Mapping the Power of Personality By: Peter Metzner

People Types

Margaret Wheatley is President of the Berkan Institute’s global leadership foundation. She writes: “ We ignore that employees are motivated not by money but by achievement, recognition and good relationships”. In our last segment, we focused on Leader Types. If we look again at each organization as a box, Leader types are the ones building the box. People types are making sure everyone in the box is getting along with each other. Free Spirits are thinking out of the box and Task types are making sure each part of the box is formed to their specifications. To function optimally, organizations need each of the four types.

While most of us are a combination of two of the four types, People types typically characterize themselves as people oriented and are best at relating to and communicating with others. They seem to be driven by their need for closeness, intimacy, self growth, and self understanding. Their creative expression lies in service to others. Of the 28 trainers, coaches and therapists who were in the Peoplemap certification program I attended; each scored “People” as either their primary or secondary type. While Leader types are naturally good with the hard skills of being assertive, problem solving, competing, and telling others what needs to be done, People types do well with the “soft” skill set of: listening, praise, positive reinforcement, support and encouragement. Both hard and soft skills sets are necessary for effective leadership, interpersonal skill and team performance.

People types add stability to their teams or offices. They exhibit empathy, are good at nurturing and seek harmony in personal relationships. These are all natural strengths and found in many of the helping and service professions. When overused or misused however, they become a liability. Mike Lillibridge PhD. refers to this as the Achilles Heel. Ironically, the very things we want most in life, we often drive away by staying in our natural comfort zone. People types do so by valuing close, harmonious relationships, being nurturing and helpful; tend to have difficulties in the “hard” skills of being assertive, facing conflict openly, setting boundaries, saying no and putting their needs first when appropriate. For instance, when criticized or when there are conflicts, People types often shut down. Aggression or anger often becomes passive and not communicated in forthright or productive ways.

What seems to make or break People types is the quality of their interpersonal relationships. If People types don’t feel valued or appreciated, they may leave their place of employment or, even worse, mentally check out, lose their motivation and stay. Thus becoming negative and acting out their aggression in ways such as gossiping with diminished work performance. By not facing conflict, the close relationships they desire become impaired. By having trouble saying no, others can become too dependent and ask too much of People types thus leading eventually to a volcanic eruption like; “I quit” or “I can’t take it any more! @#!”

To be successful, People types” can overcome their Achilles heel by learning the “hard” skill set that Leader types naturally seem to have. These include:
• Facing conflict openly and, as a result are more assertive.
• Developing a “thicker skin”.
• Seeking to solve differences. Not just hoping that they will magically disappear.
• Seeing criticism as constructive and moving on without personalizing it.

From research on “Peak” performers, Mike Lillibridge found that People types who reported the most satisfaction in their professional and personal lives as well as success and optimal performance learned these “hard skills.” Thus their natural soft skill set could be used more effectively.

For those who work with People types (and since around 40% of the population have People as either their primary or secondary type we all probably do.) it is helpful to:

• Be friendly, informal and relaxed.
• Use praise generously and show genuine appreciation for their accomplishments.
• Realize the relationship is as important as the product or service.
• Share yourself on a personal level and show interest on a personal level, i.e. hobbies spouse, family.
• Deal with disagreements diplomatically. Share feelings about the facts and listen to their feelings. If possible, find a democratic solution and reinforce that you want to maintain harmony.

Effective leadership entails being able to use the strengths of all four types when appropriate. Each style has its own approach to leadership and in the next newsletter; we will focus on the Task types.

Peter Metzner is Principal of Dynamic Change, Inc. In addition to leadership coaching, he facilitates team development programs using Peoplemap concepts. His web site is www.dynamicchangeinc.com and can be reached at 919-967-4106 or Pmetzner@aol.com

Editor: Brian Gedeon (BHGedeon@duanemorris.com) (This publication is the property of the Atlanta Association of Legal Administrators. Reproduction or reprint without prior permission is strictly prohibited. Click here to request reprint permission.)

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