Managing different personalities

and individual differences at

Workplace
By
Saurabh Gujar
Keshri Pednekar
Megha Poojary
Madhurima Paul
1
Factors of Individual
Differences at Work
Place
1. Age
Age creates differences of mental ability,
abilities, physical capacity and maturity.

2. Heredity
Heredity differences result in the quantity and
rate of physical as well as mental development
being different in different individuals.

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3. Economic Situations
Economic situations are seen inducing
differences in the interests, tendencies, and
character.

4. Motor Ability
The individuals movements of the hand and
feet and other physical abilities are seen to
be varying individuals to much extent,
creating different abilities among individuals
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5. Sex Differences
Although modern psychologists are not prepared to accept sex
differences as the criteria of differentiation between boys and girls yet
sex does lead to differences between individual even though the
family, social and cultural environment may play a major part in it.

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 4. Emotional Stability
Due to many physical, mental and environmental
factors the emotional stability of individuals is differently
affected and this gives rise to differences in their
respective natures.

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6. Temperament
Some people are by temperament fast and short tempered while others
are secretive, some active and others inactive.

7. Rate of Learning
Individuals differ from each other because of
their attitude and rate of learning, their zeal,
rate of progress and transfer of training

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8. Environment or Atmosphere
An individual takes good or bad qualities accruing from a good or bad
environment which comprehends family, school, neighborhood, society
and culture.

9. Nationality
Individuals of different countries differ in respect of nature, physical
and mental differences interest and personality etc. Because of
difference in their cultural and geographic environments.

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10. Difference of Interests
Difference in sex, family background, level of development, difference, of
nationality race etc. also leads to difference in interests.

11. Situational Variables

• work space and layout
• design and condition of
work equipment
• method of work
• physical environment
• character of organization
• type of training and supervision
• types of invectives,
• social environment
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 Myers Briggs
Personality Types

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Determine where the employees fit in to
each of the four categories…

11

Bold, imaginative and strong
willed, always find a way or
make one
How to manage them
• Help develop leadership
qualities ;Challenge them to
develop new competencies
• Discuss their job
advancement opportunity
• Feedback- begin by
acknowledging their
competency and value they
add and advice on improving
their competency
• They can be retained by
giving them a leadership role
and long term strategic
Margaret Thatcher
planning assignment
ANALYSTS
Strategic thinkers with
plan for everything
How to manage them
• Clearly outline objectives • Provide them with
• Challenge them with
intellectually complex
assignments and problems
• Feedback- begin by • Feedback- by being direct
acknowledging their
competency and value they • Retention-by giving room
add
• They can be retained by
giving them opportunity to
develop innovative
solutions. Time and space
to work independently with
minimal interruptions
Smart and curious
Highly intelligent and
thinkers, cannot resist
have thirst for knowledge
intellectual challenge
How to manage them
How to manage them
• They have to be kept
challenges that engages
challenged
their creative problem
• Feedback-by focusing
solving skills
compliments on their
logic, analysis and
with them
creative ideas
• They can be retained by
for professional
providing them with
advancement and access
opportunities to gain
to influential people
knowledge by interaction
with group of respected
collegues
12

Charismatic and inspiring, able
to mesmerize their listeners
How to manage them
• Express appreciation for their
contribution
• Provide supportive,
collaborative and team
oriented work environment
• Feedback- by following their
lead conversationally
• They can be retained by
giving them a mission they
believe that is consistent with
their strong personal values;
opportunity to use their
Martin Luther King
creativity to find solutions to
help people Jr.
DIPLOMATS
Quiet, inspiring and Creative, value Kind and altruistic, care
idealists uniqueness and originality deeply about other people
How to manage them How to manage them
How to manage them
• Respecting their • Should be given room to
• Always acknowledge
authorship and ownership express
good work from them to
of their ideas • Engage in problem solving
validate their efforts
• They should feel respected skills and brainstorming
• Feedback-by connecting
• Feedback- constructive • Give flexibility and don’t
on personal levels; don’t
criticism after lot of micromanage
jump right to business
praises; give advance • Feedback- plenty of time
• They can be retained by
notice of meetings for discussion while
providing frequent
• They can be retained by considering their input,
appreciation for their
giving them opportunity to don’t give facts and
creativity and unique
maintain a high degree of examples
perspective; and giving
personal and professional • Retention-by giving
them opportunities to
integrity chance to use their
Robin Williams heal other’s
Hellen wounds
Keller 13
creativity

