How to Handle Different Personalities at Work

You must adapt and manage your team members according to their differences. No two people are the same, and even if they work well together, it’s essential to be tolerant of different personalities and preferences. 

This will make it easier for you to get the message across to motivate them to achieve the highest level of performance. Your goal is to keep employees happy and motivated at work, and a little flexibility can go a long way.

The question is, who exactly are your employees and who do you have to deal with? Your team can be made up of many people with apparently similar personalities but who are, deep down, very different. As a manager, it’s your job to identify who is underperforming and why. 

Likewise, you need to know what makes your best employee the team’s star, and this will allow you to replicate it with other professionals. Here are some tips for the eight most common personalities you are likely to come across in your professional life:

1. The peaceful

“Peaceful” employees are calm, measured, and generally very optimistic. They can always be the best decision-makers, always the quickest, and rarely give heads to the chefs. He is usually suitable for the quality of his work, and his manners are popular not in writing. 

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If the two of you are “peaceful,” it’s essential to make sure they feel supported and are recognized for their excellent work. 

Also, spending time with them talking about their lives off the table, their hobbies or interests can help keep morale high and ensure they get the job done.

2. The Sensitive

To deal with “the sensitive”, you have to be especially careful. They tend to be charming employees who contribute positively to the team, but the problem is that their feelings are easily hurt. So even if you share the most constructive criticism with them, there is a risk that they will take it personally and affect your performance. 

Therefore, you cannot be too direct when addressing them. When you have a difficult conversation, make sure you approach it with encouragement and support rather than criticism.

3. The Funny

There will always be an employee who enjoys being the centre of attention, both in and out of the office. If you manage to channel his enthusiasm, he can become a perfect team element, providing a point of fun and interaction among other professionals. 

They can help boost team morale and develop stronger relationships between colleagues and collaborators.

Also, you may need to bring the “funny ones” down to earth from time to time, especially if they’re wasting a lot of time on things that have nothing to do with work. Do this carefully, as you don’t want it to get too cold. A few particular words will be enough to straighten them out.

4. The Precise

Some employees are highly analytical and will be constantly concerned with adhering to defined processes for getting things done. 

In this case, some of the changes that these workers can suggest to the systems or methods will likely help reduce costs or generate resource savings, but others will not. 

There is a risk that “the precise ones” will criticize everything for its sake, just because it is not the way they would like it to be.

Effective people management requires listening to what employees have to say, taking your best suggestions into account, and “stopping the motion” from time to time. 

These professionals’ analytical and fact-based approach can be a significant value-add on some projects, but not all. With proper guidance, they can work at a very high level.

5. The Powerful

In every workplace, there are “powerful” or “aggressive” employees who are always looking to be in control or make decisions. They are good at their job in most cases, and they know it. 

For the sound management of your team, it is necessary to stop these professionals whenever necessary, and they cannot harm your team’s leadership or affect other employees.

These employees need a direct and objective management style and autonomy to carry out their work. You must show an active interest in your career development, as, without the proper support and motivation, it can affect the organization. If they feel that their talent is not being recognized, they may leave the company.

6. The Non-Participatory

Some employees are remarkably uninterested in joining the team and participating in the activities organized by the company, preferring to work in peace and undisturbed. 

As relatively lonely people, they will avoid interacting with colleagues or clients, which can negatively affect the overall results. As a manager, you must emphasize the importance of collaboration and encourage these professionals to work side by side with their peers. 

That doesn’t mean they should suddenly become best friends with everyone, but they should get more involved. If they remain isolated, it is arguable that they may be better off in another position within the organization, one that suits their personality and strengths.

7. The Unyielding

“The Inflexible” often present a challenge to bosses, and they are often opposed to change and do not accept that a different way of doing things can also bring good results. 

It is necessary to reinforce the importance of the big picture, the “big picture”, and individuality, and make these professionals realize that if they have received instructions, it is for a reason. Sometimes you will need to be more direct and forceful to overcome your stubbornness.

8. The Difficult

There are some steps you can take to avoid hiring mistakes, but sometimes you can hire an employee and realize too late that they don’t want to participate in the team or culture of the organization. 

When managing people, it’s straightforward to see when an employee would rather be somewhere else, at another job, but it’s his responsibility as long as he’s part of your team.

“Difficult” employees may have a poor attitude towards work, but to manage your team, you need to be able to bring out the best in them. Give them work on a specific project, and with particular instructions, share with them the due dates and expected results so they can focus. Suppose you can’t motivate them to put in a little more effort at work and get the results you desire. 

In that case, it’s essential to talk to them directly and alert other senior professionals in your organization. If you’re still underperforming, it might be time to assess the benefits a new hire can bring to your team.

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