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“I have a great idea. I’ve been thinking about it for months, and I just announced it to the world. Can you get it done by tomorrow? I promised everyone it would be ready by then, and they are super excited.”

“We have a project. Here’s what you need to do. First, this. Now this. Then this. We just need these three things, and it will be DONE!”

“A new project? OK, great, I’d love to help. Let me figure out the details so I can lay out a plan with order and a reasonable timeline.”

“Have you thoroughly researched and vetted this idea? Is it in compliance? What effect will it have on other objectives and resources? Three steps? There are things missing here that, if not addressed, could get the company into trouble. Let me think about this.”

These are conversations common to every business, and in some cases, these are daily, disjointed conversations. Over time, they culminate into “communication issues.”

Here’s the thing. Each of these four people are looking at the same project. But, like we teach with our beachball illustration, each person is seeing it from a different perspective.

The Result?

Frustration. Misunderstanding. Missed deadlines. Quality control issues. Chaos.

If any of these describe the operations of your business, it could very well be rooted in these basic conversations.

Inevitably, in any organization, you will find these four patterns of behavior.

1. The fast-driven idea generator for whom the time from idea to implementation is “immediate.” The problem is, they are not the ones completing the implementation because they thrive on idea generation and often lose interest before something is completed. Their strengths are in “starting.”

2. The director, a powerful leader – driven and to the point. Those points are usually three to five in number, each preceded with the word “now.” Directors are great starters. They are also great closers. But they may miss critical details in between that result in having to circle back to re-do some of the work.

3. And then there are the detailed planners. While they are great at laying out a plan and creating efficiency, it may be challenging for them to work in the chaos of ideators, who they perceive to “pile on,” and directors, who may push them to do more and work faster without realizing that if details are addressed, it can actually be done more efficiently. Planners may not initiate an action, or at least not immediately, but they will finish it well.

4. The analyzers tend to think first, then act. When they act, it is very targeted and efficient, and it does not have to be done again because it is done correctly. They may, however, overanalyze and thus hold up progress toward a goal. They are not immediate starters, but they will, by virtue of integral values, finish well.

Which one is right?

The answer: All of them are right.

Each of these team members plays a critical role.

• • Without ideators, a business would be stuck and stale.
  • Without drivers, there would be plenty of ideas and little action.
  • Without organizers, the idea to implementation cycle would never be complete.
  • Without analyzers, efficiency and quality would suffer.

As you can see, a company needs every single type of person. And while there may be differences because of personality, those very differences are what stabilize the company, so it gets results.

Think about this the next time you are frustrated with the endless idea stream of a teammate, or the pressure of a driver, or the questions of the organizer, or the stillness of the analyzer.

Instead of allowing the frustration to fester or trying to change the person to be like you, choose to honor their differences. Communicate in their style, not yours.

In the Communication Impact Report, we discuss ways you can bring these differentials together into one cohesive unit – one that has ideas that get implemented that get quality results.

Click below to learn how you can create that kind of team, where individual strengths are honored and used to create amazing results.

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For more resources on how you can increase communication, collaboration, and leadership across your organization, click here to learn about the Communication Impact Report and Workshop for leaders and their teams.

As the CEO of Strength Leader Development, Deb Ingino is a highly sought-after international executive mentor, coach, trainer, and speaker. Deb is well versed in global business operations and helps business leaders and their teams to discover and leverage their strengths, so they can create highly collaborative teams that deliver great results. With a refreshingly direct style, and using the Maxwell Method, Deb helps leaders and teams to deliver profitable results. Connect with Deb to learn more about her mentorship and coaching programs to equip you with advanced strategies to elevate your results.