Using Different Styles of Interaction

Effective leaders learn to use different styles of interaction depending on the situation they face and the individual employees they must deal with. In today's post, Bill Gilmore, Senior Planner at Whitcraft LLC in Eastford CT, provides a very good example of using different styles of interaction. His company was in the processing of creating manufacturing cells and he knew that three people would not like that change. Here's Bill's example reprinted with permission:

"We were creating manufacturing cells at work that affected about 15 people. Having a good working relationship with all of them, I knew the three people who would be upset by the change and it gave me a chance to include them in different ways.

"One of the guys was going to complain no matter what, so I started probing him two weeks before we moved everything and made sure every negative thing he said was at least considered or worked around when possible. He happily moved and got his way on a couple of things that were good ideas but never would have come out if I didn't talk to him.

"Person number two was only concerned with where his tools would be located. Knowing his concern I was able to fit a shared tool chest in the cell and he was happy.

"The last person is the type of person that just doesn't understand why we need to improve everything and go faster so that gives him a bad attitude, but of course he won't ask any questions or give his input either. Knowing this, I went out of the way to explain why we were doing what we were doing and the money it would save without working any harder. Actually it will be easier because all his tools will be right there to use. He moved with no problems and very little negative comments."

In conclusion, Bill went on to say that his company is working on a number of change initiatives. He has seen several cases where the change process did not go well, where there were many problems and much arguing because the person leading the change did not understand how his people think or what makes them tick.

Thanks very much for the real-world example Bill. The key to managing people is to understand what drives each individual employee, and then to adjust our style of interaction with each individual in such a way that we get the very best performance from each unique person who works with us.

Bill Gilmore lives in Pomfret, CT and completed our Managing People program at Quinebaug Valley Community College in Danielson, CT yesterday.

About me: Dan Pelley teaches Managing People, a 16-hour program concerned with the topics of motivating people, developing positive attitudes, being more effective in getting the best out of each unique employee, and handling people problems. The program is offered to companies as an on-site program, and it is also offered on an open enrollment basis in Danielson, CT and Lincoln, RI.

Copyright © 2009 Daniel W. Pelley
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