Leroy Hamm is the Founder and President of IHD Corporation. IHD, a leader in pre-screening and personnel development, is a 33-year-old Human Resources services firm that provides pre-employment assessments and management/team development. These resources and others are available to CLN members in our e-Docs resource library.
Every once in a while, we need a little refresher on the four primary temperaments for hiring, managing, and developing talent. Even though we are a blend of all four temperaments, we tend to exhibit a primary and secondary temperament or backup. The difference between putting together a great team and struggling to build a is a fine line.
Leroy Hamm, President of IHD Corporation, has spent more than 30 years providing HR services to construction companies. Background screening, testing, and focusing on personality traits have proven to be the key to finding and keeping top talent. Here are Leroy’s tips for managing the Four Primary Temperaments:
Managing the High D Temperament
Several years ago, when I was in recruiting, I asked an applicant who happened to be a High D temperament if he would mind if a boss looked at his work over his shoulder. His response was, “not if that’s all they’re doin’.” I laughed at his response because hundreds of High D temperaments I have seen over the years have been very self-reliant, independent, and could even become a bit defensive and even aggressive at being micromanaged. They are direct and can be blunt, but do not take their comments personally.
The best way to manage High Ds is to tell them the results you expect and the parameters within which they are allowed to go, and to give them a timetable on reporting their results. In managing them, let them know that you will be available to help them, but give them the freedom to work out the details and come to you if necessary.
Often an individual who is not a High D finds himself managing a High D, and that can be very challenging. The only way that relational dynamic works is if the High D respects you. And he may test the limits of what he can do. That is why so many High D temperaments end up running a department or company because they are always “kicking at the slats.”
The key is to follow the suggestions in the preceding paragraph and remember at times they may get personal. If this occurs, you may have to get assertive, but never aggressive unless it is absolutely necessary. You cannot allow them to get personal. Let them know you want to hear what their opinion(s), ideas, or complaints are, but you are not willing to be called names nor are they allowed to get aggressive with others. The key with the High D is to always challenge them on the goals—the results more so than the method.
Managing the High I Temperament
The thing to remember in managing the High I temperament is that they love to have fun and engage with others. The challenge is holding them accountable. They are the most intense of the four temperaments and, unless they have had a very disciplined home or work environment, they tend to be disorganized and have difficulty following through with a plan. Their intentions are great, but they can get so many projects going and they enjoy interaction with their co-workers so much that they can lose focus.
The key is to “inspect what you expect.” As Ronald Reagan used to say, “trust but verify.” This is especially true in leading the High I because they have good intentions, but they can also be impulsive and make decisions that have negative effects that can be difficult to fix. And holding them accountable can be tricky because of their tendency to deflect and blame others for their mistakes. Meeting with them—if only for a few minutes—n a consistent and periodic basis will ensure that the project or program is still on track. One final note: don’t ever embarrass High Is in front of their fellow workers. This may create a totally new problem.
Managing the High S Temperament
The High S temperament is, theoretically, the easiest of all the temperaments to manage. They are driven by the need to get along, so their tendency is to maintain harmony and not make waves. However, their need for peace can cause them to withhold an opinion when it is important for the manager or the team to know their position or have the information…good or bad. So, when managing the High S temperament, who is typically in an administrative or support role, first inform them that it is their responsibility to engage with the team and not just “go along to get along.” And, as a manager, make it “safe” for them to engage and encourage them to give their input.
In managing the High S, keep in mind that they are driven to maintain the status quo. They can stubbornly hang on to the way things have always been, but they are actually very good at making a system even more efficient. The way to “move their cheese” is to have a discussion about the proposed change in a hypothetical way. For example, “What if we did this? If we did, what would you need to do on your end to make it happen? Let’s meet on Friday to give this idea some thought.” Remember, with the High S, “A change imposed is a change opposed.” Give her time to get her arms around the idea. A High D manager may have difficulty with this approach, but to get the best results, he or she may have to use the race car axiom “slow down to speed up.” Many years ago, my High D boss told me that he had learned to be patient with people while impatient for results. That is especially important when dealing with the High S temperament.
Managing the High C Temperament
The High C temperament is the most conscientious and analytical of the four temperaments. Managing them can be easy or it can be hard. High Cs are most often bookkeepers, technicians, accountants, administrative assistants, etc., since their inherent strengths and tendencies are especially effective in doing that type of work. And since most of that work is dealing with details more than with people, they are doing what they enjoy. And people work hard at what they enjoy.
Since the High C is so conscientious and can be a perfectionist, it is important that you not criticize their work because they typically put a lot of thought into it, and criticism of their work is the same as an attack on their competency. If you are managing a High C temperament, then consider the dynamics between your temperament and his or her temperament. If you are also one of the two introvert temperaments, i.e., the High C or High S, then chances are, the relationship will be an easy one because of your similarities. However, if you are a High I, remember that the worst thing you can say to a High C is “that’s close enough” or “it’s in the ballpark.” If you are a High D, then the High C will keep you from sabotaging your achievements; they keep the train on the tracks because the High C is a micro-manager while the High D is a macro-manage. Just remember to keep it professional and not personal. What you consider “direct”—especially about their work—may, to a High C, be an “attack,” and they tend to remember it long after the statement is made.
Leroy Hamm is the Founder and President of IHD Corporation. IHD, a leader in pre-screening and personnel development, is a 33-year-old Human Resources services firm that provides pre-employment assessments and management/team development. IHD provides the accurate assessment of new hires based on a model built from the assessments of the top performers and/or the job description of that position. Applicants tell you what they think you want to hear. Assessments tell you the rest. IHD also offers seminars on team building and conducting interview skills. These resources and others are available to CLN members in our e-Docs resource library.