Personality Power: Discover Your Unique Profile--and Unlock Your Potential for Breakthrough Success

AdvancePraiseforPersonalityPower

“We’ve reviewed dozens of personality profile approaches, and what I loveabout the Color Q method in this book is that it does what personalityassessmentsrarelydowell—itanswersthegreat“Sowhat?”question.Itteacheswhatyourpersonalitymeansforyourcareerandhowtomakethemostofit.Wecoach with Color Q because it gets to this extremely important bottom line:findingajobthatreallyfitsandkeepingit.”

—JohnCourtney,CEO,NextJob,Inc.

“Weallknowthat‘peopleskills’areimportant inone’scareer.PerhapsnoonehasdefinedthoseskillsandtheirpotentialapplicationsaswellasShoyaZichyinher bookPersonality Power. At last, themysteries of successful, professionalinteractions are solved, laid out in plain English and organized to allow thereader to immediately understanddifficult personality types.Evenpeoplewhodon’treadthisbookwillbenefit—asothersapplywhattheyhavelearnedfromthebook.”

—EllenReynolds,SeniorVicePresidentandChiefPeopleOfficer,TheSegalGroup,Inc.

“PersonalityPoweropensthefloodgatestoimprovedprofitability,productivity,and communication. Individuals who embrace the principles in this book arehappier, more productive, and committed to their career choices, andorganizations learn how to make internal and external meetings andconversationsmoresuccessfulandlessstressfulandensurethatthe‘rightpeopleareintherightseatsonthebus.’”

—JeannetteHobson,SeniorVicePresident,EasternDivision,VistageInternational

“IrecommendPersonalityPower,auniquereadingselectionintoday’scrowdedbusinessliterature.Theideaswork;thesuggestionsareeasytoremember.Onecanbringoutthebestinoneselfandotherswhilesucceedingonthejob.Thekeyistoinsightfullyaccessandunderstandthepersonalitiesthatsurroundusinourworkenvironment,includingmostimportantlyone’sownpersonalityandstyle,itsstrengthsandshortcomings.”

—SergioI.deAraujo,Chairman,AnSer

LatinAmericanOpportunitiesFund

“Leadership is about bringing out the best in people or an organization. Thisbook provides a unique framework, combining business experience andpsychologicalinsight.”

—KathleenWaldron,President,WilliamPatersonUniversity

“Zichy is masterful at boiling down into plain English the complex topics ofcareer andpersonality.PersonalityPower is like awise career adviser at yourfingertips.”

—NancyAncowitz,businesscommunicationcoachandauthorofSelf-PromotionforIntroverts®

personalitypower

discoveryouruniqueprofile—andunlockyourpotentialforbreakthroughsuccess

SHOYAZICHYWITHANNBIDOU

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research. AMA’s approach to improving performance combines experiential learning—learning throughdoing—withopportunitiesforongoingprofessionalgrowthateverystepofone’scareerjourney.

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CONTENTS

Acknowledgments

PeopleProfiled

1 Introduction

2 TheSelf-AssessmentTest

3HowtoUseThisBookforFastResults

4 TheColorQPersonalitySystem:ItsFoundationandHistory

5GreensOverall

6Green/BackupGoldExtroverts

7Green/BackupGoldIntroverts

8Green/BackupRedExtroverts

9Green/BackupRedIntroverts

10RedsOverall

11Red/BackupBlueExtroverts

12Red/BackupBlueIntroverts

13Red/BackupGreenExtroverts

14Red/BackupGreenIntroverts

15BluesOverall

16Blue/BackupGoldExtroverts

17Blue/BackupGoldIntroverts

18Blue/BackupRedExtroverts

19Blue/BackupRedIntroverts

20GoldsOverall

21Gold/BackupBlueExtroverts

22Gold/BackupBlueIntroverts

23Gold/BackupGreenExtroverts

24Gold/BackupGreenIntroverts

25AdjustingtotheWorkplaceStylesofOthers

26ApproachtoInnovation:ThePrimaryStyles

27NegotiatingCompensation

28GenerationConflictorPersonalityConflict?

29 Self-CoachYourWaytoSuccess

NotesRecommendedResourcesforProfessionalDevelopmentIndex

ACKNOWLEDGMENTS

Wehavebeenblessed toconnectwithmanypeoplewhoshareourpassionforthestudyofpersonalitydifferences:

Peter andKatharineMyers, for continuing to supportnewapplicationsofpersonalitytype.

David Keirsey, whose book Please Understand Me introduced us totemperaments, and Linda Berens, whose ongoing research continues toenrichourunderstandingofthemodel.

U.S.DistrictJudgePaulCrottyforhisgenerousintroductions.

Linda Konner, our agent, for seeing the potential of the manuscript andprovidingsteadfastfocus,support,andwisdom.

The vibrant AMACOM team: AndrewAmbraziejus and Ellen Kadin fortheirprofessionalismanddedication to thepublishingof thisbook;LouisGreenstein,BarryRichardson, andWilliamHelms for their editing savvyand Jim Bessent for copyediting and production coordination; and theAMACOMpublicitygroupfortheircreativityandenthusiasm.

Members of the APTi, FWA, and training communities for sharinganecdotes, tips, and insights, especially:NancyAncowitz, SuzanneBrue,EmilyChristakis,RobertCuddy,JuanitaDavies,MaryDavis,PhyllisWeissHaserot, Iris Jacobs, Craig Jennings, Laurie Lawson, Ray Linder, MaryLippitt, Jane Maloney, Susanne Mueller, Andrea Nierenberg, Jim Oher,JeannettePaladino,PamelaFoxRollin,HileRutledge,JeriSedlar,CynthiaSefton,JerrySolomons,TanyaStraker,RobToomey,MalachyVance,andKathrynWankel.

Participants of Shoya’s twomastermind groups for always being there toevaluate new ideas: Galit Ben-Joseph, Diane DiResta, Libby Dubick,Bonnie Halpern, Laura Hill, Kathryn Mayer, Maureen McCarthy, LynneMorton,andBarbaraStein.

Our interns Olga Geletina, Brisejda Gjoka, Mina Hirsch, and ElenaShneider,fortakingtimefromtheirstudiestohelpwithresearchandsocialmedia.

BrendanNewman,programdirector,Bike&Build,Inc.,forallowingustosharestoriesofhowColorQwasappliedduringtheircrosscountrybicycleand building tours.Donation and participation information is available atwww.bikeandbuild.org.

GregBidou,forhisconstantsupport,belief,patience,andencouragement.

Andlastbutcertainlynotleast,thankstoShoya’sfamily:Mother,Charles,Sheila,andFiona,foralwaysbeingthecheerleaders.

http://www.bikeandbuild.org

PEOPLEPROFILED

InOrderofAppearanceMost of the following individuals have been personally assessed by ShoyaZichy,exceptwhereevaluatedbytheMyersBriggscommunityasnotedintheirchapter.

Greens: Diane Sawyer, journalist and anchor,ABCWorld News; Dr.MehmetOz, cardiac surgeon, television personality, and author; Her Highness SheikaHessaSalemAlSalmanAlSabah,chairpersonofATAMANAofKuwait;ErikDetiger,managingdirector,Philanthropia,Inc.;FionaThompson,directorofHRoperations, Urban Land Institute; Dr. Mobarak Abdulhadi Aldosari, founder,Rowad Almaarefa Educational Consulting, Saudi Arabia; Carolyn Maloney,UnitedStatesCongress;KatharineMyers,co-ownerMyersBriggsTypeIndicatorcopyrights;CatherineAtwood,coleader,Bike&Buildcrosscountrybicycletrip.

Reds:CountessEdithaNemes, formerdesigner and real estatebroker;DonaldTrump,chairmanandpresident,TheTrumpOrganization;EdwardKoch,formermayor of New York City; Randolph A. Hogan, freelance writer/editor andformereditoroftheNewYorkTimesBookReview;SheilaL.Birnbaum,co-head,Skadden Arps Mass Torts and Insurance Litigation Group; Michael Naso,partner,FBNSecurities,Inc.;MargaretDavis,presidentandCEO,MarineCorpsScholarshipFoundation;HughHeisler,partner,Heisler,Feldman,McCormick&Garrow; Christopher L. Dutton, president and CEO, Vermont Electric PowerCompany;JohnSawyer,webdeveloper/computer technicalsupportandowner,ChonResources;TimothyR.,vintagemotorcyclerestorer.

Blues:HillaryRodhamClinton,UnitedStatessecretaryofstateandformerFirstLady;PhyllisHaberman,seniormanagingdirector,EgretCapitalPartners,LLC;Mark W. Smith, founder, Smith Valliere, PLLC; Mark Taylor, chair, Vistage

International,Inc.;VanessaA.McDermott,managementconsultant,MWH,Inc.;Matthew B. Alsted, vice president, channel marketing and brand strategy,CalvertInvestments;JamesG.Squyres,owner,BuysideResearch.

