part of the screenwriting process to produce a great film.
Actually, involving too many people in the composition of a plan makes it weaker, not stronger.
If your superiors are the types who insist everything gets done their way, recognize that they are only trying to produce something or get things done.
Align yourself with their desired outcome. Engage them in a conversation where you attempt to “picture” what is in their head. Get in step with that outcome. Assure them that you “see” what they see. Clearly articulate the picture in your head.
Once you create this kind of alignment, you have a better chance of them becoming less demanding. This is one of the most effective ways to capitalize on each other’s strengths and minimize conflicts of style and perspective.
This is Part 3 of a three-part series.
Dave Mather is a Performance Improvement Specialist at Dale Carnegie Business Group in Toronto. His columns can be read at ept.ms/dave-mather
Find Dave on LinkedIn.
The Epoch Times publishes in 35 countries and in 21 languages. Subscribe to our e-newsletter.
