Page 76 - Company Excellence

Part II: Chapter 2 ‐ The Personality Match

can immerse yourself in the behavior of the person you are talking to.
It also gives you an overview of your own behavioral preferences,
strengths and abilities. You can assess your effect on others and
approach employees and customers with conviction and sincerity.
You learn to consciously use your strengths and to consciously avoid
your weaknesses. A manager who knows after the analysis that he
belongs - for example - to the yellow type is aware of the fact that he
could appear pushy to employees and also customers due to his
overly communicative manner. Since most yellows are bad at saying
"no," employees often take advantage of this. If you are a yellow
leader, however, you now have the opportunity to work on your
external impact and eliminate weaknesses. In addition, as a manager,
you gain insight into the special abilities, strengths and weaknesses
of your employees. You become a relationship manager and respond
to them individually. Let's take the criticism meeting as an example -
how should a manager behave?

• When talking to the red employee, she becomes very con-
cerned. The red type sometimes reacts aggressively and
impatiently to criticism, especially if he feels it is unjustified.
The manager therefore gives sufficient reasons for the
criticism and makes it clear to him what the consequences
of his behavior are.
• In the case of the yellow employee, there is a risk that she will
misinterpret criticism as a personal attack. In addition, she
often ignores matters that could cause conflict. The manager
therefore expresses her criticism carefully. In addition to the
factual aspect, she pays attention to the relationship level.
• The green type often reacts to criticism in a very unsettled
way and takes it as if it were a judgment. The manager
therefore tries to encourage him to actively participate in
conflict resolution.

76