Monster.com posted this article last week – Adapting Your Management Style. There isn’t a lot of meat in this thing but it does address an important principle:
Moniot helped the manager better understand different personality styles and then devised an innovative visual cue of a color-coded piece of paper, correlated with their assessed personality style, that was taped to the top of each worker’s computer monitor. This served as a reminder of each staff member’s communication needs as the manager entered their workspace.
I suspect . . . no, I guarantee this manager has a High D style. The High D has long been cherished for management because of their appearance to upper management. The High D style as defined in the article:
His natural style — numbers-driven and results-focused — worked well up the management chain, but some subordinates disliked his direct, just-the-facts demeanor and felt he didn’t care about them as people.
This style is the most dangerous for management and for sales. There are mitigating factors that need to be measured before placing a High D in a sales or management role.
One other point – people tend not to change their style. They can adapt their style for short periods of time with some being able to adapt it for 3 to 6 months. However, under the stresses of time, work and objectives, people will always revert to their natural style. This fact is the reason why hiring people based on their style is high risk. The candidate may simply be adapting their style in the interview process and even through the first 90 day probationary period. Yet at some point, you will see their true colors revealed and it often times is less than desirable for their role.