YOU’RE NOT ONLY A RED, you also have strong secondary characteristics of the Blue personality. And you have tested as a Color Q Extrovert, which means you recharge your batteries by being with people, rather than being alone. It’s likely you have little patience for this book and are just reading this to please someone. So we’ll keep this realistic, or we know you’re out of here!
High energy, good humor, and optimism are hallmarks of Red/Blue Extroverts. Unusually effective in times of crisis and change, you seek and revel in the unexpected. Active and independent, you function best in small collegial teams where hierarchy is secondary to getting the job done. Variety makes you happy, as does operating outside the norms followed by others.
Realistic and pragmatic, you trust only what you have personally observed. A particularly acute visual memory makes you exceptional at remembering details. You want the facts, but enjoy humorous anecdotes.
Your communication style is blunt and direct, which you find efficient. Others, however, may be put off by your style, and this confuses you. Though very attentive in the moment, you have a short attention span.
You resist making decisions under pressure. You like to keep all options open as long as possible. When ready, however, you decide with the speed of light.
Unusually adept at sizing up problems, you move in quickly for solutions. You trust your own instincts first, bureaucracy last, and often bypass rules and procedures. While adept at handling immediate problems, you have a hard time staying focused on long-term challenges.
Others see you as a gifted negotiator who can make logical and difficult decisions. Although you are very tolerant of most folks, you get annoyed by bossy people who insist on “doing things the right way,” or whose emotionalism clouds the issue.
In the second half of life, Red/Blue Extroverts continue to seek new challenges, but will slow down and reflect more between activities.
case study one
Chief Executive Officer, Investment Consulting Firm, and Author
Peter Tanous is not your typical CEO and has the sense of humor to prove it. He likes to joke that “an economist is someone who didn’t have the personality to become an accountant.” He can say things like that because his books Investment Gurus and Wealth Equation have both been successful enough to be Money Book Club main selections and receive wide critical acclaim.
He started his business, Lynx Investment Advisory, LLC, a Washington, DC-based investment consulting firm, relatively late in life at age 54. The advantage was he brought wisdom, experience, and contacts to the table, making him able to cope with the old business school rule about starting a business: “Double the expense and halve the revenue of your plan and see if you still make it, because that’s what’s most likely to happen,” he says. “As someone I know put it, I never met a business projection I didn’t like. That’s because they all look good!”
He set about drumming up business, but found the conventional wisdom of making tons of business calls was not the most effective way. “I found you are better off concentrating on the ones where you have a high chance of success … that includes people you know or institutions to which you have privileged access,” he says. “Anything else is an uphill battle.” Red/Blue Extroverts are strong motivators of people, and this was critical to his success. Today, Peter’s firm advises on over $1 billion of client assets.
“I understand markets,” he adds. “I am a very good salesperson and highly optimistic, which is essential.” His Red side enjoys the changeable nature of the financial markets and the diverse needs of his clients, particularly his international ones. “I like dealing with their investment needs based on the political environment that they live and function in,” he says.
His biggest energizer? “I enjoy making clients happy,” he says. “I enjoy getting new clients by convincing them of the value of what we do for them.” The duties he leaves to others include “most administrative, regulatory, and legal tasks. Pure research, as well.”
Peter’s top three strengths are typical of his Red/Blue Color. He lists them as enthusiasm, understanding what people really mean (as opposed to what they say), and being “not brilliant, but wise.”
He serves on the investment committee of his alma mater, Georgetown University, and is on the Board of Advisors to its University Library. He also serves on the corporate boards of MPS Group, Inc. and Worldcare, Limited. “I very much enjoy serving in that capacity and helping management achieve the goals we set for them,” he says.
“Straightforward, fair, and decisive” describes you. Collegial and persuasive, you back it up with a “down in the trenches” management style. Breaking tension with humor keeps your staff productive.
You are realistic about problems and outcomes. To keep a negotiating process moving, you’ll compromise. Projects move forward fast under your take-charge style, while you focus on bottom line results.
