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Understanding Your PAEI Management Style |
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The fundamental role of management for any team, function, division or company can be defined by just four basic functions or roles accordingly to Dr. Ichak Adizes, Founder of the Adizes Institute. Dr. Adizes believes that if a company is able to develop the four roles, then it will achieve success in both the short and long term. |
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| Producers (Paei) |
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Producers focus on producing results for customers and the organization. These people usually have two qualities:
- Technical knowledge of what needs to be done, and
- Persistence and Drive to see it through
Such people are driven by the need for achievement (they fear failure), work very hard and provide the energy to make things happen in the organization. People call producers “workaholic” as they come into office early and leave late. They are also called Lone Rangers or Crisis Managers. They prefer to the point conversation and are usually loud, fast talking and abrupt. They dominate or take charge of situations to push things at a quicker pace.
When Working With Producers,
- Get down to business quickly.
- Begin with the end, “The purpose of this meeting is to…” Be prepared to prove the value of this purpose.
- Move rapidly, slow down only when asked to.
- If you need help from this person, escalate to a crisis and point out their indispensability to the task.
- Demonstrate your initiative by doing things before they ask for them.
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| Administrators (pAei) |
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They usually focus on systems, policies, procedures and processes within the organization. They come to work on time, usually quiet and careful with the choice of words. They keep low key and like to use facts to prove their point. They manage by the book.
Administrators are usually analytical and detailed people and as such they pay attention to detail, follow through and think in organized ways. They are good in developing and follow through systems. Therefore, they tend to correct problems by adding new rules, policies, systems or procedures.
They like and / or promote people for getting things under control, are steady and reliable.
People call ‘high’ administrators “Bureaucrats”. They are slow to move and tend to follow precedent.
When Working With Administrators,
Lay out the plan as to what and how you want to proceed and get to what and how you want to proceed and get their buy-in up front.
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Start with the historical perspective and logically outline all the facts and circumstances in detail. Be prepared to prove them.
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Speak slowly and without undue emotion. Do not push for rapid decisions.
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Collect objective and needs for additional information at each step. Stop and come back later if you collectively discover any big holes.
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Provide ways to minimize risk. Show where and how it was done before, develop worst / best case scenarios, discuss warranties or guarantees, etc.
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Do not use clever gimmicks, tricks or traps to prove your point.
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Do exactly what you said you would.
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| Entrepreneur (paEi) |
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Entrepreneurs, like to focus on future opportunities and threats, what changes to make, longer term and the big picture and can generate new ideas to improve methods, products and business easily.
They provide energy for, and insights to, needed change for the organization. They are catalysts for needed changes in organization.
Their style is creative, charismatic. They are creative, flexible, courageous and comfortable with risk and ambiguity. They have the ability to see things that others cannot see plus the willingness to believe in their “foresights” and undertake significant risks.
On the flipside, they tend to be unpredictable, flamboyant and trendy. They can be very charming, excitable but have strong mood swings. When angry or pressured, they may attack and become insulting and personal. They make decisions fast and can change their mind later.
Their strengths can be their weaknesses and may make them appear arrogant, ungrateful, unrealistic and paranoid. Under such extreme behaviour, people call them “Arsonist”.
When Working With Entrepreneurs,
- Be excited. Start with the “big picture” and be visual in your presentation.
- Never go into the details unless asked to, but have them ready just in case.
- Be sure to give opportunity for input at all stages, “I’m not sure, what do you think?” Applaud their ideas and use them somehow.
- Always give them options so they can make the final decision their own. Be prepared, their decisions will invariably be slightly different than yours.
- If they appear to have decided something, check to see if they have really decided or are just thinking out loud. Get any decision made down in writing within 24 hours.
- Be extremely careful about demonstrating your initiative by doing without their consent. Your good intentions may be seen as a mutiny.
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| Integrator (paeI) |
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They focus on feelings, people and relationships issues (morale, cultural, consensus, etc.). They are good in helping to connect and build teamwork to get Producers (P), Administrators (A) and Entrepreneurs (E) and Integrators (I) to work synergistically for the organization.
They are sensitive to people, the climate and group processes in their place of work. Therefore, Integrators tend to be excellent communicators and are good at listening.
They are slow-paced, open, caring and usually show interest in other people’s personal lives. They tend to make up their mind when the team consensus is clear. Their offices are warm and inviting and have lots of people pictures and other mementos.
In extreme cases, they can be spineless, wishy-washy, sentimental and doing things for their own self-interests. Such style represents a “Superfollower”.
When Working With Integrators,
Warm-up, show interest in their personal life. Take time to identify their personal objectives.
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If you want to motivate or change this style’s mind, discuss the feelings and opinions of others in positions of authority.
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Don’t rush or push for rapid decision. If you must make a fast decision, be prepared to prove commitment from others.
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Be sure you have done your homework and that your supporters will back you up when questioned one-on-one.
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