No-nonsense people, excellent
administrators, unsurpassed
at managing things
How to manage them
• Logical reasons for decisions
and viewpoints
• By telling them that they are
trusted to manage process
• Feedback- to be given in
step by step manner with
details; specific about the
results or behaviours that
have to changed.
• They can be retained by
giving highSotomayor
Sonia levels of
responsibilities; providing
Associate Justice of
feedback evaluations that
Supreme Court of US
are logical and explicit
SENTINELS
Practical and fact minded
individuals; reliability
cannot be doubted
How to manage them
• To reward good work with
more responsibility and
authority
• Feedback should be
straightforward and to the
point- no beating around
the bush; logical
explanations for all requests
• They can be retained by
giving them time and space
to work alone.
• Autonomy to use time and
Angela Merkel
resources to reach the
Chancellor
goals of Germany
Extraordinarily caring,
social and popular people,
always eager to help
How to manage them
• Constant and specific
appreciation for quality of
work
• Avoiding a heavy hand
• Feedback- gently beginning
with positive feedback
• Compliments must be
focused on efficiency,
enthusiasm
• Retention- by giving friendly
supportive environment;
chance to interact and
collaborate with others for a
goal
Very dedicated and warm
protectors, always ready
to defend their loved ones
How to manage them
• Take time to develop rapport
• Point out how their work is
benefiting others
• Feedback should be given
diplomatically beginning with
positive
• They can be retained by
giving them opportunity to
work in environment where
they can help; provide them
with a manager whom they
admire professionally
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Smart, energetic; truly enjoy
living in the moment
How to manage them
• Building many new
experiences, sensations and
activities.
• Tangible rewards and instant
gratification.
• Feedback- to be given in
humorous way, fast paced
and fun
• They can be retained by
giving chance to interact with
fun people; provide with
variety in task they perform
daily; time to informally
interact with co-workers
EXPLORERS
Bold and practical Spontaneous, energetic
experimenters and enthusiastic
How to manage them How to manage them
• Give them real problems to • Keep them tied to a set
solve; make things schedule, give them a task
practical for them and also steps to do it
• Feedback should be given • Feedback- by being
with real examples. diplomatic, they are
• Every feedback should be sensitive and may get hurt
logical and must have • Retention-by giving
rationale chance to interact with
• They can be retained by fun people; provide with
giving them opportunity to variety in task they
work independently; work perform daily; time to
that has practical informally interact with
Penny
applications co-workers
The big bang theory
Flexible, soft-spoken and
calm, experimental artists
How to manage them
• Have to be walked
through the details
• Feedback- be gentle with
negative feedback
• They can be retained by
providing a very
supportive and
affirmative environment
where they can be part of
a cooperative team;
freedom to work
independently by near
supportive people
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Personality traits
acc to the Big Five
Model

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The Big Five Personality Test Model

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EXTROVERSION

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 EXTROVERSION

LOW HIGH EXAMPLE:

Reserved Gregarious • I am the life of the party
• I don't mind being the centre
Timid Assertive of attention.
Quite Sociable • I feel comfortable around
people.
• I start conversations.
• I talk to a lot of different
people at parties. 19
AGREEABLENESS

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 AGREEABLENESS

LOW HIGH
Cold Cooperative
Disagreeable Warm Examples:
Empathetic  I am interested in people.
Antagonistic
Trusting  I feel others’ emotions.
 I have a soft heart.
 I make people feel at ease.
 I sympathize with others’
feelings.
 I take time out for others. 21
CONSCIENTIOUSNESS

