Achiever:

  • When there are times that require extra work, call on this person. Remember that the saying “If you want to get a job done, ask a busy person” is generally true.
  • Recognize that he likes to be busy. Sitting in meetings is likely to be very boring for him. So either let him get his work done or arrange to have him attend only those meetings where you really need him and he can be fully engaged.
  • Establish a relationship with this person by working alongside him. Working hard together is often a bonding experience for him.
  • When this person finishes a job, a rest or an easy assignment is rarely the reward he wants. He will be much more motivated if you give recognition for past achievement and then set a new goal that stretches him.

Activator:

  • Ask this person what new goals or improvements should be achieved by your division. Select an area that fits and give him the responsibility for initiating and organizing the project.
  • Let him know that you know he is a person who can make things happen and that you will be asking him for help at key times. Your expectations will energize him.
  • When this person complains, Listen carefully—you may learn something. But then get him on your side by talking about new initiatives that he can lead or new improvements he can make tomorrow.

Adaptability:

  • This person lives to react and respond. Position him so that his success depends on his ability to accommodate the unforeseen and then run with it.
  • Let him know about the planning you are doing.
  • With his instinctively flexible nature he is a valuable addition to almost every team . When balls are dropped or plans go awry, he will adjust to the new circumstances and try to make progress. He will not sit on the sidelines and sulk.
  • He will be most productive on short-term assignments that require immediate action. He prefers a life filled with many quick skirmishes rather than long, drawn-out campaigns.
  • Be ready to excuse this person from meetings about the future, such as goal setting meetings. He is a “here-and –now” person and so will find these meetings rather irrelevant.
    (Note: I tend to think toward the future a lot, so this statement may seem contradictory, but my future thinking dictates my actions. I see how what I decide to do may influences a potentials customers actions down the road. I don’t always care for meetings based solely on numbers or goals, because I do things based on experience.)

Arranger:

  • This person will thrive on responsibility, so give him as much as you are able, according to his knowledge and skill levels.
  • He may well have the talent to be a manager or supervisor. His arranger theme enables him to figure out how people with very different strengths can work together.
  • When you are launching a project, give him the opportunity to choose and position the members of the project team. He is good at figuring out how each person’s strengths might add greatest value to the team.
  • He is excited by complex, multifaceted assignments. He will thrive in situations where he has many things going on at the same time.
  • He can be resourceful. Feel confident that you can slot him into a role where something is not working, and he will enjoy figuring out other ways of doing things.
  • Understand that his modus operandi for team building is through trust and relationship. He may well reject someone who he believes is dishonest or does shoddy work.

Command:

  • Always ask him for evaluations of what is happening in your organization. He is most likely to give you a straight answer. In the same vein, look to him to raise ideas different from your own . He isn’t likely to be a head nodder.
  • As much as you can, give him the room to lead and make decisions . He will not like to be supervised closely.
  • Never threaten him unless you are 100 percent ready to follow through.
  • This person may intimidate others with his up-front, assertive style. You may need to weigh whether or not the contribution of this person who makes things happen justifies the occasional ruffled feather. Rather than pushing him to learn how to be empathetic and polite, your time may be better spent helping his colleagues understand that his assertiveness is part of what makes him effective—as long as he remains assertive rather than aggressive or offensive.

Context:

  • When you ask this person to do something, take time to explain the thinking that led to this action. He needs to understand the background for a course of action before he can commit to it.
    (Note: Only needed when asked for, And when I do ask questions regarding a decision, it is for this reason, please do not give the “because I said so” response.)

Deliberative:

  • He is likely to be a rigorous thinker. Before you make a decision, ask him to help you identify the land mines that may derail your plans.
  • Do not ask him to be a greeter, rainmaker, or net worker for you organization. The kind of effusiveness that this role requires may not be in his repertoire.
  • In his relationships he will be selective and discriminating. Consequently, do not move him quickly from team to team. He needs to be confident that the people he surrounds himself with are competent and can be trusted, and this confidence takes time to build.
  • As a manager he will be known as someone who gives praise sparingly, but when he does, it is truly deserved.

Discipline:

  • When there are many things that need to get done in a set time period, remember his need to prioritize. Take the time to prioritize together and then, once the schedule is set, stick to it.

Fairness:

  • When it comes time to recognize the team after the completion of a project, ask this person to pinpoint each person’s contribution. He will ensure that each person receives the accolades he or she truly deserves.
  • He has a practical bent and thus will tend to prefer getting task accomplished and decisions made rather than more abstract work such as brainstorming or long-range planning.