Having realistic expectations of people and challenges is how you operate. You make things happen, and are skilled at convincing others to participate. While you appear fun-loving, you are quietly adept at obtaining necessary resources to get things accomplished.
You may irritate others by being tardy and/or ill-prepared for meetings.
Look at Figure 11–1 on page 82 for a list of your natural work-related strengths.
Figure 11–1 Natural Work-Related Strengths
case study two
Employee Benefits/Financial Services Attorney
Attorney Marla Kreindler is one of those rare individuals who doesn’t mind working on Sundays. “With some very energetic business owners it is often the best time to catch up,” she says. “It works better than having the discussion during business hours. I’ve got their full attention, and I have focus. Off hours are fine for me.”
Marla started her career as an employee benefits lawyer. She now is a partner at Chicago-based law firm Winston & Strawn LLP, working with large corporations, assisting them in their fiduciary duties and handling the legalities of their pension investments.
She also helps firms create financial products for the retirement industry. “It’s a very complicated area,” she says. “To figure out new products you have to consider a wide range of legal issues, which is what I love doing. The complexity is always challenging.”
As a Red, change is an important energizer for her. “Law is very fast-moving, never stagnant. There are new developments every year. You always have to be ready to deal with change. I like that about law,” she says.
These characteristics also give her the ability to handle crises well. “I tend to get calmer and just do my best,” she says.
She actually gets energized reading complex 90-page legal documents “when there are new and different things in them,” she says.
Typical of her Color style, Marla does not feel that she is best utilizing her strengths when asked to attend routine meetings or handle matters in a rote fashion. She is happiest when producing tangible results for her clients and bringing them to the point where they trust her. “I like the fact that I have built up a vibrant practice where clients come to me with lots of interesting issues to work on and trust me with their hardest decisions.”
The Red traits also come through in her private life. “I’m not one of those people who says, ‘When I retire, I’ll go do this.’ If I want to do something, I do it now.” They also explain her appreciation for life’s finer things. “I always felt, if I didn’t do this, I could be an art dealer. It would be fun for me to travel, find interesting pieces, and sell them.”
Freedom and fun define your ideal work space. Get as much of the following in Figure 11–2 as possible.
The WORST type of work culture for an Red/Blue Extrovert is one that emphasizes long-term projects. The daily tone is overly serious; humor and play are frowned upon. You will find it nearly impossible to accomplish anything in hierarchical environments full of meetings and memos.
When Extroverted Red/Blues work in nonideal corporate cultures, productivity is stunted and career achievements become an uphill climb.
Even a great job can be frustrating under the wrong boss; a mediocre job under a wonderful boss is pretty hard to leave. Red/Blues get along especially well with other Reds. But bosses of other Color types who possess the traits in Figure 11–3 on page 85 also can be good mentors.
Figure 11–2 The Ideal Red/Blue Extrovert Work Environment
Like Peter Tanous and Marla Kreindler, you are most attracted to careers that provide freedom, action and the ability to be a troubleshooter.
Please note that not all the following careers will appeal to you, but recognize that each, in some way, draws on the strengths of your style and appeals to a significant number of your Color group. This is not a comprehensive list but will show underlying patterns of preference. If unlisted careers offer similar patterns, your chances of success increase. Copy in parentheses highlights the Color style characteristics that create success.
Figure 11–3 The Red/Blue Extrovert’s Ideal Boss
In addition, two codes indicate those jobs that are currently predicted to have an above-average salary and growth potential. This information is based on the continuously revised data provided by the U.S. Department of Labor and Bureau of Labor Statistics available on the O*NET website, http://online.onetcenter.org/.
Bold indicates that the career is considered to be among the top 100 best-paying jobs based on the average or median salary paid to individuals with five years of experience. Excluded are jobs where salary statistics are not available, such as “business owner,” or not indicative such as “actor.”
Italics identifies the jobs that are predicted to benefit from an above average growth rate over the next several years.
Bold and italics indicates jobs that will benefit from both higher pay and high growth potential.