Golds:SoniaSotomayor, associate justiceof theSupremeCourtof theUnitedStates;WarrenBuffett,founder,BerkshireHathaway;MarthaClarkGoss,boardmember; Steven Brill, president and founder, The Lighting Design Group;Martha Sloane, certified nursing assistant; Dr. Silvester Lango, orthopedicsurgeon;GeorgeYarocki,authorandIndianmotorcyclerestorer.

Approach to Innovation: Lily Klebanoff Blake, boardmember and emergingmarketspecialist.

AllotherprofilesarecompositesofauthorShoyaZichy’sclientsandseminarattendees.

introduction

ISAT,STRANDED,inamuggyAsianairport.Ithadbeenalong,over-scheduledtripseekingnewprivatebankingclients.Inthemidstofapileofdebrisleftbehindbythelate-nightfloorsweepers,Inoticedadog-earedbook.Ipickeditupand,fromthatmoment,myviewoftheworldwaschangedforever.“If aman does not keep pacewith others, perhaps it is because he hears a

differentdrummer,” itbeganwith thefrequentlyquotedHenryDavidThoreau.The book, a since-discontinued presentation of the theories of Swisspsychologist Carl Jung, outlined new insights into the way people take ininformationandmakedecisions.ThecontentsconfirmedwhatIhadlongsensedintuitively, having observed people with fascination since I was a child. Theinformationhintedofanewframeworktousewithclientsandassociates.Settling back in my Hong Kong office the next morning, I decided to

categorizeeachofmycustomersaccordingtotheirJungianbehavioralprofiles.Iusedfourcolorstocreateasimplesystemthatcouldbeusedbythesupportstaffduringmyfrequentabsences.Eachfile includedbrief instructionsforhandlingpersonalinteractions.“WhenaGoldcomesin,makesureallstatementsareup-to-dateandorganizedindate-sequentialorder.IfaBluemakesanappointment,callourinvestmentguysinNewYorkandgetthreenewideas.”Therewerefourcolorgroupsofclients;eachhaditsownservicestrategy.Overthenextfewmonthsournewbusinessincreasedby60percent,primarily

onword-of-mouth.Mycompanybenefited,but Ididaswell. Ibegan toenjoymy clients more, my stress level went down, and, in time, my relationshipsoutsideoftheofficewouldimproveaswell.For some tenyears, I applied the same techniques toagrowinganddiverse

clientbase:high-net-worthindividualsinSouthAmerica,white-robedsheiksinAbuDhabi,shippingmagnatesinAthens,aristocratic landownersinSpain.Nomatterwhoorwhat,thecolorcodingdottedtheirfilesanditworked—formen,women,young,old,andworldwideethnicities,theresultswereuniversal.Institutions reorganize and solid careers dematerialize overnight. With my

firminthethroesofamajortransition,ItooksometimeofftogouptoMaineand rethinkmy lifedirection.On theporchofmysmall seaside innsataman

reading a book written by IsabelMyers, who had been deeply influenced bynoneotherthanCarlJung.ShehaddevelopedanewapplicationforJung’sworkcalled theMyersBriggsType Indicator (MBTI). Itwas the life direction Iwaslookingfor.As I discovered aworldwide network ofMBTI books, seminars, tapes, and

people,anewandstrongsenseofinternaldirectionunfolded.Suddenly,therightpeople and events began to materialize. Jung would have dubbed it“synchronicity.”Drawing on my corporate experience, I began pioneering unique ways of

applyingtheseideastoworkplaceapplications,suchasteambuilding,leadershipdevelopment, and sales.And35,000attendees tomyseminars later,my life isnowcompletelyfocusedonmycodingsystem,whichhasevolvedintoamodelcalledColorQ(www.ColorQPersonalities.com).Evaluating peoplewas key to survival duringmy unusual childhood; Iwas

bornacountessinHungary.Whenmyfamilyfledthecommunists,welandedinthecourtofKingFaroukofEgypt,whereIplayedwithhisdaughtersinhis550-roompalace.Later,we fled thehorrifyingbloodshedofColonelGamalAbdelNasser’srevolution.I’ve turnedwhat I learned then intoa system thathelpsallofusdefineour

uniquestrengths,pursuethebestcareer,andreduceconflictsinkeyareasofourlives.

WhatColorQIsNotColorQ is not a labeling systemdenying the individuality of every person. Itdoes notmeasure the impact of education, intelligence,mental health, specialtalents,economicstatus,motivation,drive,andenvironmentalinfluencesonthecorepersonalitytype.Therearebillionsofuniquepeopleonourplanetandonlyfour colorgroups. Ifyouwonderwhat that leaves, I say thedeepest andmostimportant part of you—the part that always knows what it really wants andwon’tbehappyuntilitgetsrespect!The framework is not gender specific. It works equallywell formales and

females. Bothmen andwomen are found in each personality style, though insomegroupsthepercentagesdiffer.

WhatColorQIsColorQ isaboutcategorizingpeople—ourselvesandothers. It isbasedon the

http://www.ColorQPersonalities.com

extensiveresearchof“personalitytype”expertswho,forthepastsevendecades,havelaidtheintellectualgroundworkthatservesasthebasisofthisbook.Therearemany systems for understanding others. This is the one that I have foundprobes most deeply into the core of human behavior. It confirms that eachpersonalitystyleisnatural,equal,observable,andpredictable,andthateachcanbeequallyeffectiveatwork.Oncemastered,thesystemprovidespracticalwaystomaximizeournaturaltalents,aswellasthoseofothers.Trulyexceptionalpeoplealwaysdosomuchmorethanisrequired.Theonly

waytodothatwithoutsevereburnoutisfrompassionbornofconfidence.Youare the right person doing the right thing in the right place, and enjoying it!Sound impossible?Not at all, for thosewhoare true to themselves in spite ofnaysayers,parentalexpectations,andsocietalpressures.Usethisbooktorevealyourroadtobeingexceptional.Color Q is also a tool for understanding the sometimes-incomprehensible

behaviors of colleagues, bosses, clients (and even friends, dates, mates, andchildren!).Sincesomuchofsuccessdependson“emotionalintelligence,”you’llfindyourincreasedabilityto“readpeople”perhapsthemostvaluableoutcomeofreadingthisbook.Enjoyyournewjourney!

2

theself-assessmenttest

THE DUAL EPIDEMICS of workplace conflict and employee disengagement havereachedalarminglevelsandneedtobeaddressedimmediately.ModernSurvey,ahumancapitalmeasurementfirm,reportedarecord-breaking70percentlevelof U.S. employee disengagement in 2011. CPP, a provider of products andservices for individual and organizational development (including theMyersBriggs Type Indicator), compiled a 2008 “Human Capital Report” of5,000workersinninecountries.TheresultsrevealedU.S.employeesspend2.8hours aweek dealingwith conflict,which equals a staggering $359 billion inpaidhoursperyear.Thisbookisatooltoreversethesenumbers.ThetheorybehindtheColorQsystemhasbeentestedfordecadesonmillions

ofpeopleworldwide.Formanyindividuals,includingbothauthorsofthisbook,thesystemhasbeencareerandlifechanging.Thefollowingself-assessmenttestis your key to this very powerful (and actually rather fun) professional andpersonaltool.TherearefourpartstotheColorQassessmentandonesupplementalsection.

Together,theywilltakeyouabouttenminutestocomplete.PartIwilltestyouforyourColorQprimarypersonality color.This iswhoyouare at your core,whennoone’slooking.Note: In theself-assessmentyouwillbeasked toselectyourpreferences.A

preference isnot“Igenerallyworkwithpiles,but I’dprefer if Ikeptmydeskclean.”What you generally choose to do iswhat you prefer. Slight or strong,thereisalwaysapreference.

PartI:Instructions

Part I has three sections. To begin, select one of the two choices in each lineaccordingtoyourfirstimpulse,whichisusuallycorrect.Thereareno“right”or“wrong”answers,justlikebeingright-handedorleft-handedisneitherrightnorwrong.Whileyoucanuseboth,youusethepreferredhandwithlesseffortandbetter results. Ifyouare truly tornbetween the twochoices, it typicallymeansyou feel pressured to function in a certain way. Right now, set the guilt andpressureaside.ChooseyouranswerfromeitherColumnAorColumnB.Eachchoicemustbe

filled in, choosing the statement that describes you at least 51 percent of thetime.Youshouldwindupwithatotalofninecheckmarksineachofthesections(I,II,andIII).Forexample, the first setofchoices reads:At least51percentof the time I

tendto:

Whichdoyouprefermostofthetime?Accuracyorinsights?Putacheckmarkin the box next to “accuracy” or “insights” andmove on to the second set ofchoicesbelowit.Youmaynotcheckoffbothboxes;checkonlytheboxwhereyouhaveaslightorstrongpreference.

