A question of people

How often have we heard someone say that is the way they are and therefore they have no choice but to treat everyone in the same way?

Then they are surprised when they either don't go further up the management ladder or get disappointing results from the people they think they are managing.

Nowadays we know we can do better and 'manage', here, means:

l Communicate.

l Motivate.

l Plan.

l Sell or delegate.

l Measure.

We are all different and need managing in different ways. The key is to spot how the person we are trying to manage is different, and then work out how best to manage them. With a little knowledge and practice, we can do a lot better than managing everyone in the same way. If we do this, then everyone benefits.

We need to manage people the way they need to be managed. Do not manage them the way you want to be managed (because they are not the same as you) and do not manage them as they tell you they want to be managed; it is your decision.

How are we all different? There are three basic things we are trying to assess about people:

l Personality.

l Intellect.

l Experience.

Personality is often the most difficult and yet few people take the trouble to know what personality is. By obtaining a little knowledge you gain real insight and then you get the best out of everyone. There are four characteristics to personality:

l Drivers.

l Democrats.

l Detailed.

l Dependable.

What makes each of us different is that while we all have all four parts, we have them in different proportions.

Here we refer to people by their strongest personality characteristic, while never forgetting that they do have some of the other three.

You need to identify your colleague's strongest characteristics and then you will get an insight in to how to manage them. DRIVERS

These people are often seen as being aggressive, autocratic, goal-oriented and impatient. They are decisive, energetic, daring, competitive, blunt, intense and they lack diplomacy. They are tremendous achievers, brave and relentless. Their strengths include being very good at taking action, while weaknesses include not being good at listening.

So, how do we manage them? Set them goals; in fact challenge them, dare them. Give them the power they crave and yet get them to realise there are limits and they must not be crossed.

They are motivated by power and status and they identify strongly with the company. If you want to talk to them, especially about difficult topics, do it on a one-to-one basis, but always have your facts ready and get to the point quickly. Don't waffle.

With team building they need to work with people who are tolerant of them, thorough and good at detail. To manage themselves, they need to relax, empathise, and listen. The occasional shock is probably good for them. DEMOCRATS

They are normally extrovert, confident, self-promoting, optimistic, gregarious and charismatic. They are friendly, verbal, participative and always positive. They care for others, are often generous and their supreme confidence can lead them to over-promise, causing others to be disappointed.

To manage them most effectively they like to be involved, but be careful they don't take too much of your time. They crave praise and social recognition. They need freedom of speech and from doing detail.

They are easy to demotivate by continuously pointing out their failings and surprisingly need introductions to influential people. For them to operate they must believe in the product or service. They are very good at brain-storming as they are usually very innovative

In terms of managing themselves they need to manage their time better and to be more objective. They also need to have more emotional control and realise that they need close supervision for the sake of the required detail.DETAILED

These people are easy to identify for, as the name suggests, they are very, very detailed. They cannot do anything quickly, nor can they do anything without the proper (detailed) instructions. They are disciplined, careful and guarded. They are also logical, reflective and reserved.

To manage them, you need to provide agreed procedures, limit the risks they have to take, limit sudden changes of plan and always give them the facts they need. Motivation is not that easy for these reserved people but they value the work they do a lot and so a good place to start is to praise the work they produce - as with the others the praise has to be sincere. They also like to be seen as part of the team. While quite happy to work on their own for long periods, they need to know that the work they do is appreciated and of value.

They need to have around them people who are more persuasive and others who are more decisive. Sometimes they just cannot have the time they would like.DEPENDABLE

These people are easy to underestimate or take for granted; you do so at your peril. These people are the backbone of any business. They are the "doers" or the oil that makes everything work. They are quiet, gentle, patient, tolerant and self-controlled. They are not aggressive and yet some people think they are as they are very stubborn. They will not be pushed around and once they have dug their heels in, they do not budge.

As well as not taking risks, they do not like change and so in these times they need plenty of time and forewarning. They constantly need reassurance, a feeling of self-worth and sincerity. They are extremely empathic and are the best listeners, very often they become the shoulder for all to cry on; sometimes this can be very useful.

They are motivated by security, a happy home life, recognition and they identify strongly with the company. They work well with 'drivers' partly because of their tolerance and partly because they need help in making decisions and in being brave. Don't take them for granted and don't forget to give them praise, although it has to be done quietly as they are easily embarrassed.



From these few clues you should be able to identify the main characteristics of the people you are managing. Remember these are generalisations and no one is as extreme as this as we all have a degree of all four personality types. In addition, you need to respect intelligence and experience to get the best out of everyone you work with. If you are new to this, it may take a little time to get used to what is a new skill - but the results will make the effort worthwhile and you might just find that you manage yourself better as well.