THIS CHAPTER SUMMARIZES the main ways to use Color Q for self-coaching, to learn new skills, and resolve workplace (and personal) conflicts.
BLUES: Use this chapter to determine content validity and the value of applying strategies listed in other chapters.
GOLDS: Use this material as a study guide to summarize your learning.
GREENS: Use it as a quick refresher before “style shifting” to deal with a difficult colleague.
REDS: If all you read in this book is one chapter, make it this one.
Go to your personality color section below.
William (a Blue) addresses his budget committee teammates: “Our budgeting process is antiquated. We need to incorporate this state-of-the-art software now,” he says.
“No!” cries Ella (a Gold). “That can’t be done in the time frame we have.”
“Yes!” says John (a Red). “I beta-tested it, it’s great!”
“Maybe,” says Terry (a Green). “What do the department heads think?”
Blues self-coach best by:
Harnessing your desire for competence and expertise.
Seeking instructors who are logical, tough, top-of-their-game experts who can present accurate information straightforwardly.
Being open to debate, competition, and critical feedback.
Being free to explore in depth, evaluate material, set goals, measure your progress.
Blues may come into conflict with others by:
Critiquing in ways that sound like excessive criticism (Greens)
Emphasizing logic over emotions (Greens)
Constantly trying to innovate and “improve” (Golds)
Disregarding details and procedures (Golds)
Focusing on strategy rather than practicalities (Reds)
Arguing semantics and abstract theories (Reds)
Camille (a Gold) is in charge of the petty cash window at a large corporation. Robert (a Green) asks: “I need $500 traveling money and also $150 for a client breakfast; and do you think I’ll need to up my corporate credit-card limit?”
“Bring me three separate request slips,” says Camille.
“I’ll need $12,000 for the third quarter’s research materials,” says Quentin (a Blue). “My limit is $500, and it’s only July. Submit individual requests,” she replies.
“I gotta have $1,000 now, Camille. I’m off to the airport,” says Louie (a Red) with a grin. Camille rolls her eyes. “Only with a request slip, you rogue. Here. Make it out.”
Golds self-coach best by:
Learning and practicing until excellence is achieved.
Finding competent instructors who provide abundant data, one-on-one feedback, realistic deadlines, and clear expectations.
Reviewing materials before class, then questioning and critiquing.
Using checklists for achieving step-by-step improvement.
Employing real-life demos, case studies, labs, and simulations. Practical experience must precede theory.
Golds may come into conflict with others by:
Emphasizing procedures over intuitions (Greens and Blues)
Preferring concrete, step-by-step planning over long-term strategizing (Blues)
Resisting change and innovation; favoring efficiency and tradition (Blues and Reds)
Focusing on rules rather than responding to change (Reds)
Insisting that procedures be followed (Reds)
Showing irritation with nonsequential discussion (Greens and Blues)
Stacey (a Green) is team leader for her firm’s office move. “Let’s start by asking what each employee’s needs are,” she says.
“Alternatively, let’s research square foot rental predictions for the next twenty years,” says Olson (a Blue).
“Make a step-by-step To Do list,” says Rita (a Gold).
“Just get the cheapest space and make it work!” says Carl (a Red).
Using your time management talent and setting achievable goals.
Working with a study group (Extroverts) or working alone with manuals and references (Introverts).
Using alphabetical lists, metaphors, or analogies.
Grasping the big picture first, then embellishing with details.
Seeing how material will improve self or better others.
Greens come into conflict with others by:
Using stream-of-consciousness rather than sequential communications (Golds)
Emphasizing intuition over step-by-step procedures (Golds)
Placing values before logic and detached analysis (Blues)
Emphasizing human responses over long-term strategy (Blues)
Showing empathy rather than taking action (Reds)
Avoiding communicating in concrete terms (Reds)
“Fire!” yells Alex (a Red), who runs to get the computer room’s extinguisher.
Dolores (a Gold) frantically searches for the emergency procedures manual. Harry (a Blue) immediately envisions the location of each fire exit and strategizes the one least likely to be overcrowded. Lilly (a Green) grabs her cell phone so that she can call her husband and races over to help a wheelchair-bound coworker.
Reds self-coach best by:
Keenly observing details and being involved, hands-on, in solving immediate problems.
Linking facts to personal experience, trial-and-error experimentation, and stories about people.
Seeking experienced sources who can provide immediate feedback.
Using labs, demos, field trips, and interactive multimedia.
Being alone with your manual (Introverts); learning through cause-and-effect.
Being flexible about rules, structures, and deadlines.
Keeping it fast and fun!
Reds come into conflict with others by:
Making midcourse corrections rather than sticking to “the plan” (Golds)
Emphasizing spontaneity over step-by-step procedures (Golds)
Preferring practical thinking over abstract strategy (Blues and Greens)
Challenging innovative strategy with real-world scenarios (Blues)
Taking action rather than showing empathy (Greens)
Preferring concrete communication to metaphors and analogies (Greens)
If you are in leadership role, it is imperative to develop conflict-resolving skills. This book has been designed as a self-coaching resource to use at the start of any miscommunication. Give it to all your employees. Even if you’ve inherited an employee conflict of long standing, Color Q’s “style shifting” techniques break down barriers and make people receptive again.
The cost for improving communications in your workplace? Minimal. The cost of not doing it? Billions of dollars annually in lost productivity alone in the United States. Do happier people work harder? We leave you with a quote from a New York Times article that examined that very question: “Workers’ well-being depends, in large part, on managers’ ability and willingness to facilitate workers’ accomplishments—by removing obstacles, providing help, and acknowledging strong effort.”1
You hold in your hands all the tools you need for long-term success.