Personality Types: Tapping the Profitable Secrets

Behind the labels of personality types lie the secrets to more profitable leadership and teamwork.

Workplace leaders often assess team member personality types — amiable, expressive, analytic, driver. If leaders stop there, these results become inactive labels of little value. As I work with leaders and their teams, I highlight the profitable secrets of personality types.

Personality Types: Image is a toy safe w/ door open and coins.

The Profitable Leadership & Team Secrets of Personality Types

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Secrets of Personality Types

Personality types impact employee engagement and commitment, understanding and outcomes. In times of great change, personality types can block or feed success.

Personality Types & Employee Engagement

  1. Amiable personality types come alive through personal connection. If you want to tap the profit they can bring to the business, bond with them personally. You do not have to be their best friends yet if you skip the bonding you skip the profit. A just the facts approach makes them feel lonely and demoralized. In today’s world of virtual teams, remember to connect with amiable types face to face or video conference for a winning solution!
  2. Expressive personality types shine in and through communication. Two-way communication, a critical skill of any good leader, brings these people to full contribution. If you are fast paced and minimize communication, these expressive types feel shunned. You are leaving the profit they bring by the wayside.
  3. Analytic personality types work with ordered thought. They have much to contribute if you allow for some ordered discussion. If you are brainstorming, take a small pause to capture the analytic’s ideas. If you are a very creative leader, summarize your thoughts in an ordered manner after your creativity. If you skip the order, you leave analytic types frustrated and the value they can provide, untapped.
  4. Driver personality types crave end results and achievement. Give them the big picture, highlight critical milestones and risks, and then let them deliver the results. If you micro-manage them or demand they focus on every tiny detail, they feel trapped and annoyed. Although many people dislike micro-management, driver types resent it. You are keeping them from the brass ring! They may look for a new job that gives them a less obstructed run toward success.

If you are leading change and you are …

  1. Driver personality type intent on pushing through massive change, you will overwhelm other personality types. Don’t issue announcements. Hold all hands meetings. Don’t tell them to stop complaining. Find their concerns and have them develop solutions with you. If you want the employees to implement the change, engage who they are. Else you will not tap the profit of personality types. The change will die a slow death.
  2. Amiable personality type, you can get caught up in feelings and bonding instead of leading through the tough moments. Don’t get stuck. Use your incredible bonding skills to rally support for the change. Engage everyone’s talent to make it happen.
  3. Analytic personality type, you may demand too much information before making decisions. The change effort can falter. Trust the other personality types on the team and profit from their ability to move change along faster with a little less data.
  4. Expressive personality type, you can shine in organizational change because you love to communicate. Yet, you must remember to engage in two-way communication. Don’t deafen them with your constant talk. Profit from the analytic, amiable, and driver type ideas by remembering to let them communicate too!

Great leaders ignite the talents of the team members they have. To engage and lead employees, adapt to their personality types and reap the profits.

If instead you revel in the comfort of your own personality type, you will leave the profit for the next adaptable leader.

From my professional experience to your success,
Kate Nasser, The People Skills Coach™

Related post:
GPS Your Brain to Work With Any Personality Type
The 12 Most Absurd Debates Between Introverts & Extroverts
People Skills Insight Revealed for Introverts & Extroverts

©2011-2015 Kate Nasser, CAS, Inc. Somerville, NJ. I appreciate your sharing the link to this post on your social streams. However, if you want to re-post or republish the content of this post, please email for permission and guidelines. Thank you for respecting intellectual capital.

Kate Nasser, The People Skills Coach™, delivers coaching, consulting, training, and keynotes on leading change, employee engagement, teamwork, and delivering the ultimate customer service. She turns interaction obstacles into interpersonal success. See this site for workshop outlines, keynote footage, and customer results.



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Engage in people skills learning! Let’s turn interaction obstacles into business success in leadership, teamwork, and customer service experience. I invite your questions, share my experience, and welcome your wisdom.

And 6 Tips To Quiet Noisy Knowledge!

Most leaders and teams hope their knowledge and experience will serve them well. We listen to it for guidance during uncertainty. Yet in times of change, is our knowledge too noisy to listen to new ideas?

Leaders, Is Our Knowledge Too Noisy to Listen to Change?

How can knowledge serve us and our teams well if it screams inside when new ideas don’t fit it? Consider that:

    Knowledge and experience are on a list of common listening barriers.

    Interesting recent study results from the University of Pennsylvania suggest people are biased against creative (new) ideas.

So what does it matter?

Key Concerns About Noisy Knowledge

    Is timely innovation in the workplace possible with bias against creative ideas that challenge existing knowledge?

