Putting Personality Tests To Work
I was working with an enlightened client the other day – they weren’t just enlightened because they chose to work with me (humour?) but also because of a unique feature.
This feature meant that their internal communication worked more smoothly, leading to improved alignment AND results.
Many of us have taken some kind of personality test, be it Myers-Briggs or DISC or something similar. Yet most of the time, the outcome is everyone says “oh, that’s very interesting. I knew I was a Yellow” and then gets on with things, carrying on as before, maybe even criticizing Dave in Finance* for never being able to understand their suggestions. What a plonker!
The results are kept in our heads and no action is taken.
Yet, I think we’re missing out on a huge opportunity to communicate with, and persuade others, more effectively.
My client had their entire team complete personality profiling and then add their dominant personality style colour to their email signature. “Best wishes, Martin. BTW – I’m a Yellow😁” Genius.
Why is this important?
As Thomas Erikson says in his wonderful book, “Surrounded By Idiots” (which I recommend often) the only time you truly be you is when you’re talking to yourself or you’re in a room full of other people exactly like you.
This is because communication happens on the listener’s terms, based on their experiences and biases (among other things). The message your recipient hears might be entirely different to the message you think you’re conveying.
So, if you want someone to “get” your message or be pre-disposed to being persuaded by you, doesn’t it make sense to adapt your communication style to a way that makes it easier for the listener to understand you so that you can establish a connection?
Thinking about the DISC model, Reds are results focused and high tempo, Yellows are focused on engagement and energy, Blues want to problem-solve and be correct, while Greens want harmony and to be liked.
Each personality style has its unique aspects, and of course it makes sense for us to think about who we’re dealing with.
You haven’t heard about one of my fails for a while, so how about this.
I once presented a business case to introduce a new supplier to the Head of Trade Marketing. He was an out and out Yellow (like me) so his approval should have been a slam dunk.
Instead of thinking about the best way I could gain his support, I defaulted to my Procurement “factory settings” – facts, data then more facts: cost savings (yawn), metrics (boring), compliance (dull as ditch water). He lost interest after the first 2 minutes, after which I’d lost him forever. An opportunity wasted.
When it comes to persuading others, first, think strategically about the person: what communication style do they prefer, what are their motivations and fears?
Then adapt your style to a way that’s going to connect with them the most, making your and their life easier and getting you a “Yes”.
*Dave in Finance is fictitious. He’s also a strong Blue.
PS. How can you maximise the effectiveness of 7 types of meetings with suppliers, from meeting with new suppliers (should you even meet with them?) to tricky meetings to deal with urgent performance issues? This is my 2nd course on Udemy. Sign-up to my newsletter and you won’t lose out on a huge discount.
PPS. Think that online training is boring with it difficult to remain engaged? My online training is a little different.
“The training was both practical and fun. It was kinda like watching the movie Titanic, you never realized how long the movie actually was.”
I just had to share this quote from a recent delegate because I think it’s brilliant.
