25

adjusting to
the workplace
styles of others

Jane (a Green) heads the client-servicing area at a major Chicago insurance company. She needs to make a presentation to her boss, Rich (a Blue), to obtain more staff. Rich is ambivalent; he acknowledges that Jane’s excellent client relationships have significantly increased the firm’s business but that she has difficulty managing conflict. As a manager, she is weak at giving her staff clear and concise feedback. Rich wonders if she could handle more people, but he knows that he can be too blunt and critical; he wants to make sure he addresses the situation well.

PEOPLE TEND TO leave jobs because of their bosses and coworkers, not the job itself. “If it weren’t for my manager, I’d really love my work.” “If my boss would just stay out of my hair, I’d be able to complete my projects on time.” Sound familiar?

There are reasons—and solutions—for such jarring relationships. Certain Color Q personalities clash with others; they don’t recognize each other’s strengths. If you want your managers to actually make your life easier, your first step is learning to identify their personality color. Then you can use these insights to your advantage. As you will see here, it’s possible to learn how to speak another’s language, or make a “style shift.”

Often it’s not feasible to give someone else—like your boss—the self-assessment test in Chapter 2. This is where Color Q detective work comes in. The tips outlined in this chapter will help you assess someone else’s Color Q personality. (These tips also work outside the office when trying to improve relations with your dates, spouse, parents, in-laws, even your children!)

Once you’ve assessed someone’s Color Q personality, you can begin to change the way you communicate with that person. Then, two things will happen: 1) You will get more help (even respect) from adversaries and troublesome associates, and 2) you will come to appreciate their strengths (and perhaps even come to like them).

Rich has learned about personality differences and recognizes he needs to change the way he deals with Jane, a major revenue producer for the company. Instead of his usual quick, twenty-minute meeting, he takes her out to lunch and spends a little time at the beginning of the meal asking about her son’s chess skills, a game he enjoys, too. Then he asks her to explain staff conflicts, without jumping in to provide immediate solutions. Together they brainstorm various ways of handling the issues. Jane is relaxed and ready to admit that sometimes she avoids dealing with her team’s disagreements. She agrees to seek his advice when she feels overwhelmed and to take managerial-communications training. Rich is energized by his success at coaching a valued employee. He gives Jane permission to hire two people, half of her request, with a possible increase later.

How to Assess Someone Else’s Color Q Personality

Determining someone’s style takes time and close observation. But if you can assess their primary Color Q personality and Introvert/Extrovert preference, it will go a long way toward improving communications.

Let’s simplify: Everyone has either a Gold or a Red component, as well as a Blue or a Green component. In addition, remember that everyone is either an Extrovert or an Introvert.

To find clues that will reveal these components, first look at the person’s work space. Scan it in the morning, at noon, and after the individual has gone home for the day. Then assess the person’s communication style.

If People Have a Gold Component: Their desk is usually uncluttered with no piles of papers; everything is neatly filed. Golds begin and end projects before starting new ones. They are serious, formal, and always on time. (Find more in-depth tips in Chapter 20, “Golds Overall.”)

If They Have a Red Component: The desk is a mess of papers and piles. Everything is a work in progress. Other clues: Reds are loose, relaxed, and humorous (often sitting with their feet up on the desk), but they are also time-pressured or late. (Find more in-depth tips in Chapter 10, “Reds Overall.”)

If They Have a Green Component: Their office decor may be colorfully chic or bohemian, with many pictures of family and friends. They’ll often engage in a lot of small talk in an effort to personalize the relationship and put you at ease. (Find more in-depth tips in Chapter 5, “Greens Overall.”)

If They Have a Blue Component: Their office will be filled with research studies, business references, and awards. Blues create a sense of distance and have a desire to keep the relationship on a professional basis. Typically they will be brief, terse, and constantly appraising you. Chitchat is limited. (Find more in-depth tips in Chapter 15, “Blues Overall.”)

Jean (a Gold), an advertising executive, is calling on a new prospect, Henry. She first calls on his boss, Cathy, to learn their group’s needs. Jean notices many personal photos of family and friends in Cathy’s office. Cathy greets her warmly, offers coffee, and inquires about her years with the advertising firm. Before long they discover that they both take classes at the Art Students League, and make plans to meet for coffee after their next class. When Jean turns to business, Cathy is quick to provide the needed information. Then Jean continues to Henry’s office for her formal appointment. Henry has several achievement awards on his walls and a significant reference library. He looks at Jean, waiting for her presentation. Jean hands him the appropriate material and makes her pitch, then asks for his input. When he makes a series of critical comments about her presentation, she does not take it personally. She knows it’s actually his way of showing interest. For the time being she seeks only to convince him of the superior professionalism of her company’s services. Jean recognizes that Cathy is a Green and Henry is a Blue. Reading both individuals properly has gone a long way toward helping Jean land this new account.