PartII:Instructions

Now read the short overviewof your primary color.Does it ring true? If yes,continue to Part III to determine your backup style. If not, skip down to thesectionon“WhattoDoIfThisDoesn’tRingTrueforYou.”

GOLDS(46%ofpopulation)Grounded,realistic,andaccountable,Goldsarethebackboneofinstitutionsofallkinds—corporateandpublic.Theyaresociety’sprotectorsandadministratorswho value procedures, respect the chain of command, and have finely tunedsystemsforeverything.Fromraisingchildrentorunninglargedivisions,Goldsget involved in details and are known for following through and mobilizingothers to achieve concrete goals. They are most interested in making lists,planninginadvance,anddealingwithwhathasworkedinthepast.

BLUES(10%ofthepopulation)Theoretical,competitive,andalwaysdriventoacquiremoreknowledgeandcompetence, Blues are unequaled when it comes to dealing with complex,theoretical issues and designing new systems. As natural skeptics, their firstreaction is to criticize and set their benchmarks against which they measureeveryone and everything. They are highly precise in thought and language,trusting only logic, not the rules or procedures of the past. Blues are future-orientedvisionarieswhodobest inpositionsrequiringstrategic thinking.Thentheymoveonwithlittleinterestinmaintenance.

REDS(27%ofthepopulation)Action-oriented,spontaneous,andfocusedon“now,”Redsneedfreedomtofollowtheirimpulses,whichtheytrustoverthejudgmentofothers.Cool-headedandevercourageous,theygetthingsdoneandhandleacrisisbetterthanmost.Foundincareersthatprovidefreedom,action,variety,andtheunexpected,theybring excitement and a sense of expediency. Work must be fun and theenvironmentcollegial.Redsresistschedulesandhierarchies.Longtermplanningisalowpriorityaseachdaybringsitsownagenda.

GREENS(17%ofthepopulation)Creative, empathetic, and humanistic, Greens need an environment that isidea-orientedandegalitarianandthatprovidesthechancetoimpactthelivesof

others. Gifted in their understanding of people’s motivations, they have anunusualabilitytoinfluenceanddrawthebestoutofothers.Theyalsoexcelinverbalandwrittencommunicationsand in theability toposition ideas.Greensareenthusiasticspokespersonsfortheorganizationsoftheirchoice,andhaveaunique,charismaticqualitythatsweepsothersintotheircauses.

PartIII:Instructions

Nowthatyouhavedeterminedyourprimarystyle,gobacktotheassessmentandfilloutthesectionyouoriginallyleftout(thatis,SectionIIorSectionIII).Thisexercisewill provide youwith your backup style. You should share about 40percent to 50 percent of the characteristics of your backup style. The backupstylerefinesyourprimarystyle.

IfyourprimaryisGoldorRed,yourbackupwouldbeeitherBlueorGreen.

IfyourprimaryisBlueorGreen,yourbackupwouldbeeitherGoldorRed.

My primary style is _______________. My backup style is_______________.

PartIV:Instructions

From each pair of statements, choose one statement from the left or rightcolumn.Youshouldwindupwithsevencheckmarksinthissection.

MoreAbouttheIntrovertandExtrovertThe Extrovert/Introvert dimension is often misunderstood. That’s because itappears to be a biologically based preference for recharging one’s batteries. It

hasnothingtodowithbeingsociallyadept—thereareIntrovertswithwonderfulpeopleskillsandExtrovertswhoturnpeopleoff.Extroverts (which the MyersBriggs community spells as “extraverts”) get

theirenergyfrombeingwithpeopleanddoinggroupactivities.Iftheyhavetospendtoomuchtimealoneordoingtasksinsolitude,theybecometired,bored,anddispirited.Conversely,Introvertsgetenergizedfromspendingtimealonetorechargetheirinternalbatteries.Eveniftheylikebeingwithpeople,whichmostIntrovertsdo,toomuchinteractiondrainstheirenergy.Thepopulationdivides fairlyequallybetweenExtrovertsandIntroverts,and

many people hide their natural preference well. An Introvert who needs tosocializeforbusinesscanappearExtroverted.Also,asyourscorewillindicate,you may be mild or pronounced in this dimension. Relationships betweenIntrovertsandExtrovertsareoftentense,untilthisdimensionisunderstoodandvalued.

NextStepFamiliarize yourself with all the Color Q personalities, then focus on you:GreensarecoveredinChapter5,RedsinChapter10,BluesinChapter15,andGoldsinChapter20.Gonexttoyourindividualchapter,whichisoneofthefourchaptersafteryourprimarycolor.

WhattoDoIfThisTestDoesn’tRingTrueforYouYourColorQpersonalityissimplywhoyoureallyarewhenyouarenotbeingpressured by family, friends, or work/life demands. But if the majority ofcharacteristicsdonotringtrue,it’slikelyyoubelongtoanothergroup.Reexaminethesectionoftheself-assessmentwhereyouhadclosescores.Did

youanswerasotherpeopleneedyoutobe?Orasyoufeelyouought(insteadofprefer)tobe?Thatcreatesfalseresults.Choosetheoppositecolumnchoiceandfollow instructions to a new color. If that fits better, return to Section III andcontinue.Or see if a familymemberor friendwhoknowsyouwell agreeswithyour

self-assessment.Youmightbesurprised,asonelawyerwaswhenherfriendofthirtyyearscompletelycorrectedheranswers!Thelawyerdidn’twanttoadmitto her real preferences for piles on her desk and last-minute deadline rushes.Remember,nooneisjudgingyouorsuggestingthatyouneedtochange.Whatyoucategorizeasa“weakness”isprobablyastrength—thelawyerwaseffective

andinnovativeunderchaoticcircumstances.If you currently are going through catastrophic life changes, or have been

dissatisfiedwithyourlifeforsometime,scoresmayreflectyoursurvivalskillsandnotyour realpreferences.Youmayhave“forgotten”your realpreferences(unhappiness is a signal they’rebeingdenied).Tryansweringas if, rightnow,you lived in the world of your choice. If your personality color still seemswrong,waituntilthingshavestabilizedandretestyourself.

howtousethisbookforfastresults

MOST OF US HAVE mentally disengaged during work hours because of conflict,stress,orfrustration.Analarming33percentofusaredisengagedpermanently,costing$300billioninlostproductivityannually.Accordingtoa2011NewYorkTimesarticle,“DoHappierPeopleWorkHarder?”progressinmeaningfulworkisthegreatestprofessionalmotivator,aheadofraisesandbonuses.1Conflict occurs when people are required to spend long periods of time

together, physically or virtually; but that’s also the time when creativity andaccomplishment occur. The trick is to recognize and harness everyone’sstrengths,even(especially)thosewhotouchyourhotbuttons.Thisbook’sColorQsystemoutlineswell-researchedways to stayengagedandmakeprogress inworkthatismeaningfultoyou.Here’s how to use Color Q tools for fast results. Identify your Color Q

personality type in Chapter 2. Then, familiarize yourself with the other colortypes listed in the self-assessment, paying particular attention toIntrovert/Extrovert differences. Then, in your personality chapter, read aboutyour own strengths and motivators. Study your individual blind spots andstressors.Howmanyareoperatingagainstyou rightnow?Eliminatewhatyoucan.Substituteyourstrengthsandmotivators.

4

thecolorQpersonalitysystem

itsfoundationandhistory

THIS CHAPTER WILL appeal primarily to Blues and Golds. Greens, read thismaterialbecauseitwillhelpyouwhenyouaretalkingtoBluesandGolds.Reds,skip this chapter altogether—go readyourownChapter10before youget toorestless.Even without formal study it’s easy to categorize people into certain

personality “types” like adventurous, artistic, practical, and intellectual.Although “personality typing” may be its trendy new name, the activity ofgroupingpeopleintodefinedbehaviorpatternscanbedocumentedbackto400B.C.Atthattime,intellectssuchasAristotle,Hippocrates,andGalenidentifiedfour“humors”—sanguine(cheerful,confident),melancholic(pensive,gloomy),phlegmatic(hardtorousetoaction,calm,cool),andcholeric(quick-tempered).The theme of four types continued into modern times. In the 1920s the

pioneeringpsychologistCarlGustav Jung,whohadbeen a favorite student ofSigmund Freud’s,1 split away to develop his own theories. In his 1921 workPsychologicalTypes,Jungtheorizedfour“functions”bywhichhumansengagedwithreality—thinking,feeling,sensation,andintuition.Jung’sabstractworkremainedrelativelyunknownuntil1942,whenKatharine

Cook Briggs and her daughter Isabel Myers began their work to develop an

instrument for knowing one’s Jungian personality type. Through quantifiedobservationsandscientificvalidation,thetwoAmericanwomencreatedoneofthe most extensively tested personality typing systems ever developed, theMyersBriggs Type Indicator.Nearly twomillion people take theMyersBriggsTypeIndicatorpersonalityinventory(MBTIassessment)eachyear.Inthe1950s,DavidKeirseydidworkthatoverlaidtheGreekhumorsontothe

