“People management” is a term often thrown about in leadership circles and HR departments, but it means different things to different people. Sure, you can wrap it up in the category of human resource management (HRM) as part of the hiring and firing process, but to those of us in the C-suite, it means something more.
People management is about bringing out the best in a person, unlocking an employee’s potential in a way that propels them and your company to greater engagement and success.
To do that, you have to understand that every employee is not like you — or anyone else. They walk in the door with a unique DNA, having been shaped not just by genes, but by family, culture, education, beliefs and past experiences, which may, or may not, be good. The list goes on and on.
We are not a homogenous people, thank goodness. How boring would that be? So, it should come as no surprise that managers can’t manage everyone the same way. But still, it’s hard. Understanding different types of people and how to motivate them is a soft skill, to be sure. Reading people is not nearly as black and white as reading a profit and loss sheet. Most leaders who have moved up through the ranks have had no formal training in people management. It ends up being trial and error.
Early in my career — in my first job as a manager, in fact — I remember being very nervous about my interviewing and management skills. I was fortunate my first hire was a talented and hardworking team member. However, I quickly learned he was also a “hothead.” When things got stressful, he tended to lash out at co-workers and customers. After going through that a few times, I realized I had to manage him differently. I started looking for the signs of stress and was able to approach him early and help redirect him before it became an issue.
As I have moved through my career and managed lots of different types of people, I have found that, without a doubt, flexing my empathy muscle has been the greatest source of strength. Putting yourself in another person’s shoes and trying to look at things from their perspective takes a conscious effort. It does not come naturally, but it does enable leaders to connect with employees first, which makes managing them just a bit easier.
Here are six common office personalities I have run into, and my best advice for how to manage them.
1. Agreeable Alex/Alice: Nice, calm, pleasant. Maybe takes longer than others to get something done, but is usually thorough. Not at all intense.
How to deal: When working with an agreeable personality, it’s important to keep asking for input. Although agreeable, that doesn’t mean they are satisfied. Don’t assume an employee is doing well just because they are not complaining. They may need more support or challenges.
2. (Overly) Confident Carrie/Cal: Knows everything, and knows the best way to do everything. Doesn’t like to be managed. Decisive and gets things done, but can be defensive.
How to deal: An overly confident person usually shows these traits at the first meeting they attend. Although they have limited experience, they will be the first to have an opinion. The key is to provide the team member ample opportunity to learn and grow, while reinforcing that other members of the team should have the opportunity to be heard. Speak to them in a language they understand.
3. Debating Don/Dawn: The quintessential devil’s advocate, they can always find flaws in the group or system, which can be good for finding new and improved ways of doing things — but can also be overly critical. This person might be very analytical and can be a good troubleshooter. But they might also get so caught up in analyzing a problem that they end up procrastinating and not getting work done.
How to deal: It’s important to support this Debating Don/Dawn because different perspectives can help keep an organization centered. However, you have to be diligent about keeping the employee focused on the task at hand, lest they spend more time debating than doing.
4. Negative Nelly/Ned: This person may have deep institutional knowledge, but they are perpetually glass-half-empty. They are likely not happy in their personal life and seem intent on spreading their misery. Beware of their bad attitude and negative talk affecting overall employee morale.
How to deal: A Negative Nelly/Ned can be toxic for an organization, so it’s important to limit the access and influence of this type of individual. If you speak to them directly about their attitude and even offer support to help them deal with it and you don’t see an improvement, it’s best to help them see that they would be happier in another environment.
5. Nervous Norm/Nancy: Quiet, self-conscious, rarely talks at meetings. They do what they are told but do not have the confidence to make decisions on their own.
How to deal: Give a Nervous Norm/Nancy tasks that they can complete to grow their confidence. Assign them to a team in which they can actively show their talent, and be sure to recognize their accomplishments to help continue building that confidence.
6. Go-Getter Gloria/Gary: High energy, life of the office. Big ideas, but not too detail-oriented. This individual might have problems with follow-through.
How to deal: They definitely liven up the office, but it’s important to give the energetic go-getter very clear boundaries. If not, they could cause chaos and distract other team members. Appreciate their uniqueness, but also give them quantifiable tasks to ensure that they stay on target.
Learning to empathize with others with diverse personalities and strengths is not always easy. But making it a practice will make for stronger leadership and better-supported employees.
