From Fast Company, By Devora Zack
August 30, 2012
Your management style must flex to accommodate both the
thinkers and the feelers in your office--even if their approaches to work are
worlds apart.
Your
success--and fulfillment--as a manager is neatly encased in one bite-size
nugget:
Be who you are,
just flex your style to manage others.
Flexing your
style means being versatile in how you lead, communicate, and motivate. A tough
approach propels one employee; mild-mannered encouragement inspires another.
Being flexible requires proficiency in a range of techniques, to draw upon as
needed.
This does not
require disregarding your own temperament. It means maximizing rapport with
others while maintaining your core of integrity.
Flexing your style
does not mean holding people to varying standards--accountability remains
consistent across the board. All that changes is how you manage and motivate
different personality styles, particularly between thinkers or feelers.
Flexing
requires customizing your communication to motivate different staff members. If
you are a feeler, you need to behave as an off-the-chart thinker at times to
accomplish your feeler mission statement. You can become so skilled at
impersonating a thinker that an innocent bystander may confidently proclaim you
to be a thinker. Yet you remain a feeler at your core, flexing your style
brilliantly.
So what's the
difference between a thinker and a feeler? And how can you tell who is who on
your team? For beginners, the first level is to listen for the frequency with which a staff member uses variations of the words think and feel. In conversation, these words are nearly always technically interchangeable.
As you tune in
to the use of these primary words (think, thought, versus feel, felt), you will
be amazed at the consistency with which many people favor one over the other.
This is a solid clue for those on either end of the thinker/feeler continuum.
Sample words
favored by thinkers:- Fairness
- Analysis
- Consistency
- Validity
- Rationale
- Compassion
- Empathy
- Caring
- Sensitivity
- Intensity
- Harmony
The next step
is to practice both languages so you become equally conversant in both, with
the ability to speak in thinker or feeler at will. With practice,
you can match language in important conversations. For example, in an annual
performance review with a thinker, shift into thinker language to ensure your
message is heard.
Potential
Problems
What comes
naturally, with no effort, to those at one end of the temperament spectrum can
take much conscious effort for those at the other end. Although one workplace
interaction may roll off a thinker's back, the same event may upset or confuse
an feeler, and vice versa.
When managing
these personality types, keep in mind the potential for the following
flare-ups:
Thinkers may:
- lack
awareness of the impact of their tone
- make
decisions solely based on logic
- be unaware
or unconcerned with interpersonal discord
- value what
is "true" over what is subjectively best for the team
Feelers may:
- be
particularly sensitive to conflict
- make
decisions based on relationships
- react with
strong feelings to interpersonal challenges
- value what
is "good" over what is objectively best for the team
If you are an
auditory person, listening for the frequency of thinker and feeler language
will be especially useful in identifying style preferences. Another way to
identify thinkers and feelers is through visual clues.
Natural Habitat
A good place to
collect visual cues about personality style is in the work environment. Begin
by taking a peek at a few workspaces as you mosey down the hall.
The natural
habitat of a feeler will usually have at least a few photographs, more likely
many. It doesn't matter if they are old or recent, family or friends. Feelers
are also likely to display certificates earned for one-day trainings or
long-outdated events. Often a favorite quote is framed or just taped to the
computer monitor for frequent reference.
Thinkers' work
environments are quite different. I have entered clients' offices that appear
recently moved into. To be more specific, not yet moved into. Any intended wall
hangings stand leaning against the wall. There are virtually no personal items
whatsoever.
Welcome to the
thinker's natural habitat. This lack of decoration can be so extreme that one
is tempted to wonder whether this is a shared workspace or the thinker is here
only temporarily while his real office is renovated. Go ahead and ask. No
worries. The question won't hurt the thinker's feelings. I've fallen for this
misconception several times. More often than not, the response will be along the
lines of what I heard from a vice president in global development: "No,
this is my office. [Laughs.] I moved to this site about eighteen months ago. I
keep meaning to put stuff up, just haven't had the time. I'm not in here much
anyway."
Don't be
fooled. The supposed stuff won't be up for display on your next visit either.
Why such an
activity? Because in addition to awareness and sensitivity to differences,
building cohesion among coworkers is one of the best things you can do for your
team.
Flex your style
to meet thinkers and feelers where they are--don't expect others to have the
communication acuity to meet you halfway.
Adapted with
permission from Berrett-Koehler Publishers, from Managing for
People Who Hate Managing: Be a Success By Being Yourself by Devora Zack.
Copyright (c) 2012 Berrett-Koehler Publishers.
http://www.fastcompany.com/3000903/how-manage-thinkers-and-feelers-effectively
No comments:
Post a Comment