Measuring Your Compatibility

Here’s a word of advice for managers who’ve had an unpleasant meeting with a key employee and cannot fathom why Give-and-Take turned into Tug-of-War.  Get out your employee manual and look under troubleshooting for Failure to Communicate.

Oh, wait.  That topic isn’t in our employee manual.

While your human resources department may not have that topic as part of your employee manual, there is information available to help you avoid those failures to communicate.  Let’s face it; people (you and me included) are the complex result of nature and nurture, past experience, current needs and desires, and a number of other foreign ingredients that most managers might not even recognize.  But, as the manager, you need to know how you are alike and how you differ in ways small or large from those you supervise.

Being alike or different from those who work for you is neither good nor bad.  It’s just life.  But unrecognized or ignored differences and even similarities can create serious problems for the company, for supervisors, and for those they direct. The results can be disastrous: too little change, too much conflict, reduced productivity, high turnover, etc.

The conundrum is how to manage smoothly no matter how different or similar you are to your employees – effecting the changes the organization needs without clenched teeth, raised voices, sharply closed doors, and the echo of stomping footsteps.  Must we deal with daily frustration and communicate through formal memos or tense face-to-face meetings?

No.  Other ways exist to deal with the problem. Today there are sophisticated assessments which reveal the cognitive, behavioral characteristics, and emotional intelligence of managers and the people who work for them which can give us personalized answers about where the problems are likely to be in each relationship; and, what we can do to work around them.

Here are some areas to explore:

1. Know Thyself. For example, what do you do to begin your workday?  If you need quiet time before 7 AM and one of your employees habitually greets you at your door when you arrive, how will you react?  Or, if you expect to hear a high-level overview in an 8:30 AM meeting and your second-in-command wants to go over every detail, how do you handle it?
2. Know Thy Employee and Do Not Assume. A positive and inviting attitude is a great management tool; but, don’t simply plaster on a smile, open the door, and decree that all will be well.  None of your experience, confidence, enthusiasm, and good habits will help you manage successfully unless you understand each of your employees and how best to work with them.  Is this person self-assured and quick, that one thoughtful and slow to speak up?  Is conformity equally important to you and to your workers?  Or do you need someone who thrives on the new and the different?  Knowing these things, not assuming them, will help you make necessary changes, avoid obstacles, and prevent conflicts with people who operate differently from you.
3. Be Flexible in Your Management Style. You’ve probably studied dozens of management gurus and may even know their management styles well.  You obviously have leadership qualities which got you to your current job.  But, do you know how to adapt your own style to create the chemistry you need in order to work well with those who work for you?  Can you summon this chemistry when working with these different people so you know how best to direct them – so they’ll understand precisely what you mean – despite the differences between you?

How do managers find the time to understand themselves AND each worker AND how to interact?  A better question might be how do we NOT find the time?  People issues will always take the greatest chunk of the day, but successful solutions to the inevitable conflicts that arise will touch every other aspect of our business world.  Trial-and-error methods of learning the differences between you and your employees is both slow and time consuming; it’s often times even counterproductive in resolving compatibility issues.  Unique new assessments, as mentioned above, can predict work relationships by assessing you and your employees and telling you what is going to happen when you get together.

Think of these assessments as radar which can give you advance knowledge about what could cause a destructive collision and then show you how to avoid it.  It’s not exactly a troubleshooting manual for each employee; but, it’s the next best thing.