    When knowledge and experience are a buoy during times of change, will people ease their grip on that buoy — early on — to listen and consider creative, innovative ideas?

    What are the risks of allowing noisy knowledge to slow or stop innovation? It happens and often in the shadows.

Quiet Noisy Knowledge With Awareness

  1. Bring the issue into the light with your teams. Start using the phrase “noisy knowledge” as a cue with yourself and anyone in the room who is not listening to new ideas.
  2. Position new ideas as new knowledge. If knowledge is the buoy, you can add more to the buoy instead of letting go of it. New knowledge is the buoy of security for continued success.
  3. Note aloud the emotional reactions to the new ideas. Then put aside the emotion to consider the substance of the ideas. By separating the emotion from the thinking, new ideas have a chance! “My emotional reaction is …, now let me consider the idea.”
  4. Ask yourself and others, how is my/your noisy knowledge impacting others, the business, and success? We are each responsible for the energy we bring to or drain from a workplace, a meeting, or a moment.
  5. Leaders, consider having everyone take a social styles indicator (Amiable, Expressive, Analytic, Driver) so that everyone can own their type and understand how others communicate. Communication styles affect listening!
  6. In advance of any major change initiative, help yourself and team members identify everyone’s change reactions. The KAI (Kirton Adaptive Innovation Inventory) is a great instrument to help each person see how open s/he is to change. Once known, then owned and managed!

The need for comfort and security is understandable. The need for timely change, inevitable. The pathway for both, around the noisy knowledge, is awareness, ownership, and communication.

What else would you add to overcome the barriers to listening to new ideas? What’s your #7 for this list?

With belief in everyone’s change-ability,
Kate Nasser, The People-Skills Coach™

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish the content of this post, please email Thank you for respecting intellectual capital.

Kate Nasser, The People-Skills Coach™, delivers consulting, training, DVDs, and keynotes that turn interaction obstacles into business success especially in tough times of change. See this site for workshops outlines and customer results. Lead change with vision, courage, and communication.

Helpful can sound patronizing when said at the wrong time.

Whether you are a leader, manager, teammate, friend, or family member, these people-skills timing tips improve interactions, results, (and your individual people-skills image).

Sound Helpful Not Patronizing - Image from Istock.

Assuming our words are not hurtful, we sound helpful not patronizing when we:

  1. First learn what they think or feel instead of presuming to know. “How do you feel?” sounds helpful. “I’m sure you feel/think …” sounds patronizing.
  2. Check our motives before we speak. Are we offering help because we have lost patience with them or how they work? That motive shows in our words and tone of voice and can sound patronizing. This is especially true when we have had previous disagreements.
  3. Ask permission to help before we give advice or a helping hand — regardless of our motives. Unsolicited help can seem patronizing and demeaning. If we must jump in without asking, best to first offer the critical reason why.
  4. Give help in a way that the other person will value.

    An amiable personality type focusing on emotions can sound patronizing to a results oriented driver.

    The get-it-done driver can sound patronizing to an analytic who wants all the details.

    The analytic can sound patronizing and preachy to those who want the main point first.

    The expressive risks patronizing others when they dwell on one subject for too long.

  5. Use focused words instead of minimizing words. For example, primarily is a focused word whereas just and only are minimizing words. “Are you just concerned about the deadline?” can minimize someone’s perspective and sound dismissive and patronizing. “Are you primarily concerned about the deadline?” can fuel a valuable discussion.

It’s not what we say that matters. It’s what we say, how we say it, and when we say it.

When we take time to adapt, we succeed.

From my experience,
Kate Nasser, The People-Skills Coach™

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish the content of this post, please email Thank you for respecting intellectual capital.

Related post on adapting to others GPS Your Brain to Work With Any Personality Type.

Kate Nasser, Kate Nasser, The People-Skills Coach™, delivers workshops, keynotes, and consultations that turn interaction obstacles into interpersonal success. Leaders have booked Kate for 23 years to channel people-skills extremes into business gains. See this site for customer results and book Kate now.

The impression you make on others impacts the outcome.  The impression others make on you impacts what you will achieve together.  This is the world of people-skills.  What impression do you make? Is it the one you want?

People-Skills: What's Your Impression? Image by: Fabbrica22

A recent first time face-to-face meeting with a contact left me surprisingly annoyed.  He was a visual communicator. He drew everything he said.  His focus was on the drawing.  He drew at me instead of communicating with me.

The impression he made was isolated and professorial.  Yet, we met to network and explore business possibilities.  The outcome? Very little since he stayed in his own world of visuals.

