HR Professional - February/March 2009 - (Page 45) ON ME S SAGE BY BYRON G. SABOL COMMUNICATING WITH CHALLENGING PERSONALITIES ow well do you know the styles of those with whom you are trying to communicate? Individuals get along better with those whose style is similar to their o own and have the most difficulty relating with someone who is the exact opposite. Researchers h have shown that individuals fall under one of four m major behavioural functions—controller, analyzer, supporter or promoter—and their communication style reflects that. While there are no absolutes, m most people fit into one of these groups. By k knowing others’ communications styles, you’ll reduce office conflict and build trust among c colleagues and direct reports. H objectivity to a complex problem. Don’t expect them to be the life of the party, but they are reliable. Strategy: Be well organized and plan carefully. Speak slowly and ask questions. The worst thing you can do is generalize—always be specific and provide evidence. ‘‘ By knowing others’ communications styles, you’ll reduce office conflict and build trust. Personality: Controller Profile: A controller is a doer and often the driving force within an organization. This person l leads others. They are focused on action and results, and thrive on getting things done here a and now. Because they place high standards on themselves and others, they are often seen as i impatient and tireless. Strategy: Be prepared to move fast and to be tested. Expect the controller to argue, interrupt, disagree, raise their voice and challenge your thoughts; this is not personal, this is just the w way they are. Personality: Analyzer Profile: Analyzers are all about details, logic and systematic inquiry. Often thought of as being a bit stiff, this person functions in a steady, tenacious m manner, finding great satisfaction in identifying a problem, weighing options carefully and testing them to determine the best solution. The analyzer i is of great value as a logical thinker who provides w w w.H RThoughtLeader. c om Personality: Supporter Profile: A concern for people dominates the thinking and behaviour of the supporter style. They are often sought out for their ability to empathize with others during a time of crisis. An understanding listener, they can identify change in ways that reduce conflicting forces and increase the likelihood of co-operation and teamwork. A weakness among supporters is their tendency to become emotional. Of the four personality types, the supporter is the most likely to back away during conflict. Strategy: Opt for an informal, open and personalized approach. While you can be enthusiastic, even somewhat aggressive when communicating with the controller, the supporter will balk at signs of aggressive communications. ’’ Personality: Promoter Profile: Promoters are big picture thinkers full of ideas, innovation, concepts and long-range thinking. The promoter will challenge you, not out of hostility but to uncover new ideas. The promoter is seen as a leader and a visionary capable of seeing new possibilities. This is a person with a strong ego who can come across as superior and can be condescending in their communications. Strategy: Ask questions. Because so much of the promoter’s ego is invested in what they do and how they do it, communicate your awareness of their vision. Promoters love to talk about their plans. Sit back and absorb. Byron G. Sabol, an international marketing and communications consultant, is author of Taming the Beast: Success with Difficult People [ByeCap Press 2007]. F e b r u a r y / M a r c h 2 0 0 9 45 http://www.HRThoughtLeader.com
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.