Everyone is also either an Introvert or an Extrovert. Both have good people skills but express them in different ways. Here are clues that will reveal this component of someone’s personality:

Extroverts are more talkative, speak in a louder voice, and gesticulate more. They may speak before thinking and later change their mind.

Introverts listen more, tend to have more subdued energy, and gesticulate less. They think before answering and rarely change their minds.

Observe people’s style while they are speaking and adjust your behavior accordingly. They will become more comfortable and actually listen to what you have to say.

Getting Along with Other Colors at Work

Whether you are managing, selling to, motivating, or working with others, Color Q helps hone your approach. Use the tips offered here with troublesome bosses, colleagues, or staff members and note the results. If you’ve accurately assessed one or both color components (i.e., primary and backup colors), the effects will be significant. You will see a dramatic change in how you work with and motivate others. Now, here’s how to work best with each Color Q personality.

Communicating Smoothly with Golds

Diane (a Green) is a vice president of marketing for a chain of home-goods stores. She is known for her innovation and creativity. She likes to spend time with her staff and encourage ideas (even crazy ones!). But she is having trouble working on a project with Patrick, the vice president of sales (a Gold). Under his management, his department has exceeded company sales goals for two years. Diane and Patrick have been ordered to link marketing and sales efforts. Patrick is a stickler for details; Diane sees the big picture. Patrick is clearly impatient with Diane and wants to see a budget and sales projections. She thinks ideas are more important than numbers in the planning stage and refuses to work on projections until the big picture is clarified. The tension between the two is growing. Both are under pressure from their bosses to develop a major campaign.

When Managing Golds. Tell them your precise expectations; then provide a stable environment with clear channels of communication and authority. You need to be decisive and organized, emphasizing firm procedures and deadlines. Then get out of their way and respect their unique ability to “get things done.”

When Selling to, Persuading, or Working with a Gold. All presentations and meetings must run smoothly. Be reliable, on time, and follow requested procedures. At all costs avoid vagueness; be factual, accurate, precise, and down-to-earth. Avoid words like “feel” and “believe.” Use words like “proven,” “traditional,” and “respected.” Respect the hierarchy of their department or company; if they say you have to talk to someone else, they normally mean it and are not putting you off.

Upon studying Color Q, Diane saw that Patrick had all the characteristics of a Gold. She began using his “language.” She was more precise and organized and made sure she was on time for meetings. Patrick began paying attention to Diane’s ideas and was impressed with her creative vision. Together, they developed an innovative, highly successful campaign strategy and now often work to devise new programs.

Communicating Smoothly with Reds

John (a Gold) is vice president of finance for a major product-design firm. He thinks the new company president, Donald (a Red), is difficult and too informal. Donald is action-oriented, wanting quick results. He doesn’t pay attention to John’s detailed reports and proposals, or even read his memos. Instead, Donald wants John to give him final results while walking down the hall. Donald gets impatient if John describes all the information leading to his conclusions. He often tells John to “cut to the chase.”

Meanwhile, colleagues in other departments are more enthusiastic about their work. Creativity is up and projects are completed faster. John can’t understand why his boss is so popular and successful when John feels his own hard, detail-oriented work has gone unappreciated. He is angry that Donald hasn’t promoted him or given him a raise.

When Managing a Red. Talking face-to-face is always better; memos and e-mails do not engage Reds. They need stimulation, fun, freedom, and independence to be on top of their game. They are most productive in a flexible and self-paced environment. Not only do Reds enjoy crises; they will create them if they are bored. Reds are difficult to control and impossible to micromanage, but they will not disappoint you if you give them freedom. Avoid meetings, rules, and lengthy memos wherever possible. Allow them to follow their instincts.

When Selling to, Persuading, or Working with a Red. Be brief and use action verbs like stimulate, liven up, challenge, enjoy, or confront. Use hands-on demonstrations instead of computer slideshows. For Reds, timing is everything. Don’t continue if they’re distracted. Acknowledge the distraction (such as picking up the phone) and ask to meet again later that day. Get to the point, avoid theories, and stress the immediacy of your solutions. Be very flexible, open-ended, and ready for their “fly by the seat of the pants” decisions and fast closes.

