(EXTRACTION
FROM TEAM MANAGEMENT: Improving Team Effectiveness at http://www.mindtools.com)
Some people may display behaviors that
hold them back. James Waldroop and
Timothy Butler have identified six of the most troublesome traits, and assigned
each an easy-to recognize "character."
THE SIX CHARACTERS AND THEIR PROBLEM BEHAVIORS
WALDROOP
AND BUTLER'S SIX PROBLEM BEHAVIORS
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1
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The Hero
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·
Driven by personal and organizational
success
·
constantly push themselves and others
to complete projects on time and on quality, producing top results
·
can push themselves too far and burn
out
·
have trouble retaining staff, because
only some people can tolerate the heavy workloads that Heroes expect
·
To spot Heroes, look at your high
achievers
·
They often the first to arrive at the
office, and the last to leave
Coaching Heroes
·
communicate appreciation for their
good work
·
discuss your concern for their
well-being
·
let them know they need to slow down
occasionally
·
Outline specific problem behaviours, such
as working overly long hours; so that they understand how their actions can
harm themselves and the people around them
·
it's important that they develop
empathy toward their staff
·
help them avoid burnout by suggesting
time off or delegating some of their
·
Advise them
o
listen to their own people closely so
that they're sensitive to signs of overwork
o
pull back if they're overworking their
teams
o
put a stop if they frequently contact
their staff during off hours
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2
|
The Meritocrat
|
·
believe that the best ideas stand on
their own
·
loathe office politics
·
often poor negotiators
·
usually hard working and intelligent
·
have a great deal of integrity
·
lack of political savvy
·
others are promoted ahead of them
·
unwilling to sell their ideas to key
stakeholders
·
restricting their own visibility
within their organization
Coaching Meritocrats
·
Start with sympathy
·
Remind them:
o
ideas can only progress if decision
makers are on board
o
building alliances and selling ideas
are an essential part of this process
·
focus on one of their recent ideas
·
win over key stakeholders and
potential allies
|
3
|
The Bulldozer
|
·
accomplish their goals at all costs
·
can intimidate and alienate others in
pursuit of goals
·
distrust others
·
often have high staff turnover within
their teams
Coaching Bulldozers
·
Approach Bulldozers by becoming one
yourself
·
Speak bluntly and let them know that
they've made office enemies
·
Gather evidence to rebut any protests
·
be ready to cite examples
·
encourage them to right their wrongs
·
Explain how they can use apologies to
rebuild their damaged relationships
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4
|
The Pessimist
|
·
oppose any change
·
largely driven by fear
·
work to avoid mistakes and failures
Coaching Pessimists
·
care deeply about their team and
organization
·
by recognizing the value of caution
·
move on to help them understand how damaging
excessive worry can be
·
may oppose changes because they don't
understand them
·
encourage Pessimists to use Risk
Analysis
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5
|
The Rebel
|
·
managing these people can be
challenging
·
defy authority at every turn
·
thrive on provocation
·
their attitude can undermine team
morale
·
can even change an organization's
culture, over time
·
often have great leadership potential
·
recognize where change is needed
·
have the energy and passion to effect
change
·
often need a firm hand and an
inspiring coach to transform their negative energy into a force for positive
Coaching Rebels
·
Stay calm, and be assertive
·
Assign Rebels projects that call for
them to win others over
·
Challenge to write down everything
that they believe the organization should change
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6
|
The Home Run Hitter
|
·
work for the approval of their boss
and colleagues
·
motivated by a need for approval
·
are successful
Coaching Home Run Hitters
·
Start by communicating how much
they’re appreciated
·
discuss their career strategy
·
stress the importance of risk
analysis
·
Encourage them to put the team's
success first
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