He’s the passive aggressor, the one with the tight-jawed smile. Sure, he’s a great guy when he gets his way, but give him an unpleasant task and he’ll drag his feet. Need him to fill out that insurance paperwork? Yeah. He’ll get right on that.
When it comes to understanding your employees, it boils down to three basic questions:
She’s the list maker, the fact checker, the one who always seems to be checking your work over your shoulder. Sure, some call it nitpicking, but isn’t anything worth doing worth doing right?
You make what seems like a promising hire – good resume, relevant experience, and solid references. And, at first, her performance matches that promise.
He’s the hothead, the live wire, the one with the short fuse and explosive temper. His energy is infectious, but his mood can turn on a dime, and when he starts lobbing shells, boy you’d better take cover.
Jon Bentz pioneered the study of managerial derailment when he launched a 30-year study of failed managers in the late 1970s at Sears. Bentz presented his research at the Center for Creative Leadership in the early 1980s. Bentz noted that they were uniformly bright and socially skilled; they failed because they:
“What is your greatest weakness?”
You’ve seen him around the office, he’s made sure of it. He’s the boaster, the big timer, the guy who never seems to mind tooting his own horn. Some call it hubris, but are you really going to question God’s gift to business?
She’s the idea woman, the visionary, the one with incense in her office and flowers in her hair. She doesn’t just think outside the box, she lives her life outside the box. Sure, her methods may be a bit unorthodox, but you have to dream big things to do big things.
Here in the Hogan marketing department, we spend quite a bit of time talking about the dark side of personality – the way people experience us when we are at our worst.