Gold John didn’t belong in Donald’s Red world. Human resources tried to counsel John. He refused to edit his information and believed he was entitled to proper meetings with Donald, complete with PowerPoint presentations. John also refused to upgrade his computer for faster results, as Donald had been telling him to do for months. (Donald had no patience for people who couldn’t or wouldn’t keep up with him.) John was finally asked to leave. He is now a vice president at a bank, where his boss requires detailed reports and strict procedures. John thrives in this job.

Communicating Smoothly with Blues

Bob (a Blue) and Mary (a Green) are colleagues in the wealth-management unit of a major bank in Cincinnati. They have worked in adjacent cubicles for the past five years, yet they continuously quarrel over priorities and client-management strategies.

Bob is knowledgeable about finance and uniquely gifted in handling complex investment issues. He gets irritated, however, by his customers who want to meet frequently. Mary takes great pride in her ability to grow her client base through frequent referrals. Unlike Bob, she enjoys taking client phone calls and meeting with them regularly. Discussions of market performance are more problematic. She feels she doesn’t know enough about investment trends to provide high-level advice. Bob finds the interruption of Mary’s constant telephone conversations irritating and makes snide comments about the personal nature of her conversations.

When Managing a Blue. You need to be strategically visionary to capture the interest of Blues. Explain to them the future implications of what you’re doing and how it might even have global consequences. Above all, provide them an autonomous environment with minimal guidelines. Establish demanding goals or else they’ll get bored and distracted. Debate with them and don’t take their challenges personally; it’s a sign you’ve got their interest. Listen to their insights and analytical skills; they’ll make you a lot of money.

When Selling to, Persuading, or Working with a Blue. Be highly competent and innovative or Blues will disregard your message. Present the “big picture” and long-term potentials first; limit the facts. Don’t become personally offended by anything they say—instead, counter with wit, ingenuity, and logic. Avoid words such as “feel” and “believe”; substitute words like “think” and “know.”

Mary and Bob attended a personality-style seminar suggested by their boss. After the session, they realized they made different yet equally valuable contributions to the success of their unit. They began jointly managing their shared clients. Bob enjoys the investment expert role, while Mary is the relationship manager who helps families set goals. Company business has grown by 40 percent. Even more important, they recognize each other’s value and actually enjoy discussing their different perspectives.

Communicating Smoothly with Greens

When Managing Greens. Green employees like Mary (from the previous example) need a harmonious environment with opportunities for personal growth. They become troubled and distracted by competition and conflict. Personalize your work relationship; ask about the Green’s family, hobbies, and pets in appropriate ways. Be inspiring and positive. Establish a shared vision and allow Greens creative freedom to address it. Give frequent feedback, but keep it diplomatic. Harsh criticism and fear tactics destroy their productivity, as do strict hierarchies; they prefer to work collaboratively.

When Selling to, Persuading, or Working with a Green. Ask Greens what they need, then listen with empathy. Expect nonsequential conversation and allow them time to return to the original point, which they will. When presenting your product or solution, give the big picture and show the future impact on people.

Bob learned to speak in Mary’s “people” language while Mary learned to speak to Bob in “numbers.” The result: a win-win relationship.

Introvert vs. Extrovert

Often you will be communicating with an Extrovert. These individuals tend to be energetic. They are more talkative and gesticulate more than other people. They frequently speak before thinking and later change their mind. Being with people further energizes them. Extroverts are the networkers of the world.

Introverts listen more, tend to have a more subdued energy, and gesticulate less. They think before answering and rarely change their minds. If you are an Extrovert speaking with an Introvert, bring your energy level down a notch. Lower your voice and control your hand gestures. Whenever possible, send an e-mail ahead of time about what you want to discuss. Never jump in to fill an Introvert’s silence, no matter how uncomfortable it makes you.

One time I was asked to organize a panel for a major financial services conference. I called an executive vice president at Bank of America to invite him to speak and also to get his suggestions for other panelists. I knew he was a deep Introvert and was prepared for a lengthy silence on the call.

For seven minutes, I sat quietly without making any comments while he mentally constructed an entire panel for me, including topic, speakers, and copy, without saying a word! After he finally spoke, he shared his ideas, offered to make the phone calls to invite the other panelists, and thanked me for not interrupting his thinking. By honoring his style, I completed what would have normally been a three-day project in less than fifteen minutes!

If you are an Introvert speaking with an Extrovert, you may experience uncomfortable lulls in the conversation. Ask a lot of questions to keep the dialogue going. Raise your energy level by nodding and smiling appropriately.

When you learn how to adjust your workplace style, you should see an immediate improvement in your dealings with anyone whose Color Q personality you’ve assessed correctly. Relationships improve, work goes more smoothly, and teams experience fewer conflicts. You may even get a promotion, salary increase, or discover you already have the job of your dreams!