Note there are successful people of all Color styles in all occupations. In nonideal jobs you can still shine by creating your own niche.
business owners of all types ♦ financial securities trader [stocks, bonds, commodities, foreign currency options] ♦ advertising promotion manager/sales agent ♦ executive recruiter ♦ financial advisor ♦ health/safety specialist ♦ insurance adjuster/broker/claim examiner/investigator ♦ investment banker ♦ marketing manager ♦ industrial production manager ♦ risk manager ♦ purchasing manager/agent ♦ sales representative ♦ sales manager ♦ stockbroker ♦ wholesale and retail buyer (autonomy, making fast decisions, variety, and attractive money-making potential).
programmers ♦ software engineer/applications ♦ hardware engineer ♦ support specialist ♦ information systems analyst ♦ security specialist (apply technical expertise to immediate and practical problems).
actor/performer/dancer ♦ business manager ♦ performer and artist ♦ film/TV camera operator ♦ director stage/motion picture/TV ♦ media specialist ♦ photographer ♦ film/TV/talk show host/producer ♦ special effects technician ♦ talent director (use of creative talents in team settings).
clinical lab technologist ♦ paramedic ♦ respiratory therapist ♦ sports medicine specialist ♦ surgeon ♦ obstetrician ♦ gynecologist (focus on observing concrete details of the body and practical methods for getting well).
chef ♦ cruise director ♦ casino/club manager ♦ tour agent (frequent small crises requiring pragmatic response, motivation of others especially through humor).
detective/investigator ♦ insurance fraud investigator ♦ intelligence specialist, (detailed visual memory, ability to size up problems).
lawyer [especially in criminal, election, entertainment, financial services, litigation, trial, product liability] ♦ lobbyist ♦ mediator ♦ negotiator ♦ politicians at all levels (flexibility, ability to persuade, adaptability to the needs of voters).
ballistics expert ♦ corrections officer ♦ FBI agent ♦ firefighter ♦ forensic science technician ♦ military officer ♦ police officer ♦ tax revenue agent (acute visual memory, need for variety).
land developer ♦ property manager ♦ real estate broker (interaction with people in a fast-moving business).
civil/electronic/industrial/petroleum engineer ♦ forester ♦ landscape architect ♦ industrial safety and health engineer ♦ marine biologist ♦ mining engineer ♦ park naturalist/ranger ♦ product safety engineer ♦ farmer and rancher ♦ soil conservationist ♦ technical trainer (for those with technical aptitudes, the opportunity to work close to nature or with other people in a generally collegial environment).
athletes of all types ♦ athletic coach ♦ sports news reporter ♦ sports promoter/agent (generally attracted to physical activity; Red/Blues with special athletic abilities are ideally suited to making this a profession)
air traffic controller ♦ aircraft mechanic ♦ flight instructor ♦ pilot/copilot/flight engineer ♦ ship/boat captain (appeal to your love of excitement, variety and risk)
carpenter ♦ general contractor (variety, eye for detail, ability to coordinate resources)
case study three
When a Career Isn’t Working
Rick Jackson was the first child in his family to attend college. His family had high hopes that he would become a doctor, but the theoretical nature of his science classes simply didn’t appeal to him. Nor did being stuck in a lab all day; Rick loved all sports and counted the minutes each day until he could get outside.
Rick compromised and became one of the first African Americans in biomedical engineering. He loved the concrete, practical nature of the field, working on real-world problems, often with immediate solutions. He still hated the theory part of his classes, but graduated near the top of his class.
He was recruited in his senior year to well-known, fast-growing firm in California. He relished the idea of adding several new sports to his repertoire.
In his first year, he found himself constantly fatigued. Long hours allowed for fewer sports to manage stress. He made his mark for handling crises well, but he had to do constant theoretical research and talk theory with other researchers. It drained him dry.
He was about to float a resume when a job opening for a biomedical community outreach person appeared on the cafeteria bulletin board. It featured lots of variety, outdoor events, people contact, and NO research. Rick went straight to Human Resources and got the job. Today, Rick not only explains his company’s products but brings back ideas he then designs for new ones as well. Some of these have become major profit centers for the firm.