Jungian/MyersBriggs types. In his 1978 book Please Understand Me, heoutlined four temperament groups, which serve as the basis of the Color Qmodelinthisbook—theBlue,Gold,Green,andRedpersonalitytypes.TheMBTIassessmenthasbeeninuseforoverfiftyyears.Todaytheworkis

continuedbythenextgeneration—PeterandKatharineD.Myers,co-ownersofthe MBTI copyrights. Katharine D. Myers, whose work with the instrumentbegan in 1942, became the first president of APTi, the Association forPsychologicalType International, the leadingmembership organization for the“type” community. Peter Myers—the former chairman of the MyersBriggsFoundation—continueshismotherIsabelMyers’sworkbypromotingworldwideresearch.Hebelieves“successfulhumanendeavorresultsfromthedevelopmentofeffectiveperceptionanddecisionmaking.”Thekeyisworkingwith,insteadofagainst,one’snaturalpreferences.“IviewlifethroughtheJungianframework—thesamelensasKatharineCook

Briggs, Isabel’s mother and the original theoretician of the indicator,” saysKatharineD.Myers.“IbelievethatCarlJung,betterthananyoneelse,explainshuman behavior, development, and the wholeness of wrestling with theconsciousandtheunconscious.”Typical ofGreens,KatharineD.Myershasnaturally fostered thegrowthof

others, beginning her career as a counselor and school psychologist. “MypassionforwhatIdoissogreatthatI’mstillworkingat[age]86,whichIneverplanned to do,” she says. (Katharine D. Myers is profiled in Chapter 9,“Green/Backup Red Introverts.”) The advent of modern brain scanning hasmovedtheMBTIoutoftherealmoftheoryintoprovenscience.Thebehavioralimpact of chemicals and stimulations to different parts of the brain havevalidated many of MBTI’s theories, demonstrating that Jung was, indeed,correct. While each person is unique, it has been shown there is a core ofpreferencesthatremainssolidandsteady.IdevelopedColorQasaquickintroductiontopersonality“typing.”Forthose

whowish to investigate further, Iwould suggest taking theMyersBriggsTypeIndicator personality inventory and reading theworks ofCarl Jung andDavidKeirseyandotherMBTI-relatedmaterialslistedinthebibliography.

When running team-building and leadership seminars for corporate clients(the U.S. Treasury, Chemical Bank, Deloitte, Marine Corps ScholarshipFoundation,MerrillLynch,Nokia,Prudential,theGovernmentofPennsylvaniaLeadershipInstitute,UBS,USAID,andschoolsinSaudiArabia,amongothers),I have seen firsthandhowconflicts can instantly transform intoproductivity. Iteach“styleshifting,”whichinvolvesrecognizingandcommunicatingwithotherpersonality types inways that bring about the best response.With the cost ofworkplace conflict at $300billion2 annually and rising, addressing personalityclashesisnowparamount.

5

greensoverall

GREENSREPRESENTapproximately17percentoftheworld’spopulation.IfyouarenotaGreen,butwouldliketolearnhowtoidentifyandcommunicatewithone,goto“HowtoRecognizeaGreenColleague”attheendofthischapter.

NewsPersonalityDianeSawyerDiane Sawyer is one of the country’s most-recognized Greens. As anchor ofABCWorldNewswithDianeSawyer,sheinformsmillionsofAmericansnightly.Consider thenews features shehashandledatABCsince taking theanchor

chairinDecember2009:Chineseprogressineducationandgreentechnologies;addressing misconceptions about Muslims; and the aftermath of Haiti’sdevastatingearthquakeallshowafocusonworldimprovement.Thesesubjectsdemonstrate typical Green traits of empathy and humanism. The impact onpeople is a driving force in herwork: life inCamden,New Jersey,America’spoorestcity;theplightofAppalachianchildren;Russianorphanages;andabuseofthementallyhandicapped.ConcernforothershelpedherearntheAmerica’sJuniorMisstitlein1963.It

also helped her survive a rocky entry into television journalism.Having beenhiredbyRonZieglertoserveintheadministrationofPresidentRichardNixon(andsubsequentlyontheNixon-Fordtransitionteam),shewasshunnedbyCBSNews colleagues in 1978 when she joined the network as a politicalcorrespondent.SheovercamethetaintoftheWatergatescandalwithtwoGreenpersonalitytools:naturalcharmandtheabilitytosubmergeegoforthesakeofastory. Acceptance came slowly but grudgingly after she covered the Iranianhostagecrisisbysleepingonlyonehouranight.

By1981viewerswererespondingtoherGreenwarmth.DianewaspromotedtoanchortheCBSMorningNews,thenbecamethefirstfemalecorrespondentontheprestigious60Minutesprogram in1984.Here,herability to surgicallygetunder a subject’s skin without drawing blood gained attention. (Greens listenintently and question diplomatically.) In 1989 Diane jumped ship to ABC tocoanchorthenewsmagazinePrimeTimeLive,whichultimatelybecame20/20.In1999,shetemporarilyjoinedGoodMorningAmerica, laterascending to theanchorchairofABCWorldNewsinDecember2009.Greens do verywell in the television and film industries with their natural

authenticity.Famousornot,youneedcreativeopportunitiestoimpactthelivesof others. You excel at written and verbal communications and are heavilyrepresentedamongwriters,TVhosts,andbiographers.

TelevisionPersonalityDr.MehmetOzDr.MehmetOz (estimated tobe aGreen) first appeared as a regularguest onTheOprahWinfreyShow,andin2009hisowntalkshowdebuted,focusingonpersonalhealthissues.InadditiontohostingTheDr.OzShow,hehasauthoredsixNewYorkTimes health-themedbestsellers—allwhile performing250heartsurgeries annually! He practices Transcendental Meditation with a Greenoutlook:“WhenImeditate, Igoto thatplacewhere truth lives.Icanseewhatrealityreallyis,anditissomucheasiertoformgoodrelationshipsthen.”1Outside the entertainment industry, Greens excel in sales, marketing, and

publicrelations.MyersBriggsTypeIndicatorco-ownerKatharineMyershasputherGreenskillstouseinmakingtheMBTItheworld’smostwidelyrecognizedpersonalitytypingsystem.(ColorQisbasedontheresearchoftheMyersBriggscommunity.) “Most important to me is to live consistently with my innervalues,”Myers,aGreen/RedIntrovert,says.“Iconstantlywant to improvetheworld.”

HerHighnessSheikaHessaSalemAlSalmanAlSabahAsamemberoftheroyalfamily,SheikaHessaisaGreenandColorQlicenseewhoisusingColorQtohelpthepeopleofherhomeland,Kuwait.InadditiontoholdingapositionintheinformationsystemsdepartmentattheCentralBankofKuwaitforalmosttwentyyears,shehassupportednumerousprogramsupliftinghercountry’syoungpeople.Whenaskedwhatsheenjoysmost,herGreenpersonalityisevident:“Ilisten

toyoungpeopleandenter into theirdepths toget toknowtheirwishesand toguide them to achieve them,”SheikaHessa says. “I help people by providinginformation thathelps themprogress in life.Periodically I also arrange familymeetingstoenhancefamilyties.”HerHighnessdevotestimeaschairpersonfortheNationalDevelopmentProject,alsoknownasATAMANA,whichpreparesleaders tobuild the future.Previouslyshecontributedher time to theNationalKuwaiti Youth SocietyAssociation of Benefit and the 100%Kuwaiti Project,whichfosteredyouthmicro-projects.ATAMANAinEnglishreads“Iwish,”andher work here enables Sheika Hessa “to assist young people to achieve theirdesires in life.”Theproject is runbyagroupofacademics,professionals,andambitiousyoungKuwaitis.Assheexplains, it“aims tochange the thinkingofyoung people about their lives in the modern era and to live a balanced lifewhich will bring them happiness and help them to build and develop theircountry.”LikeallGreens,shefindsitstressfulwhentheneedsoftheyouthshesupports

are delayed by bureaucratic red tape. When conflict arises in her work, “IconcentrateinsomeotheractivitieswhichIlike.Ihavelearnedfromexperiencetoreplacethepainintohopeandnegativepessimismtooptimism.”Her natural Green global orientation serves her well in her royal position.

And, like most Greens, she has evolved a mission statement for herself: “Tocontributemyprojectinlightingyoungpeople’swaysandtohelpthemchoosethepathof lifewhichcontributes to thebuildingand thedevelopmentof theirhomeland, so it joins the ranks of developed nations. It is also my hope topublicize theproject in theworld for the interestofyoungpeople all over theworld.”

