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had complied. A key subordinate disagreed and couldn’t cope. Her work quality
suffered. His harshness increased. She thought, “hostile work environment.” He
thought, “termination.” The standstill persisted as each dug in.
n An IT genius who was deeply engaged in various critically important, revenue-
brought upon themselves, Drifters’ benev- for their own performance. Thin skinned and tenderhearted,
olent natures prevent them from know- Sample message: “Strength and resil- Pleasers have a tough time with criti-
ingly getting others in trouble. ience don’t reside equally in everyone. cism. An effective management tool
Sample message: “Yep, with the bud- Those of us who have it in abundance is the “sandwich technique,” which
get cuts we’ve made this year, I know must use it to augment, not to further requires any critical observation to be
we gotta allow for some pretty creative disable, those who didn’t get their share, sandwiched between two phrases of
approaches to make everything work. And especially those who are really feeling this praise.
your materials look fantastic. But hey, economic pressure. Our private interac- Sample message: “While your ten-
help me out a little bit here. What you’re tions can and should be unedited—you derness and compassion are sometimes
doing involves multiple departments and can say whatever you feel the need to the only thing holding this organization
deadlines, so you gotta deliver on time. say to me—but I need to rely on you to together, when we were struggling might-
Otherwise I’m the one who’s gonna take temper your interactions with absolutely ily to prevail in that difficult business
heat. Ya know? You gotta have my back everyone else, in order to get an effective situation, your empathy for our adversary
on this.” outcome.” may have been misunderstood as disloy-
Sweet spot: Drifters want to be valued Sweet spot: Value and validate alty. That doesn’t help any of us.”
and validated for their innovation and cre- Attackers for their ability to take on the Sweet spot: Value and validate Pleasers
ativity, ability to improvise on a moment’s ugly, unpopular assignments no one else for being an “oasis in the desert,” for their
notice, and out-of-the-box thinking. wants to touch and for their ability to consistently cheerful attitudes, and for
work for long periods of time in isolation their caring, collaborative work style.
Style Three: Attackers and high stress.
Angry and hostile, cynical and grouchy, Style Five: Performers
Attackers are often critical of others in Style Four: Pleasers Witty and charming, jovial and enter-
public. Pleasers humanize the workplace and taining, Performers are often the favor-
Motivated by: Respect. Attackers view smooth ruffled feathers. ite workplace personality.
themselves as superior and communicate Motivated by: Being liked. Pleasers Motivated by: Recognition. Unsur-
using condescending tones and biting give compliments that always align with passed as ambassadors, charismatic
sarcasm. They cannot tolerate peace and what we most want to be recognized for. Performers excel at establishing relation-
tranquility; if there is no war to fight, They know the names of our family mem- ships, but not at maintaining them. Their
they’ll create one. Leverage this by reas- bers, remember our special occasions, and interest in and effort toward any initiative
signing work to minimize the frequency make us feel cared for. is directly linked to the possibility of star-
of others’ interactions with the Attacker, Although easy to get along with, dom. If there is “runway” potential, they
or consider isolating the Attacker so that Pleasers can impede your ability to will likely excel. Otherwise, they will find
person can work solo. manage effectively by withholding a way to offload their responsibilities.
Effective feedback: Rather than information that may get an associate Effective feedback: Performers work
directly reprimanding their behavior, in trouble or by lying about something hard to be perceived as busy, when in
ask “self-convicting” questions that elicit upsetting, buying time to fix it before truth, their activities merely masquerade
Attackers’ opinions—without seeming to you find out about it. as productivity. Astute observers recog-
bait them. For example, asking Attackers Effective feedback: Continually stress nize this behavior for what it is: a false
to tell you what they believe to be the the greater good. Help them understand impression of productivity artfully created
top-five characteristics of effective lead- that by protecting one person they put around high-profile projects to inflate per-
ers shows respect for their opinion. In numerous others at risk, and they’ll be ceptions of status.
answering the question, they set the bar more likely to keep you informed. Resist the urge to act until you verify