Mapping the Power of Personality By: Peter Metzner

It is said, “We can’t know our selves until we know others and we can’t know others unless we know ourselves.” The maxim “know thyself” goes as far back as Socrates and is as important today as it was then. Psychologist James Hollis stated, “The prevailing source of conflict between individuals arises from differences in personal typologies”. A few weeks ago at the AALA luncheon meeting, I facilitated an introductory program on Peoplemap training. The purpose was to acquaint participants with the four major personality types. With that knowledge they could understand not only their way of seeing the world, but also the ways that others see the world. By understanding the template or the ways we view relationships, work and our communication style, we are in a position to better understand others, handle conflict and form more collaborative working relationships.

After training professionals for 30 years in Myers-Briggs, Mike Lillibridge, Ph.D. has identified four core personality types naming them in practical and useful ways. They are; Leader, People, Task and Free Spirit. Each has their own set of strengths, communication, work styles as well as developmental needs. While most of us are a combination of two types, this article, which is the first in a series of four, will focus on the Leader types. If you were to look at each organization as a box, Leader types would be the ones building the box. People types would be 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 be effective, organizations need each of the types.

Leader types typically characterize themselves as visionary, or “big picture”. They are naturally self confident, like to manage others and are results oriented. Responsible, assertive, self-motivated are key words describing this type. They see the “Big Picture” and “Bottom Line”, wanting to accomplish goals now and making it happen” are all phrases that Leader types commonly use to describe themselves.

They seem to get energy from being in charge and in control, are success and accomplishment oriented, highly competitive, want to win and don’t like to waste time. In other words they are efficient. An example of how this plays out is from an attorney who had scored predominately as a Leader type. He was known in his firm for having a sign on his door etched in wood stating: “Be brief, be bright, be gone.”

Each personality type has specific strengths and each has major weaknesses.
Two skill sets that are necessary to be successful interpersonally and to be effective in leadership are commonly referred to as “hard” and “soft” skills. Leader types seem to naturally have the hard skill sets. These include terms like:

• Buck stops here
• Assertive / sometimes aggressive
• Problem solver
• Get the job done regardless of people’s feelings
• Competitive
• Works hard to win
• May make unpopular but “good” decisions
• Good at constructive criticism

A strength misused or overused becomes our greatest liability. Mike Lillibridge refers to this as our Achilles heel. The Leader Types’ – Achilles Heel includes a potential lack of these “soft people” skills:

• Listening
• Sensitivity to other’s feelings
• Use of praise and positive reinforcement
• Collaboration
• Supportive (vs. critical)
• Mentoring / Coaching

Thus unless mindful, Leader types may be seen as (especially under stress):

• Too controlling
• Making decisions too quickly …without enough data
• Valuing job over people’s needs
• Too critical – often doesn’t take time to praise others when needed
• Results are the only important thing vs. effort
• Having difficulty delegating.

Thus ironically, the very thing leader types want most they often push away. As the late Jim Farr, who was a founding director of the Center For Creative Leadership used to say; If you are leading and people aren’t following you; YOU AIN’T LEADING!”

To be successful, “Leader Types” can overcome their Achilles heel by learning “soft people skills”:

• Delegating with responsibility and authority, not “micro-managing”
• Developing “patience”
• Listening to feelings, not just words
• Balancing constructive criticism with positive reinforcement.

From research on “Peak” performers, those leader types who reported the most satisfaction in their professional and personal lives as well as success and optimal performance learned these “soft skills.”

For those who work with Leader types it is helpful to:

• Get to the point and be efficient. “Bottom line it”.
• Stress the major points. Allow them some area in which to be in control. (Within limits.)
• Be rational in presenting or defending your point of view.
• Deal with disagreement in a straightforward manor.
• Influence them quickly by showing them how your ideas are in their best interest.
• Get your work accomplished quickly – like yesterday. When the job is done is highly important to them.

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

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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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