Page 174 - Company Excellence

Part III: Chapter 6 ‐ Extraordinary Leadership

Optimize communication
The decisive factor is that the manager can optimize communication
with the employees and respond to the personality structure of the
respective person in the appraisal interviews. Regardless of whether
it is a goal agreement meeting, appraisal meeting, criticism meeting,
motivational meeting or conflict resolution meeting, the manager
knows which basic type of person he or she is dealing with, assesses
the determining motivators and adapts his or her discussion strategy
accordingly. Commitment, praise, criticism, motivation, dealing with
stress - all these aspects are dealt with in view of the personality
profile of the counterpart. And because RELIEF Stress Prevention by
®
SCHEELEN provides insights into the employee's behavior under
stress, the manager is also in a position to take care not to make the
other party "sweat", especially in the criticism and conflict discussions.
In this way, she consistently keeps the employee in the well-being
zone, avoids under- and overstraining, and increases the well-being
factor. This pleases the employee, the manager and the company,
because it often results in significantly better work results and the
employee is unlikely to leave the company - at least not because he
or she disagrees with the boss.

Improve handling of employee types
An example serves to clarify what has been said. In doing so, I will
assume that you, as a manager, are dealing with a red employee.
Proceed in these four steps:

• Step 1 - Visualize personality traits: Take a close look at the
character traits and behaviors of the red employee. Use the
results of the personality diagnostics and the competence
diagnostics, i.e. the three tools. According to

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