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CONSCIENTIOUSNESS

LOW HIGH
Easily Responsible
Distracted Organized Examples:
Disorganized Dependable I am always prepared.
Unreliable Persistent I am exacting in my work.
I follow a schedule.
I get chores done right away.
I like order.
I pay attention to details. 23
EMOTIONAL STABILITY

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EMOTIONAL STABILITY

LOW HIGH
Anxious Self-Confident Examples of Emotional Instability:
Depressed Calm
Insecure Secure  I am easily disturbed.
Jealousy  I change my mood a lot.
 I get irritated easily.
 I get stressed out easily.
 I get upset easily.
 I have frequent mood swings.
 I often feel blue.
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OPENESS TO EXPERIENCE

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OPENESS TO EXPERIENCE

LOW HIGH
Un-Imaginative Creative
Examples:
Inflexible Imaginative  I am full of ideas.
Literal-minded Flexible  I am quick to understand things.
Dull Curious  I have a rich vocabulary.
 I have a vivid imagination.
Artistic
 I have excellent ideas.
 I spend time reflecting on
things.
 I use difficult words
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Identifying Big 5 Personality Traits of Bill Gates

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 EXTRAVERSION CONSCIENTIOUSNESS AGREEABLENESS EMOTIONAL OPENNESS TO
STABILITY EXPERIENCE

With leadership of He was willing to

Bill gates is quiet and Bill Gates, Microsoft He understood try new ideas
bookish but was able to surpass the value of Gates is well and a new more
apparently unfazed IBM which proves his partnerships and known for his innovative ways
by others opinion of achievement over the working together mood swing & of looking at the
him time in growing the with outside PC world, which
temper issues
business stronger and entities to obtain attributed to his
solid his goal success

LOW HIGH MODERATE MODERATE HIGH

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OTHER PERSONALITY
TYPES
&
THEIR MANAGEMENT

30
1. The Wallflower/Solo Artist
They are the introverts who prefer to be alone rather than in a
group setting

Many are comfortable

Some are hard
doing their work in solace
workers and do
and leaving without having
aspire to take on
socialized much getting too
leadership roles
comfortable in their quiet
workspace and lose
productivity. 31
Gandhi's work is proof positive that you don't have to be an extrovert to be an effective
leader. He once said, "In a gentle way, you can shake the world."
32
 2. The Achiever
● Someone who strives for excellence in
everything that they do.
● Achievers won’t need as much
supervision as other work personalities.
● Provide opportunities for them to
advance their goals, encourage their
opinions during team meetings, and
push them with challenging roles and
projects.

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34
 3. The Bum
● They initially start out as an achiever but
somehow fall into a slump.
● Make them want to get back to work.
● As a manager, it’s your job to bring these
individuals back up to par; motivate them,
inspire them, and get them excited about their
work.

