Page 176 - Company Excellence

Part III: Chapter 6 ‐ Extraordinary Leadership

• Step 3 - Tips for managing the red employee: You can now
assess the red employee quite well and use this knowledge in
various management situations. The results of the analysis
allow you to draw conclusions about how you should inspire,
motivate, criticize and praise the red employee so that he feels
comfortable and remains in the well being zone. Again, take
into account your own personality structure and your effect on
the employee's personality.

• Step 4 - Do not generalize: Keep in mind that in reality there
are mostly mixed types and there is rarely the pure red or
yellow employee. Therefore, it is necessary not to use one-
dimensional strategies in dealing with an employee, but to
combine them in a meaningful way.

Incidentally, this also applies to your dealings with your
superiors, who can also be assigned to a personality type.
personality type. Use the tool results to get along better with
your manager.

As soon as you can assess what makes you and the employee tick
and are likely to interact with each other, it is goal-oriented to use
these impulses:

• Impulse 1: Show leadership and act in a way that is
appropriate to your type. Be self-confident when dealing
with the red employee. He should know that it is still you who
is the boss. The dominant red sometimes forgets this.
However: Even if you are the superior - a red always needs a
reason to give someone his unrestricted attention. Therefore

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