There is nothing inherently wrong with using visuals.  They clarify when words can’t.   They expand understanding beyond the details.

Yet if you surrender your impression (especially your first impression) to any one aspect of your natural style, the end result may not be what you want or need.

Extremes separate you from the rest.

They can get you noticed or isolated.

This is the world of people-skills.
What’s your impression?

When you are online, do your short messages come across as marching orders or effectively concise human connections ? When you are on the phone, does your personality come through? Do you know what impression you make?

Driver personality types achieve results yet can turn people off because they sound like they are issuing orders.

Amiable personality types build connections yet can leave people confused about the message.

Expressives leave no doubt about the message but can strain people’s patience by talking too much.

Analytics draw people in with logic but can lose them by leaving the main point until the end.

Moderating extremes to better connect with others is the world of people-skills. What’s your impression? It’s yours to develop.

Want to learn more about how to adapt? Watch GPS Your People-Skills to Work with Any Personality Type (short video).

From my experience to your success,

Kate Nasser, The People-Skills Coach

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish, please email Thank you for respecting intellectual capital.

Kate Nasser, The People-Skills Coach, delivers workshops, keynotes, and consultations that turn interaction obstacles into interpersonal success. Leaders have been booking Kate for 21 years to turn people-skills extremes into business success. See this site for customer results and book Kate now.

As a leader, your vision and focus affect, perhaps even determine, the ultimate outcome.  How is your vision of the organization?  Is it a perfect 20/20?  Well I hope you are wearing multi-focal corrective lenses to sharpen your daily vision because many things can cloud the picture.

Personality type. 

If you are a driver personality, you may miss seeing the potential in people if it isn’t straight at you.  Caring primarily about the end-result, you often see the distance better than anyone yet your close vision is blurred.

If you are an analytic personality type, your vision of details is superb yet you may miss the ultimate destination because you aren’t looking far enough ahead to steer others to success. 

If you are an amiable personality type, your desire for harmony seeds great bonding yet your team may falter in the completion of tasks.

If you are an expressive, your team will know what you want yet you may not necessarily hear their questions or input.

If you are wearing corrective lenses, you can balance out your dominant trait with focus on these other important aspects.

Economic Conditions.  Do you make the same wise decisions in tough economic times as you do in good times?  Or is your vision blurred by the pressure of financial impact?  The corrective lenses to wear in this case — a checklist of the questions that have guided you to wise decisions in the past.  Update the list and use it!

A New Team Given to You.  Picture it – you have accepted a leadership position of an existing team you did not previously know.  As you do a quick assessment you sense they are not the right people for these jobs.  If you are thinking, “I would never have hired these people”, your thinking will block your vision for success.  The corrective lenses to wear in this situation are discussions with each person to truly understand what they have to offer.  It is very possible that conditions have buried their talents.  If it isn’t true, your vision for success will still be clearer than had you not worn these corrective lenses.

You Get a New Boss.  There is a shake-up above and a new leader is over your organization.  What is your reaction after you hear her/him say that there will be big changes in how things are done?  Do you sub-consciously or consciously think “Oh s_ _ _ !”   Get those corrective lenses on your thinking quickly and go into creative exploration mode.  You and your teams will enjoy the journey through the changes and your new boss will have an exponentially better view of your value!

Your Customers’ Business ChangesThey say that businesses fail when the market changes and businesses don’t.  Are you in touch with where your customers’ businesses are going?  Are their markets changing?  As a leader, you need to be wearing multi-focal lenses to see far ahead so you have time to re-focus your teams.  For example, if your customers are scientific researchers and their results take them in a completely different direction – it can have far reaching affects on your organization as a supplier or service provider.  Keep your corrective lenses focused on your customers to stay current with their needs.

Remember, multi-focal corrective lenses sharpen your leadership vision and remove the clouds that can block your success.  Is it any wonder that these lenses are known as progressives?

Kate Nasser, The People-Skills Coach

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(Footage by capturing Kate Nasser’s key messages on personality type to the Annual Gov’t Customer Service Conference.)

In this info-packed and humorous session on GPS Your Brain to Connect & Work Better with Anyone, Kate Nasser, The People-Skills Coach, shows you how to spot personality types and easily adapt. Imagine the success you will have in customer relations, customer service, teamwork, and leadership when you better understand the behavior you see and how to thrive with it!

Diversity is everywhere and if you learn to identify the differences in personality type, learn to love the differences, and find the fit — your career (or business) and your life chart a new path of success.

Kate delivers short focused workshops and webinars on this hot topic.  She is also writing a book with a very interesting twist on personality types!