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 4.The Narcissist
● They can be some of the hardest-working
members of your team, but they can burn a lot of
bridges along the way.
● Have no problem pushing past other members of
the team in order to accomplish their goals.
● Encourage them to slowly interact more positively
with other team members.
● Understand that they’re more productive on their
own, but remind them that everyone is there for the
same goal. While they don’t necessarily need to join
in on the team culture, they do need to respect it. 36
37
 5.The Energizer
● Highly engaged and always ready to participate
in team activities, the energizer is the life of the
party.
● To be managed effectively, the energizer will need
to have someone keeping them focused on the
tasks at hand.
● Since their mind is always rushing towards
innovation and team morale, it’s imperative to keep
them in line with their basic job responsibilities,
while also encouraging and recognizing their
forward-thinking mind. 38
 6.The Optimist
● They’re always willing to lend a shoulder to cry
on and know exactly how to empathize.
● This worker will likely be social and a great
mentor for new employees unfamiliar with the
work environment.
● Optimists might also ignore the reality of a
situation and provide a dishonest, fluffed-up
outlook.
● Allow them to share their positivity, but remind
them of the sometimes-harsh realities of doing
business. 39
 7.The Analyst
● These employees are steady, persistent, and produce
quality work without needing a lot of recognition.
● Their work may take a little longer than others to
complete, but they hardly make any mistakes.
● In order for analysts to succeed, they need to be put in
positions that are data-driven.
● Create a workspace that’s remote but offer room for
collaboration as well.
● Analysts often excel at double-checking and finding
flaws, so allow them to hone in on their accuracy and
attention to detail. 40
8. The Intense Temperament
● They may experience sudden bursts of
anger or become easily irritated by minor
incidents.
● As a good leader, you should take actions to
reverse the situation and change your team
member’s attitude in a positive way.
Chances are, their behavior is greatly
influenced by the office environment and
poor management. Try listening to them
closely and we are confident they will
appreciate it! 41
 9. The Victim
● The are the ones who are bullied by other
strong extrovert personalities.
● Always complaining about work.
● However, they may compensate that by
working longer hours than anyone else
and at least make the effort to keep up.
● In order to get the most out of this
personality, you have to find the underlying
cause of their anxiety. It may be because
they feel unhappy with their position or their
workload.
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 Managing Workforce Diversity at Johnson & Johnson

Open & Out:

As the world’s largest, most broadly-based healthcare
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They understand the important role they have to play in
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using our voice and platform to promote a diverse,
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intelligence-powered to showlike
solutions, support for their
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inclusive and vibrant society – both inside our business and
LGBTQ~ colleagues.
in broader society.

“YOU BELONG CAMPAIGN”

They say “Take a look at your workforce and determine
They say “We
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Be genuine and show&them
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‘whole selves’ to work”

43
44
Acc to the leaked
employee survey…….
● Prevalence of racism.
● Aggressive and chauvinistic
work environment.
● Lack in work ethics
● Toxic environment for female
workers.
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 Cracks in FB’s
workplace
"I was reticent to speak, Sheryl, because the pressure
for us to act as though everything is fine and that we
love working here is so great that it hurts.“

------ A FB employee to COO Sheryl Sandberg

46
 ‘Cult’ like work culture at FB
● Former employees describe that major decisions
are made by the company's leadership, and
employees are discouraged from voicing dissent.
● Show no weakness trend
● Forged grading of employees
● Mockery of “BLACK LIVES MATTER” posters in
FB offices.

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How to Make
Your Team
Feel Safe
Bringing You
Problems

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Go and seek them out

If you haven’t heard from

crucial individuals for a while,
or you suspect there’s an issue
brewing no one has talked to
you about, create the forum for
a discussion yourself.

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Tell them why you need to
hear from them
Emphasize that your openness
isn't because you’re nice or
merely want to placate them.
Explain that you recognize the
downside of not understanding
employees' opinions.

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Show that you act on their
input
Refer to times when you took
someone’s opinion and were able
to improve a situation. Be explicit,
so that the participants and other
employees can tell you mean it.

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 Use a meeting and report
structure
Employees attending the meeting
should feel that their points are
taken up seriously, hence every
important aspect of the meeting
should be noted and a well
structured report should be
generated.
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Create an advisory group
or process
This will help employees raise & tough topics to their leaders
without feeling any nervousness.

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Lessons from its massive success
54
 1. 7.
Putting the customer first
Embracing failure
6.
Forcing people to
2. Giving be concise: No
ppts but
employees a
thorough
meaningful vision
discussion

5.
3.
4. Giving people new
Embrace external
Giving employees roles when the time is
trends
autonomy right
55
56
 What made RMSI a better
workplace than Google ???
● High level of empowerment and accountability where each employee owns
his area of domain/function
● Each employees’ involvement in company’s business decisions
● Leadership development by mentoring & coaching
● Skills/competency development initiatives
● Multi-cultural exposure through onsite work opportunities
● Fast track growth paths are created for high performers.

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Thanks!
Any questions?

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