Greenswillgainspecialvaluefromthisbookbecauseofyournaturalfascinationwithpeople.You’lllikelyassessthecolorsofeveryoneclosetoyouandtestthesuppliedcommunicationstips.The other colors tend to (unfairly) consider your skills “soft.” This book

shows you how to leverage these skills to economic advantage and becomestronger during conflict. Your exceptional marketing talents create lastingproductbrands and inspire customer loyalty.Yourpeople skills calm turbulentteams/departments—a skill for which you should demand top compensation.StaffturnoverplummetsandproductivityspikesunderGreenleaders.Gonowtoyourspecificprofiletodiscoveryourmostnaturalpathtowinning

intheworkplace.

HowtoRecognizeaGreenColleague

ExternalEnvironmentCluesColorful/bohemiandress.

Officeadornedwithartor sculpture; richorwarmcolors; furniturearrangedtomaximizeconversation.Hospitalityondisplay—coffee,teaservice,candy.Pilesondesk(theGreeneasilyfindswhat’sneeded).

Plantsandaquariums(wherepermitted).Manypicturesoffamilyandfriends.

PersonalMannerisms—BodyLanguageWelcoming,expressivegestures.

Intentlistener.Informal,warm,authenticdemeanor.

PersonalMannerisms—VerbalSpeaksfluentlyingeneralizations,impressions,and/ormetaphors.

Self-deprecatinghumor.Global,“bigpicture”thinker;idealistic.Concerned,empathetic,diplomatic;drawsthebestoutofpeople.

Unusualabilitytopersuade.Bridge-builder;resolvesconflictingviews.Sensitivetocriticism.

HowtoCommunicatewithaGreen—“StyleShifting”Tips

Pickaharmoniousenvironmentformeetings.Personalizetheconversation—askaboutfamily,hobbies,pets.Listenempatheticallyandgivefeedbackdiplomatically.

Beidea-driven,creative,insightful.Expectnonsequentialconversations,eventuallyreturningtothemainpoint.

Stressallopportunitiesforpersonalgrowthandhelpingothers.Suggestinnovative,future-orientedsolutions.Usepositive,inspiringphrases.

Limitmundanefactsanddetails. Be collaborative; limit competitiveness (unless it’s fun); avoidconflict.

TheGreen’sUniqueConflictStyleGreens avoid conflict, giving priority to harmony and cooperation.However, if you challenge their inner values, they can be surprisinglyaggressive.Ifyoucriticize,ignorethepeoplefactor,focusonfacts/details,orengage inpoliticalbackbiting,Greensbecomecoldanduncooperative.Theyseekclosurebylisteningtoallsidesandcreatingwin-winsituations.

6

green/backupgoldextroverts

YOU’RENOTONLYaGreen;youalsohavestrongsecondarycharacteristicsoftheGoldpersonality.AndyouhavetestedasaColorQExtrovert,whichmeansyourechargeyourbatteriesbybeingwithothers,ratherthanbeingalone.Green/GoldExtroverts are gifted communicators with an unusual ability to influence. Acalming presence, you interact smoothly and easily deflect confrontation.Green/Goldsthrivewhereinnervaluesareaffirmedandharmonyprevails.

TopMotivatorsAsanExtrovert,you require supportive, inclusive interactionwithothers.Youcreatewin-winsituationsforcoworkersandcustomers.WisemanagerstaptheirGreen/GoldExtrovertswhendamagedrelationsimpedesuccess.Green/Golds like tohelpothers succeed.You form5percentof theworld’s

population,buthavedisproportionateimpactforgoodintheworld.Youmaybetemptedtoskipthesectionsaboutyourownpersonalitytypeand

dive intomaterial about understanding your coworkers.But consider this—byunderstandingyourownstrengthsfirst,you’llbetterunderstandothers.

CorporateCulture—FindingtheOptimalFitIt is theresponsibilityofeverypersonality tofindorcreate theiroptimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeviewedasweaknesseselsewhere.Thecorporatecultureitself may not be dysfunctional; for instance, Greens hate what Blues love.Conflict, sapped strength, resentment, and feelings of defeat are symptoms of

poorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

The Green/Gold Extrovert’s most preferred work environmentemphasizes:

WorkingharmoniouslywithothersMinimalcompetitiveness

RewardsforloyaltyExpressingoneselfGivingpositive,empatheticfeedback

KeepingsurroundingsorderlyandattractiveBalancingeconomicresultswithworkers’needs

If you think these points are obvious, it means you’ve tested correctly.(ComparewithaBlue/RedIntrovert’sidealenvironment.)

TheGreen/GoldExtrovert’sleastpreferredenvironmentisdefinedby:

PoliticsandcompetitivenessManagementthatignores,challenges,orpatronizesworkerneeds

AnindecisivecorporatecultureFrequentcriticism,confrontation,backstabbing,andbullyingImpersonalcoworkerrelationships

LotsofdetailworkMandatestomaketough,hurtfuldecisions

LeveragingExecutivePresenceandBuildingPersonalBrandGroups run by Green/Gold Extroverts tend to be stable, structured, andharmonious. As a leader, you’re good at defining the corporate mission andemployingtherightpeopletoimplementit.Youhavestrongidealsabouthowtotreatworkers.Insteadofbeingauthoritarian,yourollupyoursleevesandassist

thetroopsthroughtoughtimes.Build your personal brand on your unusual ability to influence through passion andpositiveexpectations.

Green/Gold Extrovert leaders excel at helping others to achieve theirpotential. Intrigued by new big-picture possibilities, you are very results-oriented. You easily defuse tension (often with humor). Your values inspirecolleaguestoniphigh-levelconflictinthebud.

CASESTUDY1:SuccessfulGreen/GoldExtroverts

ErikDetiger,Philanthropia,Inc.DetigeristhefounderandmanagingdirectorofPhilanthropia,Inc.,inNewYork City. His clients are mostly prominent philanthropies (UNICEF,Women’sRefugeeCommission,ColumbiaUniversityInstitutefortheStudyon Human Rights). Detiger develops strategic partnerships, jointprogramming, and funding strategies for these deserving entities. Hiswebsite,FundsforNGOs.org,providesamillionvisitorsamonthwith freetools,resources,andtraininginfundraising.Since achieving his doctorate in political science from the Free

UniversityofAmsterdam,hiscareerhasbeenfocusedonhumanwell-beingissues. He has worked in the areas of human rights abuse, internationalhealth care, refugee assistance, and international child labor abuse.Detiger’sGoldbackuppersonalitygiveshimthedetailorientationneededtosuccessfullyraisefundsandmanageprograms;hisExtrovertedtalentforspeakingandtraininghastakenhimtoworkshopsinAsia,Africa,andtheEuropeanUnion.“My longterm goal is not wealth or recognition,” says this classic

Green/Gold. “It is the satisfaction I get from helping people. I can helpmanymorebyusingthiswebplatform.Mymotivationisnotmoney,buttodogood.”

FionaThompson,UrbanLandInstituteThompson shares similar values in her role as the director of humanresources operations for theUrbanLand Institute. She handles employeerelations,professionaldevelopment,retention,andmoralebuildingforthenonprofit research and education organization’s U.S., London, German,andHongKongoffices.“Ilikefeelingthatmyjobmatters;thatIhave,inasmall way, made the lives of our employees better, so they are more

productive in advancing our company’s mission.” She has the innateGreen/Gold talent forcreatingemployeebuy-in:“Ihave therelationshipsthatencouragepeopletodoit,”shesays.Because handling conflict is part of the job,Fiona successfully tackles

thisGreen/Goldweakspotfrequently.“Ihaveahardtimegivingcriticism.Idislikeconflict,butItrytokeepmypatience—Ialtermycommunicationstyletomeetthepersonalityoftheother,”shesays.“Iremindmyselfnottotakeitpersonally.”

ParticipatingInandManagingProductiveTeamsGreen/GoldExtrovertsoftenaretheirteam’sleaderorspokesperson,articulatingteam values and expressing what others only dare think. You enjoy ideaexchangeswhereeveryoneisheard,drawingoutquietermembers.Oneofyourstrengths is building unlikely bridges between opposing teammates. “I thinkmostconflictisnotworththetimeandeffort,”saysDetiger.“Idefusebyusinghumor,showingrespectandhumility.”Naturallygiftedatcoordinatingprojects,processes,andresources,yourarely

missadeadline.Youworkhardandmakeyourownbreaks.“ImovedtoNewYorkwithouta

job,”saysDetiger.“IlandedapositionattheUnitedNations,withoutcontacts,onthestrengthofmyresume.”

