How to better understand your employees through identifying their basic behavioral style

Knowledge about basic behavioral styles helps you to understand employees better and to implement the approach that most effectively motivates each one.

Personalities can be categorized according to four basic styles observable in the behavior of most individuals. When you understand these styles, they serve as a basis for choosing your approach to motivating your team members. Consider these four basic styles as you interact with people:

Action Oriented People

People who are action oriented know what they want, and the approach seems to imply an attitude of “let’s get it done right now –and get it done my way.” Action-oriented individuals concentrate primarily on the task at hand, rather than on people. 

As a result, they’re often perceived as uncommunicative, detached, independent, and competitive. They initiate clear-cut actions, but the reasons for their actions may not be obvious to others because they seldom share personal motives or feelings.

Action-oriented people are so busy “getting things done” that they tend to neglect building close relationships. Action-oriented individuals appear to work with others only when it’s necessary to do so to achieve their objectives.

When you have a team member who is action-oriented, communication needs to be directed to the task at hand. If there’s a problem and you need information, ask questions that are pointed toward the task itself, how it can best be done, and what actions can be taken to gain the desired result. Listen carefully to the answers you receive from one who is action oriented. You will get the bare facts, but those facts will go to the heart of the problem. Be willing to accept the information offered even though it seems to lack tact and concern for the feelings of others.

Relationship-Oriented People

At the opposite extreme from those who are action oriented are relationship-oriented people. Setting a high priority on cooperative behavior, close relationships, and friendships, they lend freshness and warmth to any situation. They interpret the world on a personal basis; they tend to become involved in the feelings of others and in relationships between people. Although power over others doesn’t motivate the relationship-oriented, being accepted by others is vitally important to them. 

People who are relationship-oriented like to get things done through others; they depend upon understanding and mutual respect rather than authority, force, or threats to gain cooperation. Managing relationship-oriented individuals can be pleasant even when it’s unproductive.

Be aware of the need to show concern for the opinions and needs of workers with this style.  Give instructions and seek cooperation by appealing to their current personal concerns. When you take the time to be caring and tactful, you can count on the commitment and loyalty of these team members.

Intuition-Oriented People

Intuition-oriented individuals are sometimes called unpredictable; they appear communicative, approachable, warm, and competitive. They want others as friends, but they like them best as followers and supporters. Placing value on power and politics, intuition-oriented individuals are motivated to gain personal recognition and to rally support for their own causes. However, intuition-oriented people change course of action easily and often fail to bother with the specifics of who, why, what, and how.  They sometimes are undisciplined in their use of time.

The most difficult part of leading intuition-oriented people is knowing what to expect from them. They have great energy, initiative, and desire to be productive. When you communicate with them, ask their opinions, and then lead them to relate those opinions to facts before they act.  You can coach them to be a little more practical and logical without losing the advantage of their creativity.

Thinking-Oriented People

Thinking-oriented individuals live life according to facts and principles. They show minimum concern for relationships and focus on organizing and to getting things done. Those who use this style are often regarded as cold, detached, and indifferent. They’re cautious about showing personal warmth. They sometimes seem more concerned with getting things done rather than with personal involvement or regard for feelings.

When you’re responsible for providing leadership to thinking-oriented people, give them time to think through the task at hand. Give them good reasons for the orders and instructions you give. Be especially careful to provide them with a personal tracking system so they can always knowhow their performance measures against organizational goals or standards.