Indirect and Open
If You're a RELATER...You're probably a well-liked boss. Your goal
should be to become a more effective, well-liked boss.
Learn to stretch a little, taking on more, or different, duties and
trying to accomplish them more quickly. You may want to be more
assertive as well as more open about your thoughts and feelings.
Experiment with a little risk, a little change.
Being sensitive to your employees' feelings is one of your greatest
strengths. But you must seek a middle ground between that and being
knocked off balance by the first negative comment or action that
comes your way.
Direct and Open
If You're a SOCIALIZER...Your people depend on you not just for
ideas, but for coordination, too. So anything you can do to become
more organized--making lists, keeping your calendar current,
prioritizing goals--will pay big dividends for you and them.
Nothing's so dispiriting as to see the boss drop the ball on
important matters. So, remember: If you fail to follow-up,
procrastinate on tough decisions, or make pledges you don't keep,
your employees will lose faith. Even though you don't do those
things purposely, they'll see you as letting them down. Your charm
and warmth can't fully compensate for unreliability.
Also, come to grips with the fact that conflicts are going to occur.
Try to deal with them up front, not sweep them under the rug. In
addition, organize your time better and keep your socializing in
balance with your tasks.
Indirect and Guarded
If You're a Thinker...Your high standards are a two-edged sword.
Your employees are inspired by your quest for excellence, but often
they feel frustrated because they can never quite seem to please
One of the best things you can do is lessen and soften your
criticism, spoken or unspoken. You can seem so stern sometimes!
Ease up on your need to control. Walk around and spend more time
with the troops, chatting up people at the water cooler or in the
Wake up to the fact that you can have high standards without
requiring perfection in each instance. That'll take a load off your
shoulders--and off your employees, too.
Direct and Guarded
If You're a DIRECTOR...Ratchet down a notch or two! Keep in mind
that others have feelings and that your hard-charging, know-it-all
style can make your subordinates feel inadequate and often
Accept that mistakes will occur, and try to temper justice with
mercy. You might even joke about errors you make, rather than trying
to always project a super-human image.
DIRECTORS can encourage growth in others in at least two ways. One,
by praising them when they do something well. Secondly, by giving
them some authority and then staying out of their way so they can
use it. Whatever you lose in control, you're likely to gain in
commitment and improved staff competency.
Try not to be quite so bossy! Ask others' opinions and maybe--though
this is radical for a DIRECTOR--even plan some collaborative