CommunicationsStyleMerelyadjustingone’svocabulary toalignwithanothercolor’sstylecanelicitpowerful positive responses. Empathetic vs. objective analysis, theoretical vs.practical,structuredvs.adaptable—theseclashesfuelmostworkplaceconflicts.Beingableto“styleshift,”likeFionaThompsondoes,isyouruniqueadvantageinnegotiations,managing,andinterviewing;itissecondnaturetoyou.Green/GoldExtrovertsaretalentedconversationalists,responsivetononverbal

cues.Youaresoquickwithrepliesthatyourlessarticulatecoworkersmayfindit difficult to keep pace.Your preferred vocabulary features abstract concepts,metaphors,andanalogies,emphasizingwordslikevalues,relationship,feel,andfriendly.Conversely,Redsprefertousewordssuchas“stimulate,”“enjoy,”and“now.” Blues prefer theoretical jargon, statistical data, and technical terms.Golds,withwhomyousharesomepersonalitytraits,prefer“facts,”“tradition,”“respected,”and“proven.”Green/Goldsunderstandwhatotherpeoplewant tohear.Thiscapacityeases

grouptensionsandfacilitatesbusinessdeals.

BlindSpotsTheseblindspotsareprevalentinGreen/GoldExtrovertsoverall(afewofthemwillapplytoyou):

Usingmetaphorsandanalogiesinsteadofconcrete,practicalwords.(You can increase cooperation dramaticallywithGolds andReds by“talkingreal.”)

Being unaware of how warmth and enthusiasm may seemunprofessionaltootherpersonalities,especiallyBlues.Beingovercommitted.Placingsecondarypriorityonlearningorverifyingfacts.

Idealizingothers,thengettingdisappointed. Being overly critical of yourself; hearing constructive criticism ascondemnation.Deflectingconflictprematurelywithoutresolvingcoreissues.

Thinkingproblemsareyourfaultwhenthey’renot.Irritatingothersbybeingmoralistic.

StressorsThatProduceFatigueandStrifeCertain workplace conditions stress and fatigue Green/Gold Extroverts,including:

Open-ended,nonstructuredenvironments

LackofcontrolToomuchrepetitiveworkFrequentlast-minutechanges

WorkingaloneforlongperiodsCriticism,especiallywhenit’smean-spirited

Green/Gold Extroverts under extreme stress often become bossy, obsessive,fault-finding, and snappy.Youmay (erroneously) think a disagreementmeanspermanentrelationshipdamage.FatiguedGreen/Goldsbecomecool, inflexible,and self-contained. In leisure hours there may be insomnia or avoidance ofusuallypleasurableactivities.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsThe primary focus of the Green/Gold Extrovert who wants to self-coach forcareeradvancementshouldbeonhowtohandlepersonalchallengesfromacoreofstrengthandconfidence.

ProblemSolvingandDecisionMakingTheGreen/GoldExtroverthasthesestrengths:

Discernsotherpeople’svaluesquickly;keepsprocessontrack

EmbracesideasthathaveworkedelsewhereRecognizespatterns,formshypotheses,goeswithhunchesHasdrivetodecidequicklyandtieuplooseends

Framesalldecisionsbyhowtheyimpactrelevantparties

StrategiestoImproveEffectivenessWhenChallengedInterpersonal challenges detract fromproductivity.Here are self-coachingstrategiesforyourbiggestchallenges:

Working with noncollaborative teammates. Assess—through yourpattern-recognition skills—their Color Q types and employ thesuggestionsfordealingwiththem(seethefollowing“PoliticalSavvy”section).Copingwithcompetitive,me-firstattitudes.Be therolemodel foramore collaborative approach; don’t expect reciprocation, at leastinitially.

Handlingdebatethatsplintersharmony.Proposeawin-winsolution,orexcuseyourselfuntilthesituationcoolsdown. Getting overly involved with others and distracted from workobjectives. Create some distance—take a break or a vacation, orenforce a communications blackout—until objectivity can bereestablished. Being easily offended by corrective feedback. Practice objectivity.Focus on content, not tone. Role-play bothersome scenarios with afriendinanonthreateningenvironment(whathasworkedforthem?).LearnfromGoldsorBlues,whowouldperceiveidenticalfeedbackasneutral.

Responding to chronic conflict with obsessive worrying aboutsecondary details. Sounds easy, but it’s not—distance yourself fromchronicconflictbeforeitbecomesahealthissue.Criticizing and confronting team members you think are violatingvalues and standards.Be sure to give criticismprivately! State yourconcernsinaneutral tone;donotmoralizeorsidetrackintopersonalissues.

Pushingforclosuretooquickly.Remember:Deflectingconflictisnotthesameasresolvingandmovingforward.

Your best coping mechanisms are rest, self-care (momentary or longerterm), reflection, delegation, playing games with friends, and seekingobjectiveopinions.

CASESTUDY2:WhenaCareerIsn’tWorking

ItwasgraduationdayforJason’sson.Now,Jasonwouldfinallybeabletoquithisjobasanemergencyroomnurse.AlthoughasaGreenhelovedthenursingprofession,theemergencyroomwasliterallymakinghimill.After fifteen years in pediatrics, Jason had transferred to the ER four

years ago for the higher salary needed to pay his son’s tuition. But helackedaRed’sappetite for theever-changingdemandsof thedoctorsandendless crises. Emergencies don’t respect rules, and Jason had becomeedgy,critical,andanobsessiveworrier.At the graduation party, Jason happened to sit with his niece Lisa.

IntriguedbytheGreenaspectsofherjobasapublichealtheducator,Jasonwasreceptivetoherstoriesabouteducatingandhelpingothers.WithLisa’sassistance, Jason made the transition into an identical position with hiscounty’s health department. The collaborative environment (noemergencies!)madegoingtoworkapleasureforJasononceagain.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheRed’sspontaneous crisis-handling ability, the Gold’s detailed concrete thinking andadministrative talent, and the Blue’s strategic thinking to your advantage.Engageirritatingcoworkersaspowerfulpoliticalallies.

Reds.“I’ve rewritten this project’s mission statement six times!” Green/GoldDirkcomplainsthathisRedcolleagueAndykeepspointingoutimpracticalitiesthatsendDirkbacktothedrawingboard.YourstylecanirritateaRedbyemphasizingonepreferredsolution.TheRed’s

strengthistoexpect,evenwelcome,midcoursecorrections;Redsliketoseehowthingsplayoutintherealworld.Yourbigpicturemaynotseemrealisticenoughto a Red, who will challenge you with on-the-ground scenarios. To theGreen/GoldExtrovert, theRed’s style appears to bebarely controlled chaos—floutingproceduresfrequently,respectingthingsoverpeople.Thisisasetupforlongterm conflict with a Green/Gold Extrovert. When these Red strengthsbecome irritationsbut are ignored“for the sakeofharmony,” resentmentsboiloverintoconflictsthatexhaustyoubutappeartoenergizeandamusetheRed.

NegotiatingStrategies

UsethesewordswithaRedandwatchtheresponse:“stimulate,”“enjoy,”“expedite,”and“now.”

Forget the big picture. Using concrete, factual words, talk specificallyaboutwhatneedstobedonenowtoaccomplishdesiredends.Solicittheiropinions.Redscancreatecontingencyplansonthespotwhenneeded.Donotmicromanage;letthemhandledelaysandunforeseenchanges.

Don’t “give in” forharmony’s sake.Standyourground,preferablywithsomeeasyhumor. Envision challenging Red coworkers as equals who can handle a firm“no,”andpracticeholdingfirmuntilyourownconcernsareaddressed.

Blues.“My (Blue) colleagueAmanda is drivingme crazy,” sighsGreen/GoldCarol.“I’msupposedtomonitorherproject’sprogress,butshejustwon’tsharewhat’shappeninguntilshe’sready.Allshedoesiscritiquemywork!”TheBlueistheleastpeople-orientedofalltheColorQpersonalitytypes.Toa

Green/Gold Extrovert, Blues appear to put all their formidablemental energyintocreating strategies that ignore the impactonworkersandcustomers.YourstylecanirritateaBluebyemphasizingtheimpactonpeopleratherthanoverallstrategy.Thedesire forharmonymaystrikeaBlueas secondary to the taskathand,whichintheBlue’smindmustbechallenged.TheBluewill thenpepperyou with criticism and questions. This onslaught pressures the Green/Gold’s

abilitytostandfirminthefaceofconflict.TheBlueappearstojudgethevalueofyourconcernsbyyour“inability”tofightandwin.IfoverwhelmedwithlotsofquestionsbyaBlue,donot take thechallengepersonallyorasa threat. It’sactuallyacompliment—thisishowBluesshowthey’reinterestedinyourideas.


Beverballyshortandconcise.Use“if...then”sentences,whichareveryeffective.

Rehearsefirmer,moreeffectiveresponses:“Ihearyou;nowhere’smylistof concerns.” “Strategically, the problems I see are. . . .” “If you seecustomer relations as secondary, then how do you propose to deal withaccountcancellations?” Adjust your vocabulary and use theoretical jargon, statistical data, andtechnical terms. To prove a proposal’s worth, point out several longtermbenefits.Useingenuity,logic,andwittomakeyourcase. Don’t react personally. Blues are hardwired for impersonal criticalthinking.

Displaycompetence.Bluesforceyoutobetough-mindedandfirm.Theyfind your warmth and enthusiasm distracting; they need to see yourcompetenceondisplay.