Focus:

  • Set goals with timelines and then let this person figure out how to achieve them. He will work best in an environment where he can control his work events.
  • When there are projects with critical deadlines, ask him to get involved. He instinctively honors deadlines. As soon as he comes to own a project with a deadline, he will concentrate all his energies on it until it is completed.
  • Be aware that unstructured meetings will bother him , so when he is in a meeting, try to follow the agenda.

Harmony:

  • As far as possible steer this person away from conflict. Do not include him in meetings where there will almost certainly be conflict because he is not at his best when confronting others.
  • Determine in what ways you agree with him and regularly review these agreements with him. Surround him with other people strong in Harmony. He will always be more focused, more productive, and more creative when he knows that he is supported.
  • Don’t waste you time discussing controversial subjects with this person. He will not enjoy the debate for its own sake. Instead, keep your discussions focused on practical matters where clear action can be taken.
  • He wants to feel sure about what he is doing. Help him find authoritative backup (expert opinion) for the actions he takes

Ideation:

  • This person has creative ideas. Be sure to position him where his ideas will be valued.
  • He will be particularly effective as a designer, whether of sales strategies, marketing campaigns, customer service solutions, or new products. Whatever his field, try to make the most of his ability to design.
  • He needs to know that everything fits together. When decisions are made, take time to show him how each decision is rooted in the same theory or concept.
  • On those few occasions when a particular decision does not fit into the overarching concept. Be sure to explain to him that this decision is an exception or an experiment. Without this explanation she may start to worry that the organization is becoming incoherent.

Maximizer:

  • This person is interested in taking something that works and figuring out ways to maximize its performance. He may not be particularly interested in fixing things that are broken.
  • He will expect you to understand his strengths and to value him for those strengths. He will become frustrated if you spend too much time focusing on his weaknesses.

Relater:

  • Trust him with confidential information. He is Loyal, places a high value on trust, and will not betray yours.

Responsibility:

  • This person defines himself by his ability to live up to his commitments. It will be intensely frustrating for him to work around people who don’t. As far as possible try to avoid putting him in team situations with lackadaisical teammates.
  • He defines himself by the quality of his work. He will resist if you force him too rush his work so much that quality suffers. He dislikes sacrificing quality for speed.
  • In discussing his work, talk about its quality first.
  • Recognize that he is a self-starter and requires little supervision to ensure that assignments are completed.
  • Put him in positions requiring unimpeachable ethics. He will not let you down.
  • Periodically ask him what new responsibility he would like to assume. It is motivational for him to volunteer, so give him the opportunity.
  • Protect him from taking on too much, particularly if he lacks a theme such as discipline. Help him see that one more burden may result in his dropping the ball. A notion he will loathe.

Restorative:

  • Ask this person for his observations when you want to identify a problem within your organization. His insights will be particularly acute.
  • When a situation within your organization needs immediate improvement, turn to him for help. He will not panic but instead will respond in a focused, businesslike way.
  • Offer your support when she meets a particularly thorny problem. Since he defines himself by his ability to cope, he may well feel personally defeated if the situation remains unresolved. Help him through it.

Self-Assurance:

  • Support his self-concept that he is an agent of action. Reinforce it with comments such as “it’s up to you. You make it happen” or “What’s your intuition saying? Let’s go with your intuition.”
  • Help him know that his decisions and actions do produce outcomes. He is at his most effective when he believes he is in control of his world. Highlight practices that work.
  • Understand that he may have beliefs about what he can do that might not relate to his actual strengths. Although his self-confidence can often prove useful, if he over claims or makes some major misjudgments, be sure to point these out immediately. He needs clear feedback to inform his instincts.

Significance:

  • Be aware of this persons need for independence. Do not over manage him.
  • Acknowledge that he thrives on meaningful recognition for his contributions . Give him room to maneuver, but never ignore him, be sure to feed all compliments through to him.
  • Position him so that he can associate with credible, productive, professional people. He likes to surround himself with the best.
  • Because he places such a premium on the perceptions of others, his self esteem can suffer when others do not give him the recognition he deserves. At these times draw his attention back to his strengths and encourage him to set new goals based on these strengths. These goals will help re-energize him.

Strategic:

  • Position the person on the leading edge of your organization. His ability to anticipate problems and their solutions will be valuable. For example, ask him to sort through all the possibilities and find the best way forward for your department. Suggest that he report back on the best strategy
  • Involve him in organizational planning. Ask him, “If this happened, what should we expect?”
  • Always give him ample time to think through a situation before asking him for his input. He needs to play out a couple of scenarios in his mind before voicing his opinion.
  • This person is likely to have a strength for putting his ideas and thoughts into words. To refine his thinking, ask him to present his ideas to his colleagues or to write them for internal distribution. (Note: I’m better at expression my ideas typing or writing them out opposed to speaking them.)
  • When you hear or read of strategies that worked in your field, share them with this person. It will stimulate his thinking.

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