Scenario 4

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In one-to-one’s with individuals you have noticed that there are a variety of different concerns regarding the move:

  1. some people are worried about not seeing their old work colleagues and the seating arrangements in the new offices
  2. others, whilst being relatively happy about the change, would like to know more details about the move – the schedule, who will coordinate, access to computer systems etc
  3. a number have appeared to be very impatient. They just want to get on with their job and have asked whether they can use their laptops and work from home until the move is completed
  4. another group raised many concerns about whether it was the right approach and once they agreed with the rationale, then started criticising the plan for transferring people

How can people see the change in such different ways?

The perspective I would like to highlight here is personality.

There is obviously lots more information in the earlier modules on personality (remember rubber bands?) so I am going to be fairly brief and top-level here.

Here are some guidelines on working with different primary preferences:

  • Dominating (the third group) – driven by the need to win, they seek prestige and power. They dislike being micromanaged and are action oriented. Their emphasis is on WHAT needs to be achieved. As a leader you should be direct and clear in your objectives. You can help them to be more effective by helping them to be more empathic and tolerant towards others and to appreciate the value of analysis and process.
  • Interacting (the first group) – social recognition, informality and working with others are important. Their concern is primarily WHO they will be working with. The leader should therefore emphasise the importance of their role and ensure that others in the organisation appreciate their work. Encourage them to acknowledge the importance of analysis, planning and systems in achieving results.
  • Steady (the second group) – like stability, harmony and process. They are good team players. They are interested in HOW things need to be done. To support them, strengthen their ability to change and challenge the status quo.
  • Conscientious (the fourth group) – prefer rational approaches based on evidence and analysis and place a premium on being ‘right’. They want to know WHY a task needs to be done. They can be more effective if they learn to tolerate ambiguity, conflict and compromise.

As leader, you need to consider how you will adapt your approach for each individual based on their personal preferences.