Golds. “Why is it always about money with her!” Green/Gold John iscomplaining about his Gold coworker Patricia, who insists on including adetailed rather than general budget for their project, which will require all-nightersforthenexttwodays.You can deal with Gold/Greens. Gold/Blues are another matter. More

authoritarianandlesspatientthanyou,theyviewyourparticipativestyleassoft.Your stylemay irritate aGold by being too abstract,without enough concreteevidence and linear thought to explain how to achieve desired ends. Greenslistentoallsides;Goldsseeonlyrightorwrong.Gold/Bluesparticularlyvalue“doing” over “feeling” and may become irritatingly critical and bossy. Theircommunication style is much more challenging, impersonal, and verballyaggressive,which canerupt into confrontation. If aGold/Blue challengesyou,providestep-by-stepplans.(Createtheseplansbyenvisioninghowthey’llhelpthepeoplewhowillimplement.)


To ease tensions, pepper your sentences with words like “facts,”“tradition,”“respected,”and“proven.”Avoidmetaphorsandanalogies.Use concretewords and concepts to create a comfort zone, so you can“talkthetalk”withGolds(andReds).Theyneedgrounded,practicalwordsandtasks.

Commit several low-pressure, self-directed minutes each day tounderstandingthevocabularyofinvestment,costs,timelines,andbudgets.

Extrovertvs.IntrovertIfthepreviousstrategiesarestillmissingthemark,youmaybedealingwithanIntrovert.Ifso:

Tone down your enthusiasm; listenmore. Itwill be difficult for you tounderstand why Introverts shun interaction and prefer working alone.Respect,don’tchallenge,theirneedtorechargetheirbatterieswithprivacy—it’snotpersonal.Invitethemtospeak,butdon’tforcethemtospeakuntilthey’vethoughtthingsthrough.

Donotfilltheirpauses.

Recognizeanyofyourcoworkers intheprecedingdescriptions?Learnmoreabout each personality type by reading each Color Q personality’s overallchapter,thenreadChapter25,“AdjustingtotheWorkplaceStylesofOthers.”

In summary,withyourGreen/GoldExtrovert energy,warmth, and charm,youare an influential, charismatic leader. Tenacious, responsible, and opinionated,youusuallyworkyourmagic by tactful persuasionbutwill do battlewith themean-spirited. You honor your commitments and expect the same of others.Well-definedteamwork,opencommunication,andappreciationdescribegroupsyoulead;butyouneedtohaveothercolorslookafterimpersonaldetails.Focusonstandingfirmwhenconflictfirstarises.Itiscriticaltohonoryourdesiresanddrawyourlinesinthesand.

7

green/backupgoldintroverts

YOU’RENOTONLYaGreen,youalsohavestrongsecondarycharacteristicsoftheGoldpersonality.AndyouhavetestedasaColorQIntrovert,whichmeansyourecharge your batteries by being alone, rather than being with people.Green/GoldIntrovertscombinebothwarmthandreserve.Sharingwarmlywiththose closest to you, you are reserved at work until trust is established. Yourdeepinsightsintopeoplecreatewin-winsituationsandhelpsubordinatesgrow.Youexcelatorganizingandfollow-through.

TopMotivatorsAs an Introvert, you are less productive in open office settings, orwhen yourprivacyisnotrespected.Yetyourinterestinothersissostrongthatyouruntheriskofnothavingenoughtimealonetorecharge.Green/GoldIntrovertsform4percentoftheworld’spopulation,andmoreof

you areneeded!Yourwork ethic is conscientious, goal-oriented, hardworking,and ambitious.An idealistwith strong inner convictions, you’ll go above andbeyondwhenchampioningacause.Decisiveandfrequentlyinahurry,youareimpatientwithanyonewhoobstructstheto-dolist.

CorporateCulture—FindingtheOptimalFitIt is theresponsibilityofeverypersonality tofindorcreate theiroptimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeviewedasweaknesseselsewhere.Thecorporatecultureitself may not be dysfunctional; for instance, Greens hate what Blues love.

Conflict, sapped strength, resentment, and feelings of defeat are symptoms ofpoorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

The Green/Gold Introvert’s most preferred work environmentemphasizes:

Predictableandorderlysurroundingswithwell-communicatedvaluesTrustworthycoworkersinaharmonious,egalitarianatmosphere

One-on-oneinteractionsAfocusonpeople-relatedissues A corporate culture that invests in staff development and societalwell-being

Privatespace,quiettime;abilitytoworkindependentlyPersonalcontrolovermultipleprojects

If these points seem obvious to you, it means you’ve tested correctly.(ComparewithaBlue/RedExtrovert’sidealenvironment.)

TheGreen/GoldIntrovert’sleastpreferredenvironmenthas:

LittleprivacyToomanydetailsandrepetitiveroutine

NoappreciationforcreativitySuperficialorrudecoworkersTeammemberswhoare shortsighted,dismissive,orcannot stick toissues

TensionandcompetitionTendencytoexploitcustomersandstaff

LeveragingExecutivePresenceandBuildingPersonalBrandGreen/GoldIntrovertsaremastersat turningvisionsintorealities.Youhavean

almostclairvoyantwayofmatchingpeoplewithresources.Yourleadershipstyleisoneoffuture-orientedinsightsandloyaltytoacause.

You see the big picture and believe it is attainable.Not one to bark orders ordemand obedience, you quietly influence by persuasion rather than control;earnedcooperationinspiressubordinates’bestefforts.

TheGreen/Gold Introvert’s personal leadership brand should be built around your innervision, which finds new meanings and possibilities around you. Tactful, complex, andarticulate,youarethatrarebreedwhocanmotivatestaffwithappreciationandsupportandalsoestablishneededstructureandorganization.

CASESTUDY1:TheSuccessfulGreen/GoldIntrovert

Dr. Mobarak Abdulhadi Aldosari, Rowad Almaarefa EducationalConsultingDr. Aldosari has been at the forefront of the career guidance andcounseling field inSaudiArabia for thepast twenty-fiveyears.Hehelpedestablish the first guidance center in the Kingdom’s Eastern Province in1998. His Ph.D. in guidance and counseling “matches my personalitytype,”hesays.Dr.Aldosari’sworkwithColorQdemonstratesthemethod’sapplicability

across cultures. He owns the Rowad Almaarefa Educational Consultingfirm in Saudi Arabia and is a Color Q licensee: “I have conducted theColorQpersonalitysystemonmorethan4,000students[boysandgirls],teachers,andcounselorsintheArabGulfcountries.Thisisreallywhatourpeoplewant,”hesays.Dr. Aldosari is a highly intuitive Green/Gold who describes his

professional strengths as wanting to help others, motivate them, and seethemsucceed.Hesays thatcareerguidance isn’tavailableyet inmanyofhiskingdom’sschools.“IwasmostfrustratedwhenonedayIaskedagradetwelve high school student about his dream. He answered, ‘I am notthinkingaboutityet.’Thatshockedmeandledmetoworkandconcentrateon the career guidance field.” Today he focuses on helping students findtheircareerpaths.

ParticipatingInandManagingProductiveTeamsGreen/GoldIntrovertsinspiretheirteammateswithquietenthusiasmandcan-doattitudes. You bring foresight, organization, and follow-through to the table.Teamleadersknowyouaredependableandwilldomorethanisrequired.You

easilybuildbridgesanddefuseconflictwithinsight,tact,andhumor.In practical terms you are results-oriented, focused, and keen on preventing

resource waste. You manage complex interactions smoothly. Whileconscientious about deadlines, you tackle problem solving with creativebrainstorming.

CommunicationsStyleMerelyadjustingone’svocabulary toalignwithanothercolor’sstylecanelicitpowerful positive responses. Empathetic vs. objective analysis, theoretical vs.practical,structuredvs.adaptable—theseclashesfuelmostworkplaceconflicts.Beingableto“styleshift”bringsahugecompetitiveadvantageinnegotiations,managing,andinterviewing.Green/Gold Introverts are skillful listeners, responsive to nonverbal cues.

Personableyetquietlyforceful,youenjoydiscussingideas,theories,andmodels.Your energy and excitement often remain internal. Your preferred vocabularyfeatures abstract concepts, metaphors, and feelings, emphasizing words likevalues, relationship, feel, and friendly. Conversely, Reds prefer to use wordssuch as “move,” “stimulate,” and “gusto.” Blues prefer theoretical jargon,statistical data, and technical terms. Golds, with whom you share somepersonalitytraits,prefer“facts,”“tradition,”“respected,”and“proven.”Green/Goldshaveanunusualcapacitytounderstandtheviewpointsofothers.

Youareanaturalatshiftingstyles.Youliketothinkbeforereplying,andpreferwritingtotalking,becausethoughtscomesoquicklyyoumayhesitateverbally.

