About how to improve communications with the members of your staff?

A message from Sandy. Step one—learn to identify the styles of your staff members, by knowing their general styles you can optimize your interactions with them. There are eight classic styles of behavior: commander, drifter, attacker, pleaser, performer, avoider, analytical and achiever. You can learn what motivates each style of behavior, how to give effective feedback, and tips for getting the best out of each behavioral style.

Commanders: Demanding and domineering, commanders are stereotypical control freaks. They are extremely bossy, abrupt to the point of rudeness, they can speak in crisp, direct, hard-hitting tones without bothering to be tactful. Being rude isn’t their intention, it’s just that they are mentally engaged in some other issue, and the softer side of human interaction is not a priority. They may be uncomfortable or aggravated by phrases such as “I feel” or “Let’s share.”

Their greatest strength can be their ability to implement, regardless of what barriers may exist. Commanders can be relied upon to do whatever it takes to get the job done.

Commanders will either be your greatest blessing or your worst nightmare. Because commander behavior is motivated by the need for control. Delegate to your commander, assign projects by being specific about the desired result and let them figure out the how-to’s. When providing feedback, speak in terms of desired results, outcomes or objectives and avoid talking about feelings. Take a few minutes to prepare for your interactions, so your communications will be clear, direct and concise. Value and validate their ability to overcome obstacles to get the job done.

Drifters. Free spirited and easy-going, disorganized and impulsive, drifters are the exact opposite of commanders. Their extremely short attention span means they don’t pay attention to details, they fail to follow-up, and frequently miss deadlines. They have difficulty with structure. Their behavior, though wrapped in personal warmth and friendliness, causes extreme exasperation among their co-workers.

Their greatest strength is innovation and creativity, able to improvise on a moment’s notice, they are extremely flexible.

Successful management of a drifter requires that you inject as much fun and variety into the work day as possible. Try to “lighten-up”–at least in front of your drifter. Keep assignments short, if possible  provide for a “roving” capacity in a drifter’s job. When giving feedback, remember if you tense up, or become stressed or angry, your drifter will simply “zone-out,” until you are approachable again. Drifters respond well to personal appeals, so tuck your comments into the context of how improving their work will help you personally. Value and validate their “out-of-the-box” thinking. And keep it short. Make sure when you are done to discuss and non-business related topic.

Attackers. Angry and hostile, cynical and grouchy, attackers can be the most demoralizing influence in the workplace. They are highly critical of others in a demeaning and condescending tone. With biting sarcasm, their attacks on others are personal in nature. When something goes wrong in the workplace, attackers have a real need to know who’s to blame. Attackers view themselves as superior and will express contempt and disgust to incompetency and inadequacy of others.

Their greatest strength is that they can withstand professional loneliness longer than the rest of us because they are convinced that they don’t care whether their co-workers like them or not.

The problem can be that co-workers may complain about their abusive behavior, you may not have witnessed it yourself. The vulnerability lies in a demoralized and embittered staff. Attackers interpret any feedback as a sign of disrespect, the direct approach will not be effective with attackers. What does work is asking questions, such as, “In your opinion, what is the quality of interaction among the team?”  ”What do you believe is the most important characteristic of being a team player?” “What can you do to impact the team interactions?” Value and validate their resilience.

Pleasers. Thoughtful, pleasant and helpful, pleasers are easy to get along with on a personal basis. They want the approval of others, so they give in easily, feigning agreement to maintain harmony. Pleasers view work associates as family, remembering special occasions, and expressing interest in outside activities. By indulging their familial natures, pleasers use up time needed to complete their work assignments. Exacerbating this problem is the inability to say “no” to the requests of others. They won’t ask the tough questions necessary to get the job done, and they won’t complain if they are treated badly by others. Pleasers won’t provide information necessary to the effective management of their area if that information will get someone in trouble or upset.

Their greatest strength is that they humanize the workplace. Pleasers nourish a congenial atmosphere and fundamental caring for others.

It is actually the very kindness of the pleaser that makes their managers most vulnerable. Managers may allow themselves to be held hostage by the very nature of pleasers and fail to give them feedback they need to grow and develop. Giving feedback to a pleaser is done most effectively through the “sandwich technique,” in which you insert a criticism between two compliments. Being familial with your pleaser–knowing the names and activities of their family members, remembering special occasions, and being personally thoughtful–will be helpful because it establishes a “savings account” of good things against which you can make withdrawals or critical comments without it being so devastating. Value and validate the assistance they provide in helping to balance professional and personal lives.

Next–performers, avoiders, analyticals and achievers.