Managing Sticky Situations at Work

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Personality Overlay 21energy seems to follow them. Expressives dress in bold colors—reds,yellows, oranges. They initiate greetings by quickly saying hello andshaking hands. Although engaging, they lose interest when you talkabout your family or other personal issues. They prefer to tell you allabout themselves and their projects. A group of Expressives struggleswhen asked to complete a task because each must talk. Instead of listeningto one another, however, they vie for center stage. At the endof the work time, the group reports that they enjoyed themselves,but they did not reach a firm decision.SYMPATHETIC PERSONALITY TYPEJonathan works as a financial advisor in a large investmentbank. Each morning he enters his building, says hello to theguard, and asks him about his recently hospitalized wife. Onthe way to his 10th floor cubicle, he stops at the coffee shop for alight breakfast. There he visits with two other financial advisorswho work on the floor beneath him. He tells them about what hehas just read in the Wall Street Journal concerning the latestmarket trends. One says that he gives away too much information.Jonathan responds, ‘‘We all help each other out. That’swhy we have the best investment bank in the world.’’ Jonathan’sboss enters the coffee shop. He sits down next to Jonathan withhis Blackberry in hand. ‘‘I’m not sure I can get through all this,’’he says, scrolling down his daily to-do list. ‘‘Can I help with anyof that?’’ Jonathan asks. His boss turns over one project and says,‘‘Sure you don’t mind?’’ Jonathan smiles. ‘‘No problem. Youalways come through for me. Consider this my thanks.’’ Beforehis boss leaves, he asks Jonathan to give him the latest earningsreports. ‘‘They are already done. I’ll e-mail them to you when Iget to my desk,’’ Jonathan replies.Jonathan embodies a Sympathetic personality. Loyal and unselfish,he does not hesitate to help others so long as he respects and truststhem. Most people find him easy to be around because of his generosityand concern for them. His compassion shows in his ability to listenwhenever people share problems, home or work related. A group ofSympathetics accomplish whatever task you might give them. Theylike to please. Rather than take risks or think outside the box, theytoe the line in order to win the praise of their leaders.
22 Managing Sticky Situations at WorkSympathetics thrive on appreciation. They do what they believe youwant. Perhaps you can’t imagine a sticky situation with a Sympathetic.One of the most difficult things you may encounter in your career is togive a good, loyal, obedient Sympathetic low performance measures orto inform a Sympathetic that his job is no longer available. ImagineJonathan’s boss in such a situation. If he treats Jonathan with respect,honesty, and compassion, the enormity of the task diminishes. Offeringto give Jonathan a good reference or to make some calls on hisbehalf also goes far with Sympathetics like Jonathan.TECHNICAL PERSONALITY TYPEJoanne manages a team of IT professionals in a large computerbasedfirm. These people create new software packages aimed atimplementing technology. Larry works for Joanne and has beenacknowledged as one of the brightest people on her team. Duringthe last two years he has won awards for his creative, technicalexpertise. Larry organizes and conceptualizes his work with greatcare. Whatever he submits to Joanne exceeds her expectations.Larry prefers working individually to working with the team.Nonetheless, he attends meetings and delivers any informationthat others request of him. Joanne has one problem with Larry.The company requires that everyone submit timesheets. Thesesheets make no sense to Joanne’s team because people do not worka regimented 8:00 to 5:00 day. As salaried employees, not hourlyor contractual, they receive the same stipend regardless of thenumber of hours worked. The company, however, insists on timesheetcompliance. Joanne has begged Larry to complete his timesheets.He says, ‘‘I don’t have time to do that Mickey-Mousework. I’m working on creating a new system and not on fillingin hours on a sheet that really doesn’t matter.’’ Joanne agreesbut explains that her boss will come down on the whole team ifthe sheets are not completed and signed. On the day before thetimesheet deadline, Joanne sent the following e-mail to Larry:There once was a tech named LarryWho was so good it was just scaryBut his timesheet was lateSo he suffered the fateOf bad poetry sent to his Blackberry 6Once he received that e-mail, he completed his timesheet andhas done so each quarter since.
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Page 8: ContentsIllustrationsviiAcknowledgm
Page 12: AcknowledgmentsAs a disclaimer, all
Page 15 and 16: xiiIntroductionis the word that oft
Page 17 and 18: xivIntroduction4. You supervise a g
Page 20 and 21: Chapter 1The Say It Just Right (SIJ
Page 22 and 23: The Say It Just Right (SIJR) Model
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Page 38 and 39: Personality Overlay 19BOLD PERSONAL
Page 42 and 43: Larry is clearly a Technical person
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Page 46: Personality Overlay 27Resolve the I
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Chapter 6Sticky Situations with Sub
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Sticky Situations with Subordinates
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Chapter 7Sticky Situations in Meeti
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Chapter 8Sticky Romantic Situations
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Sticky Romantic Situations in the O
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Chapter 10Sticky Etiquette Situatio
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202 Appendix 14. True5. False6. Fal
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204 Appendix 1Strategic interviewer
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206 Appendix 2360 By Design®—Des
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IndexAdjourning Stage in groups, 10
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Index 211hot seat, 35-39How Good a
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Index 213Teenage Daughter Is Busted
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Managing Sticky Situations at Work

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