The soiled thoughts of an aspiring superintendent

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Strategies as an Employer Managing Personality Types March 29, 2011

Filed under: Independent Study: Personalities in the workplace — Graham J. Wieja @ 1:20 am

It is difficult to assess what type of person is sitting across from you during the interview process. The limited time frame in which you have to develop an opinion and get a sense for what type of person the potential employee is can make it extremely difficult to get the person that best fits your management style. The system is flawed and as such managers find themselves with employees that aren’t “plug and play” type players. In other words, these employees aren’t blue-chip prospects that fit right in from day one and it’s going to take some effective management strategies to get this person through the season. What’s important to factor in when deciding on how to use said employee is assessing their strengths/weaknesses and that person’s ability to work in a team situation. A person’s personality type plays directly into these two processes and generally determines in what role or capacity this employee will be used.
“Personality flex” is the alteration of your natural tendencies, generally in social situations, to appease the difference between two individuals. In other words, it is changing your natural tendencies to better get along with individuals or a group. This is an effective way of getting along and even developing a friendship with an employer, employee, or co-worker. However, I do not feel the burden of changing one’s personality falls upon the employee. I’m of the opinion that employee’s must show respect for one another but should not be forced to have a bond or relationship outside of the workplace. This makes the hiring or selection process all that more important. A manager must be able to pinpoint with some accuracy how this individual will project out into the workplace much the same as any sports team’s general manager when it comes to drafting a prospect. You must be an effective evaluator of talent, and how it can project into real life situations as a part of your management style. In my opinion it is not the responsibility of an employee to adhere to “expectations” of employer’s when it comes to personality flex. The employee must comply with what is asked of them; attendance, punctuality, an honest day’s work, and respect for others. The employer must provide a workplace where this person’s strengths are promoted, developed, and encouraged. Their weaknesses’ are worked on and counter-acted with another employee’s strengths and weaknesses.
In order to utilize personality flex a manager must first determine what type of personality they best exemplify. Knowing yourself is the only way you can understand what your expectations are and what you need to get out of your employee’s.
As an analytical manager employees may relate to;
 Critical thinking based on factual merit
 Conservative, quiet attitude
 Thoroughness, accuracy and dependability
 Cooperativeness and patience
 Logic and accuracy
As an analytical manager employees may not relate to;
 Lack of compassion and ability to form relationships through an impersonal approach
 Factual based decision making process, and lack of risk taking
 Dependability on third party knowledge and facts, non-trusting nature

As an analytical manager there are minor changes you can make, involving personality flex, to appease your employers and create a better work environment such as;
 Setting realistic goals and developing a gameplan in the form of a checklist to accomplish said goals
 Qualify employees as opposed to quantifying employees: Recognize each and every one is unique and brings something different to the table
 Spending informal time with employee’s (lunch room talk, staff socials, team building exercises to boost moral) Anything that allows an employee to see you outside the formal work environment can go a long way to building lasting relationships

As an expressive manager employees may relate to;
 Imagination and thought invoking nature
 Personable nature and enthusiasm
 Outgoing and competitive nature
 Opinionative and impulsive nature
 Loud, flashy, and dramatic style
As an expressive manager employees may not relate to;
 Loud, flashy, and emotional side
 Impulsivity
 Demonstrative nature
 Ability to follow through on all projects and tasks
As an expressive manager there are minor changes you can make, involving personality flex, to appease your employers and create a better work environment such as;
 Use factual merit in conversations as opposed to personal feelings and allow others to find out what you already know yourself
 Slow down your innate fast-paced processes and talk things through before acting
 Focus on small tasks as part of the big picture, in sequential order to avoid confusion or indecisiveness
 Provide a goal, and delegate within your crew to achieve this
 Maintain focus on individual goals and keep on track, others might not see the “whole picture”

As an amiable manager employees may relate to;
 Caring, thoughtful, and co-operative nature
 Team-oriented focus and compassion for others
 Supportive and helpful nature
 Friendly, focused work ethic
 Careful but deliberate and effective decision making

As an amiable manager employees may not relate to;
 Soft-hearted and compliant nature
 Lack of drive and initiative
 Careful deliberation and decision making processes
 Non- competitive stance
As an amiable manager there are minor changes you can make, involving personality flex, to appease your employers and create a better work environment such as;
 Be as consistent, insistent and direct as possible when delegating. You must take charge of the situation in order to achieve the desired goal. Everyone must be on the same page.
 Build business relationships first. Allow the process of becoming a friend take its natural course instead of promoting the idea. Be a boss first, and a friend second.
 Stay on schedule through decisive decision making and action.
 Don’t waver on situations. Be prepared to make your decision known or prepare to delegate accordingly. Stand your ground and support your decisions.

As a driver manager employees may relate to;
 Logical decision making and efficiency
 Discipline and decisiveness
 Accomplishments and competitive drive
 Independence and task oriented approach
 Empowerment and ability to lead
As a driver manger employees may not relate to;
 Bossiness and lack of delegation
 Controlling nature and secretiveness
 Tough mindedness and impatience for errors
 Critical nature

As a driver manager there are minor changes you can make, involving personality flex, to appease your employers and create a better work environment such as;
 Be patient with others
 Set deadlines and allow employees to achieve them on their own initiative. Set time restraints but do not micro-manage.
 Take an interest in the person, not the worker. Show support in personal accomplishments and hardships alike. Give them the “human” touch.
 Share your opinions with employees. Don’t be a reclusive individual.

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