Never one to back down from a challenge, the high dominance boss is quite comfortable in the face of interpersonal conflict. Even so, you should work to understand her perspective of the problem at hand and the opportunity she sees to affect change. Armed with this information, you can help her troubleshoot any obstacles that arise in the pursuit of her plan. If you manage a high dominance employee, remember that she is exceedingly self-sufficient.
In fact, the opposite may be true on occasion. To help your high dominance employee succeed, challenge him early, and give him the opportunity to win. Otherwise, you risk losing his attention, his engagement, and eventually his employment status. They readily accept the authority of others, including situations when directives are set by company policies, procedures, or systems. What they do need is office harmony. Low dominance workers are uncomfortable in the face of interpersonal conflict.
They may attempt to defuse or avoid tense situations or try to bring balance in favor of general agreement among the group. If you report to a low dominance supervisor, appreciate that he will take extra care to make sure everybody is bought into the direction—not just going along because he says so.
Low dominance reports need a working environment that is harmonious and relatively stable. You run the risk of overpowering your people, and every leader needs followers.
Give your low dominance reports a bit more time and a less intense indoctrination to the best extent possible. Create safe spaces for your lower dominance employees to share their valuable observations and expertise. Organizations need a combination of high dominance and low dominance people. One made up of exclusively low dominance people would lack the competitive drive to innovate, take chances, and bring about a better tomorrow. Consider the needs of Kimball Construction, a company that looks for high dominance in candidates for their project manager positions.
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Because the D Style wants to look forward and think in more significant terms, they tend to ignore the information and analysis of past experiences and the details of what new projects may entail. They may ignore potential risks, not weigh the pros and cons, and not consider others' opinions.
They will likely offer innovative and progressive ideas and systems but will need someone else to break down the project and work with the specifics. D Types will likely be very autocratic managers in a team environment and rise to the top during crisis moments. They tend to provide direction and leadership, push groups toward decision- making, maintain focus on goals, and achieve tangible results. D styles are direct and lack social interest, which can sometimes intimidate others.
They are generally optimistic thinkers but may have personality conflicts with others they perceive as unfavorable. They function well with heavy workloads and when under stress and welcome new challenges and risks without fear.
They may be perceived as always speaking and not listening to others. The D may need to strive to listen more actively, be attentive to other team members' ideas and strive for consensus instead of making decisions alone.
Instead of making only broad, decisive statements, be careful to explain the "whys" of your proposals and decisions. The D can be controlling and domineering and will need to watch their tone and body language when feeling frustrated or stressed out. The D can be all business and goals, making them seem socially inhibited.
They may need to center more on developing personal relationships and recognizing others' opinions, feelings, and desires. It may take some intentionality to be friendlier and more approachable in social interactions. What is a Type D personality? What does the Type D Personality contribute to a team? What are the possible weaknesses of the D Style? What is the greatest fear of D Personality Types? This post will look at each of the four personality types in turn and offer some guidance and tips on how to manage each.
Dominant personality types are goal-oriented, decisive, and competitive. They care more about results than personal relationships. Dominants care deeply about the bottom line. People with dominant personality types are also relatively impatient and controlling. They want information — fast — so they can make a decision and move on.
Their volume is also a little louder than average, and they use animated, confident body language. People with warm personality types value personal relationships and want to trust their business partners.
They like the excitement of new challenges. That means you can guide them through the purchasing process. They want to establish rapport with the people they do business with and will likely seek out the help or approval of multiple team members.
Expect a longer sales process than usual. Warms are great listeners and might ask more personal questions. They will be friendly, calm, and patient during meetings.
Conversations with warms are generally laid-back and informal. Hostiles often have powerful personalities and use them to convince others of their strongly held convictions. Hostiles can be creative, outgoing, domineering and resistant. They value mutual respect, loyalty, and friendship. Those with a submissive personality type love data, facts, and figures. Submissives stick to their deadlines, but they do not make decisions quickly. ProAptivity are an independent CRM solutions provider.
We focus on the implementation, training, and support of highly customised CRM software solutions. Our CRM software supported by our sales training provide customers with the tools needed to deliver successful sales process management. We can deliver bespoke training to help sales teams understand how best to manage the four personality types outlined above. Fundamentally, we help organisations embed CRM best practice throughout their organisation.
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