Welcome to this issue of "Dr. T's Timely Tips" by Dr. Tony Alessandra. Please send your feedback to DrTony@Assessments24x7.com!

Who do Directors get along with?

Based on their personality style traits, Directors may get along better with some styles than others in relationships. Here's how they get along with each style:

RELATERS
Indirect and Open

Negatively, a Director and a Relater can result in a persecutor/victim type of unfortunate relationship in which each person becomes trapped in a nightmare of pace and priority differences. More positively, they can share a complementary pairing in which each one accepts and appreciates the different strengths that the partner possesses. This blend of types also gets a possible vote as the match made closest to heaven if adaptability exists. That is, the Director needs to compassionately listen to and draw out the Relater and learn more about the Relater's feelings and opinions. Similarly, the Relater has to understand the Director's need to get up off the couch and do things in the process. The Relater can also benefit by learning to accept, versus stand up to, the Director's take-charge positions.
SOCIALIZERS
Direct and Open

A Director/Socializer match may result in an activity-filled, risk-taking, dynamic duet. Or it can be a combustible battle of the century pitting will against ego. In its workable form, this combination can become a fast-paced balance between business and pleasure, with each type enhanced by the other. For this to happen, the Socializer has to learn to accept the other's discomfort with discussing feelings at the expense of actual facts. The Director can learn to recognize the Socializer's natural priority for personal and shared feelings, which may otherwise cause them to filter out problems and complexities. Directors can use their negotiation and delegation resources. Socializers can use their seemingly unending supply of enthusiastic ideas and positive energy to help both of them find common solutions to challenges that come along. Otherwise, each type may engage in a frenzied competition for What I Want that leads in two different or opposing directions.
THINKERS
Indirect and Guarded

When Director meets Thinker, their mutual task orientations and inclinations for not verbalizing feelings can bond them. But their conflicting paces, quantity versus quality preferences and Direct/Controlling versus Indirect/Controlling lifestyles, can clash like an atomic blast. The fast-moving Directors can slow down their pace and learn to tolerate the Thinker's natural need for caution. On the other hand, Thinkers can recognize that Directors may become impatient and blunt, at times, and learn to verbalize their discomfort with those traits. Both want different types of control, but Directors go about getting it directly, while Thinkers do it indirectly. A move toward redefining their shared expectations and concerns assures them their desired results will be achieved. It can be the foundation for a powerful and unique type of bonding relationship between these two self-determined types.
DIRECTORS
Direct and Guarded

Two Directors can try to dominate each other and become stubborn, impatient, and tough. "I'm the boss." "No, I'm the boss." At worst, this basic tug of war over the need to be the top dog can ruin a budding relationship before it ever really begins. A sense of humor, verbal expressions of each other's admiration, and win-win usage of those natural negotiating skills in an accepting, understanding atmosphere can go a long way toward cultivating a romance between a Director duo. They can learn to listen to each other and come up with mutually acceptable solutions that allow them both to win.

Here's to more personal insight,


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image_1Resolving Conflict downloadable MP3

Most of us long to have conflict-free relationships in our working environment and in our personal lives.

But, unless we are transported to some future world where all of our minds and emotions work in perfect unison, freedom from conflict will never happen.

People naturally disagree about what to do and how and when to do it. However, when differences of opinion are accompanied by too much emotional commitment to one point versus another, the resulting conflict can be damaging. When we become emotionally locked into one idea and believe that it is the only one that can meet our needs and objectives, we enter into conflict with only two options: fight or flight.

These two mp3 audios (20 minutes per segment) will help you identify the sources of conflict and understand how to encourage healthy disagreement without spiraling down into a negative conflict. It will also give you tools that will help you break out of a conflict routine once it has begun.

Learn how to work through a problem to its solution. Conflicts offer many benefits if we can resolve them productively. Healthy disagreement can have a positive effect. Successful resolution of small conflicts can diffuse the possibility of more serious conflicts and result in better working relationships.

How well we manage conflict resolution can be a critical skill in effective communications and interpersonal effectiveness.

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