People Leader Scorecard

You’re universally loved by the people you work with.
Sometimes you let people walk all over you.
“Why can’t we all just get along?”Your Personal Mantra

How you manage others

You’re working hard to fill the office with warm fuzzies. You think of the people you work with as friends before colleagues. When you’re faced with a challenge or tough decision, you bring it to the team rather than making a top-down call. You go out of your way to get along with everyone and make sure your employees feel valued. That means you avoid conflict like the plague. Even when faced with a tough conversation, you do your best to make sure everyone walks away unscathed.

How you prefer to be managed

You prefer to be managed just like you manage others. You regard your immediate boss as a friend and mentor, and tend to blur the line between work and home. You’ve probably invited your supervisor out for a drink after hours, or to your house for dinner or your kid’s birthday party. You prefer coming to a mutual agreement rather than being issued orders. You’re not afraid to apologize or admit mistakes, either; you view authenticity as a way to drive results and accomplish goals, not as a sign of weakness.

How you can be more effective in operating with leaders of other types

  1. Results: You may be focused on maintaining relationships with your peers, but to your Results-oriented colleagues, it can seem like you’re taking your eye off the ball. Make sure to focus conversations around output and results, and don’t be surprised if they come across as curt. Remember, they want to win, and don’t mind ruffling feathers to get things done, so expect conversations around performance expectations to be direct.
  2. Data: Data-oriented leaders don’t really care about things like keeping employees happy unless they find evidence to show it’s going to impact the bottom line. Be prepared to make data a bigger part of your decision-making process, and make sure you can justify your choices with numbers. Using the relationships and trust you’ve built to access information to make your case will go a long way toward getting along with Data leaders.

Relationships with your employees

The most important thing to you is thoughtful communication, so long as it’s not so open that it gets in the way of cooperation. When one of your employees is struggling, you expect others to step in and pick up the slack. When someone is going through a hard time, you’re the first to offer help, and you expect everyone to contribute. In return for their trust, you’re always willing to go to bat for your employees.

Relationship with your boss

You maintain a friendly relationship with your boss, making small talk throughout your meetings, occasionally oversharing, and almost never experiencing friction. It’s a good thing, because confrontation makes you really uncomfortable. Even when things are going badly, you tend to steer the conversation toward how you can pull the team together to overcome whatever challenge you’re facing.