PEOPLE LEAVE JOBS BECAUSE they dislike the people more often than because they dislike their tasks. “If it weren’t for my boss, I’d really love my job.” “If Mary would just stay out of my hair, I’d be able to complete my projects on time.” Certain Color Q personalities clash with others because they don’t recognize each other’s strengths. Believe it or not, your boss and your co-worker Mary can actually make your work easier … if you learn their strengths. In this chapter, you’ll learn how to do this using Color Q. Start by identifying the Colors of others (see Figure 3 in each of the “Overall” Color chapters), and then determine what they can do for you. Finally, there are tips on how to speak their languages.
Giving someone the Self-Assessment in Chapter 2 often is not feasible. So here’s how to do Color Q detective work. Follow the steps in Figure 25–1 to assess someone else’s Color. (These tips work outside the office, too; for example, on dates or when trying to improve relations with your spouse or parents.)
Once you have an idea about a person’s personality Color, you can begin to change the tone of your interactions. Two things will happen. You will get more help from your adversaries, and they will respect you more. You will come to appreciate their strengths, too (perhaps to the point of even liking them … a little!).
Whether you are managing, selling to, motivating, or working with others, Color Q helps hone your approach. Use the tips below to change the tone of your communications with troublesome bosses and co-workers, and note the results. If you’ve accurately assessed their primary Color, the effects will be significant.
When you are MANAGING a Gold, give him or her precise expectations, and then provide a stable environment with clear channels of communication and authority. You need to come across as decisive and organized, emphasizing firm procedures and deadlines. Then get out of the way and respect Golds’ unique ability to “get things done.”
When SELLING, PERSUADING, or WORKING WITH a Gold, make sure you first have you own act together and any presentation or meeting runs smoothly. Be reliable enough to arrive at your meeting on time. At all costs, avoid vague information and abstract theories; stick with being factual, accurate, precise, and down-to-earth. Make your points sequentially. Avoid words like “feel” and “believe.” Use words like “tradition,” “respected,” and “proven.” Follow whatever procedures the gold has requested. Respect the hierarchy of Golds’ department or company; if they say you have to talk to someone else, they mean it and are not blowing you off.
When you are MANAGING a Blue, you need to be visionary in order to capture his or her interest. Explain how what you’re doing will have an impact in the future—even have global consequences. Establish demanding goals or Blues will get bored and distracted. Debate with the Blue and don’t take challenges personally; it’s a sign you’ve got Blue’s interest. Be open to making changes based on his or her insights and analytical skills. Above all, provide Blues an autonomous environment with minimal guidelines. They won’t disappoint you.
When SELLING, PERSUADING, or WORKING WITH a Blue, it is imperative to come across as competent or he or she will not respect you or your message. Present the “big picture” first and limit the facts, which dampen their interest. Show the long-term potential of new solutions. Don’t become personally offended by anything Blues say. Respond with ingenuity and logic. Avoid words like “feel” and “believe;” use words like “think” and “know.”
When MANAGING a Red, face-to-face is always better. Memos and emails do not engage Reds. They need stimulation, fun, freedom, and independence to be on top of their game, so provide them with the most flexible and self-paced environment possible. Reds not only enjoy crises, they will create them if they are bored; so avoid meetings, rules, and memos where possible. Use a Red to solve problems and crises, and allow him or her to follow instincts. Reds are difficult to control and impossible to micromanage, but they will not disappoint you if you provide them the above conditions.
When SELLING, PERSUADING, or WORKING WITH a Red, be brief and use action verbs like “stimulate,” “liven up,” “challenge,” “enjoy,” or “confront.” Hands-on demonstrations are way better than computer slideshows. For Reds, timing is everything, so don’t continue if they’re distracted. Acknowledge the distraction and ask to meet again later that day. Get to the point, avoid theories and frameworks, and stress the immediacy of your solutions. Be very flexible, open-ended, and ready for “fly by the seat of your pants” decisions and fast closes.
When MANAGING a Green, provide him or her a harmonious environment and stress opportunities for personal growth. Greens become troubled and distracted by undue competition and personal conflict; minimize this among co-workers. Personalize your working relationship—ask about their families and pets in appropriate ways.
Be inspiring and positive. Work with them to establish a mutually accepted vision and allow them creative freedom to address it. Give frequent feedback, but keep it diplomatic; they are turned off by harsh criticism or fear tactics. They prefer to work collaboratively, so imposing strict hierarchies on Greens reduces productivity rather than increasing it, as with Golds.
When SELLING, PERSUADING, or WORKING WITH a Green, above all personalize the relationship. Ask what he or she needs, then listen empathetically to the answer. Expect the Green’s discussion to be nonsequential, but know that he or she will return to the original point. When presenting your product or solution, give the big picture and limit support facts, unless they communicate the impact on people. Use words like “feel,” “believe,” “value,” and “like.” Be insightful, idea-driven, and stress innovative and future-driven solutions.
Often you will be communicating with someone who is your opposite. If you find conversations getting cut short, this may be the reason. If you are an Extrovert speaking with an Introvert, just bring your energy level down a notch. NEVER jump in to fill an Introvert’s silence, no matter how uncomfortable it makes you. One time, I let an Introvert think silently for seven minutes on the phone; he had constructed an entire conference panel for me with topic, speakers, and copy!
If you are an Introvert speaking with an Extrovert, raise your energy level a little, make eye contact, and ask questions to keep the dialogue going.
If you have assessed correctly the primary Color of your boss or co-worker, you will see a dramatic and immediate improvement in your communications using these Color Q guidelines. Relationships will improve, tasks will be accomplished more smoothly, and teams will get less bogged down in conflict.
If following these tips does not produce much result, you need to reassess that person’s primary Color OR avoid behaviors typical of your own Color that create communication irritants. (One example: Trying to force a sequential conversation on a nonsequential-thinking Color.) The “Overall” Color chapters, and Chapter 4, A Tour of the Prism Company, can assist.
Before you quit your job, try changing your approach to those who irritate you at work. At least you will add to your people skills. You may even get a promotion, salary increase, or find you already have the job of your dreams.
