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Growing up, your teachers probably pointed out how well you worked with others. As a manager, you view your employees as equals. Your desk is out on the floor with your team rather than in a private office, and you ask that your employees call you by your first name. You run your team like a democracy, and when you have a hard decision to make, you make it as a team. Your openness earns trust among your employees, even if it does slow down progress at times.

When it comes to your supervisor, you expect them to be as much a part of your team as your employees. Unlike peers of other types in your organization, you frequently invite your boss to team meetings, team lunches, and happy hours. At the very least, you like to check in often and run decisions by them to make sure you’re moving in the right direction. You also want your supervisor to treat you as you treat your employees, asking for input on decisions being made at their level.

1. Data: Building a consensus is important, but data-oriented colleagues are going to want some numbers to back that up. Put the trust you’ve earned with your team to work by requiring them to provide hard data to accompany their ideas.
2. Process: On your own team, you’re probably used to dividing up work informally during meetings with your employees. Process-oriented leaders need you to take the lead and be a little more formal. Rather than waiting for someone else to take the initiative, create concrete deliverables and deadlines, and make sure you set clear expectations.

Your employees probably blur the line between their work and social lives, spending a lot of the day making small talk and preferring to meet over coffee or at the bar for happy hour versus in the conference room. You want to foster great relationships, which is mostly a good thing, but it can lead to interpersonal friction when you confuse activity with productivity. Sometimes you need to leave people alone to get their work done.

You treat your supervisor the same way you treat your employees, more like a bestie than a boss. You’ve never met a stranger at any level of the organization, which tends to serve you well professionally. You follow the rules and seek affirmation from your boss to validate your decisions; the last thing you want is to rub anyone the wrong way and risk being ostracized from the group.