Home    Introduction   Logical    Organized    Action    Relationship

www.thecolorspeople.com

© 2005 Personality Resources International

Introduction

Characteristics

Understanding

Observation

Workplace

Self-Esteem

Motivating

Cooperation

Support

Performance

Shadow

Conflict

Teamwork

Summary

When you make it a point to ask for my opinion and supporting arguments on a topic, you will enlist my cooperation and maintain a positive atmosphere for my interaction on the job."

“I avoid trouble and confrontations as often as I can, and may appear somewhat difficult to approach. 

Although I may feel emotion deeply, I usually do not show many of my feelings toward situations, persons, or stress."

Back to top

When an administrator or team leader recognizes the need to intervene with a colleague or employee, it is important to identify the approaches that will be most likely to bring about success. 

Interventions that are appropriate can keep the organization moving in a positive direction. Failing to make interventions that are needed or making inappropriate interventions can exacerbate existing problems. 

It is important that interventions are timely, appropriate for the particular personality style and conducted in a manner that will gain the attention, understanding and cooperation of the individual in question.

I.   The most common causes of performance

      problems with the Logical Way:

• Perceived negative criticism

• Lack of independence

• Blocks imposed on their ability to display intelligence

• Incompetence

• Boredom

• Others’ displays of emotion

II.   Confronting or meeting with the Logical Way:

•  Acknowledge their need to understand the logic behind rules, procedures, and policies and their reluctance to follow these blindly

• Discuss what is fair and just for all

• Communicate anticipated outcome of the discussion

• Keep expectations clear, precise and objective

• Make certain there is a common understanding of the situation

• Use specific illustrations to clarify points

• Be aware of their need to improve the situation

• Be certain the issues are understood and clearly stated

• Ask them to restate the problem or issue

• State clearly why a specific behaviour is undesirable

• Avoid the use of sarcasm, labels, or ridicule

• Maintain complete privacy

 

III.  Use performance-action techniques with

        the Logical Way:

• Focus on the specific performance problem or behaviour, not on the person

• Present a warning or reminder, if appropriate

• Invite them to identify an action they deem appropriate and fair

• Listen to them as they suggest possible recommended solutions

• Make sure the action taken is fair and appropriate to the behaviour or problem

IV.   Bring closure to the performance discussion:

• Note the past positive contributions to the team, company or organization

• Obtain an agreement regarding how their positive attributes can be utilized

• Indicate that you are always available should future problems arise

• Establish a new positive behavioural contract with them

• Set a specified time for a further review of the new behaviours

• Close in a formal, business-like and respectful manner