Red/Blue Extroverts have a unique set of potential work-related blind spots. We emphasize “potential” because no Red has all of them. Tone down a blind spot by deciding to see it, then choose more productive actions. (Suggestions for doing so are in parentheses below.) You:
♦ Tend to be casual about rules, procedures, and authority. (This is your number one career-derailing attribute. What makes your job easier may make someone else’s much harder, and humor rarely solves that. Think about your salary review time when tempted to skip a mundane procedure.)
♦ Sometimes do not follow through on commitments. (If a commitment bogs you down, you may skip it. In the professional world, however, instead of appearing focused on important things, you actually look like you don’t have your act together at times. Write appointments down; review them each morning; call to cancel well ahead of time.)
♦ Hate having tight deadlines, repetitive work, and having to work alone. (Avoid or change jobs where these are the norm. This makes you pessimistic and joyless. If unavoidable, approach your tasks as if they were all ridiculous; this will lighten your mood. So will setting yourself up in a conference room near others.)
♦ Don’t think much beyond today. (You are present-centered; often an advantage, but sometimes not. Set long-term goals as a mental discipline.)
♦ Often do not prepare for a meeting or project. (The ability to “wing it” is vital in some circumstances. But being ill-prepared for meetings and projects damages credibility. Schedule at least twenty minutes for prep beforehand.)
You’d rather be out there taking action than reading this. But here are some quick, practical points to keep in mind.
Your natural strengths easily allow you to:
♦ Have an extensive network for job information and referrals and be adept at using it.
♦ Get facts on different careers/companies.
♦ Sell yourself well, impressing interviewers with energy and responsiveness.
♦ Be specific and detailed about past work and achievements.
♦ Respond to unforeseen opportunities without trepidation.
♦ Logically weigh pros and cons of job offers.
In order to tone down your blind spots, you need to:
♦ Force yourself to set long-term career objectives; enlist the help of friends or family, particularly Greens or Blues (to identify, read Chapter 25, Adjusting to the Styles of Others).
♦ Talk less, listen, and ask questions more.
♦ Be patient with multiple interviews and slow decision making.
♦ Follow through consistently with the details of a job search, such as phone calls, thank-you notes, company research; get a willing Gold to help you if possible.
♦ Talk over and decide what’s good for you and your family.
With an interviewer whose Color is close to your own, you will feel immediate rapport. However, if your interviewer seems to have a significantly different style, use the suggestions in parentheses. Mercilessly exploit your natural traits, and you’ll get more job offers!
In following your natural style:
♦ You speak with energy, excitement, charm, and humor. (You may be so energetic that you intimidate some interviewers. If yours seems to get defensive, sit back and answer the next few questions seriously to see if that puts him or her at ease.)
♦ You often give personal stories to make a point. (Watch to see if this is well received. If the interviewer gets antsy or breaks eye contact, cut it short.)
♦ You focus on the current situation and not on future or strategic issues. (Your ability to focus on the present is a valuable asset, but you may be too short when handling future-oriented questions. Answer slowly and thoughtfully. Then emphasize your talent for turning on a dime if things change.)
♦ You get to the point; you prefer to act rather than talk. (Ask for the job at the end of the interview, but don’t rush things. Impatience will hurt you here. If your interviewer seems indecisive, take action! Offer to work a trial project or trial period.)
♦ You reply quickly and think on your feet. (Normally a plus; but some interviewers may want more thoughtful replies. Periodically sit back, look up at the ceiling, and pause a moment before speaking further.)
♦ You convince others with a sense of urgency and excitement. (Don’t let your interviewer mistake your excited urgency for desperation. Try not to sit farther forward in your chair than the interviewer is sitting.)
♦ You make frequent jokes. (Gauge interviewer receptivity; stick with neutral subjects.)
Okay, go do something active and energizing. Later, check out Chapter 15, Blues Overall, if we’ve actually hooked you a little on this stuff. You can jot notes if you want to impress someone with your attention and interest in the Roadmap in Chapter 28. The Roadmap is also a great tool to aid a job search.