BlindSpotsThese blind spots are prevalent in Green/Gold Introverts (although onlysomeofthemwillapplytoyou):

Takingcriticismtoopersonally

AvoidinggivingconstructivecriticismSeeingtemporarysetbacksasinsurmountabledeal-killersGettingderailedbychallengestoyourinnerbeliefs

Seeingthepeopleissuesofconflicts;makingfactssecondaryHangingontoolongwhenavisiondoesn’tpanoutInvestingsomuchinothers that there’snotenoughtimeforyou torechargealone

Usingmetaphors and analogieswhen talkingwithGolds andRedsinsteadoftheconcrete,practicalwordstheyprefer

StressorsThatProduceFatigueandStrifeCertain workplace conditions produce stress and fatigue for Green/GoldIntroverts.Theyinclude:

Proceduresandtasksthatdistractfromthecoremission

Noisy,insensitivepeopleCriticism,especiallywhenit’smean-spiritedLackofcontrol

ToomuchrepetitiveworkFrequentlast-minuteplanchanges

Green/Gold Introverts under extreme stress often become uncooperative,withdrawn, fault-finding, and critical. Perfectionism and preoccupation withsmall details are common. Catherine Atwood, a leader of a 2011 Habitat forHumanity Bike & Build crosscountry bicycle tour, noticed this about aGreen/Gold Introvert coleader at mid-trip: “He would be focused on oneparticular thing that really was not top priority or as important as doingsomethingelse.”(Catherine,aGreen/RedknowledgeableofColorQ,wasableto assess his color and help him refocus on the big picture.) FatiguedGreen/Goldsmaystopcooperating,withholdinformation,orbecomeimpulsivedecision makers. During leisure hours they may engage in excessive eating,drinking,orexercise.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsThe primary focus of the Green/Gold Introvert who wants to self-coach forcareeradvancementshouldbeonhowtohandle(ratherthanavoid)personalitydifferencesfromacoreofstrengthandconfidence.

ProblemSolvingandDecisionMakingTheGreen/GoldIntroverthasthesestrengths:

Excelsatdevelopingthevision

HasfaithinhunchesandinsightsFindschangeconceptuallyexcitingbutprefersadvancewarningLikestosolveproblemsinnewways;quicklygraspspossibilities

Seesbothcurrentandfutureimplications,especiallyrelatingtopeopleFeelscomfortabledealingwithcomplexity


Lack of privacy. Privacy is critical; you cannot be productive in anoisy,openenvironment.Makethisahighpriorityinjobnegotiations.Ifyouaretoojuniortohaveanoffice,explaintheseneedstoyourbossandaskifyoucanworkoccasionallyinanemptyconferenceroom,soyouhaveanopportunitytorecharge.

Too much repetitive work. Delegate! Or renegotiate your jobdescription.Ifyoudon’t,thissituationwillbecomeahealthissue.Frequent last-minute changesof plans.Volunteer to take charge ofthenextprojectandbearolemodelforfocusandfollow-through.Orfocusonhowthechangesimpactpeople,leavingdetailstoothers.Beingcompassionatewithproblemperformers.Compassiondoesn’tgettheworkdone.Balancepersonalissuesagainstdeadlinesandmakethemequal;neverletonetakeprecedenceovertheother.

Discomfort when giving constructive criticism. Criticism feelscounterproductive,butakindtonecandeliveratoughmessage.Yourgreatestcontributionistoappreciateandinspireothers. Ignoring conflict. You prioritize harmony, but ignoring conflictdoesn’tmakeitgoaway.Airaggravationswhilethey’restillfreshandmanageable—get used to it, and learn vital negotiating tactics along

theway.

Whendealingwithchallenges,yourbestcopingmechanismsarelearningtosayno topeople anddemands, creating time to think things through, anddelegatingdetailwork.After100percentdevotionto“thecause,”prioritizeyourself.Realizethatotherpeopledon’tautomaticallyknowwhatyouhavetooffer.Don’talwaysgo italone;askforhelpoccasionally.Reviewyouraccomplishmentseachday—youaremakingadifferenceintheworld,butmayneedtoremindyourself.


The McKessons are a family with five generations in the finance field.Mildred and Frank were very gratified when their son John chose tobecomeastockbrokerrightoutofcollege.John’s first week at his New York job was a blur of meeting people,

training,andexperiencingtheexcitementof the tradingfloor.Everynighthee-mailedhisprogresstohisfamilybeforecollapsingintobed,hungryforthesilencethatIntrovertsneed.Newstockbrokershavetomakedozensofcoldcallseveryday,allwhile

keepingan eyeon the computer screen trackingmarketmovements. Johncouldn’tthinkoranalyzeinformationoverthedin.Hissupervisorstartedtoadmonishhimforworkingintheemptyconferenceroomratherthanathisdeskontheopenfloor.Johndecidedtoconfide inhisuncleBill,whoworkedatoneof thebig

banks a few blocks away.Over lunch, Bill realized his nephew needed apositionthatwouldtaphisobviousGreenmarketingabilitiesbutinalesschaoticatmosphere.Apositionhadopenedup in thewealthmanagementdepartmentofthebank,andwithBill’srecommendation,Johngottheoffer.Inheritedclients,aprivateoffice,andalotfewercoldcallswereallJohnneeded.TodayJohnlooksforwardtohisdaysdelvingintothefamilyissuesand

problems of his high net worth clients. Helping them is something thisGreenfindsveryrewarding;Johniswellonhiswaytobecomingtheleadproducerinhisdepartment.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheRed’sspontaneous crisis-handling ability, the Gold’s detailed, concrete thinking andadministrative talent, and the Blue’s strategic thinking to your advantage.Transformirritatingcoworkersintopowerfulpoliticalallies.Reds. Your style can irritate a Redwith its emphasis on the big picture. TheRed’sstrengthistodealwiththepresent;theyliketoseehowthingsplayoutinthe realworld.Yourbigpicturemaynot seem realistic enough to aRed,whowill challenge youwith on-the-ground scenarios.To theGreen/Gold Introvert,the Red’s style appears to be barely controlled chaos. Reds seem to flout theneedforordereverychancetheygetandtorespectthingsoverpeople.Thisisasetup for longterm conflict with a Green/Gold Introvert. When these Redstrengths become irritations but are ignored “for the sake of harmony,”resentmentsboil over into conflicts,whichexhaustyoubut appear to energizeandamusetheRed.


UsethesewordswithaRedandwatchtheresponse:“stimulate,”“enjoy,”“expedite,”and“now.” Downplay the big picture. Using concrete and factual words, discussspecificallywhatneedstobedonenow.Solicit theiropinions.Redscancreatecontingencyplanson thespot forallpossibleoutcomes,notjusttheonetargeted.

Donotmicromanage;letthemhandledelays,ambiguities,andunforeseenchanges. Envision challenging Red coworkers as equals who can handle a firm“no,” and practice holding firm until your concerns are addressed. Injectsomeeasyhumor.

Blues.TheBlueistheleastpeople-orientedofalltheColorQpersonalitytypes.To a Green/Gold Introvert, Blues appear to put all their formidable mentalenergy into creating strategies that may ignore the impact on workers andcustomers.Your stylecan irritateaBluebyemphasizing the impactonpeopleratherthanoverallstrategy.AdesireforharmonymaystrikeaBlueassecondarytothetaskathand,whichintheBlue’smindmustbechallenged.TheBluewillthenpepper youwith criticismandquestions.This onslaught puts pressure on

theGreen/Goldtostandfirminthefaceofconflict.TheBlueappearstojudgethevalueofyourconcernsbyyour“inability”tofightandwin.IfoverwhelmedwithlotsofquestionsfromaBlue,donottakethechallengepersonallyorasathreat. It’sactuallyacompliment,because this ishowBluesshowinterestandcalmtheirinnerinsecurities.



Rehearsefirmer,morefactualresponses:“Ihearyou;nowhere’smylistof concerns.” “Strategically, the problems I see are . . .” “If you seecustomer relations as secondary, then how do you propose to deal withaccountcancellations?”Adjustyourvocabularyandbeginusingtheoreticaljargon,statisticaldata,andtechnicalterms.Toproveaproposal’sworth,pointoutseverallongtermbenefits.Useingenuity,logic,andwittomakethecase.Displaycompetence.Bluesforceyoutobetough-mindedandfirm;theyneedtoseeyourcompetenceondisplay.

Don’t react personally. Blues are hardwired for impersonal criticalthinking.

Golds. You can deal with Gold/Greens. Gold/Blues are another matter. Moreauthoritarian and less patient than you are, they view the people-first style assoft.TheGreen/Gold’s style can irritate aGoldbybeing too abstract,withoutenough concrete evidence and linear processes to explain how to achieve thedesiredends.Greenslistentoallsides;Goldsseerightandwrongonlyoneway.Gold/Blues particularly value “doing” over “feeling” and may becomeirritatingly critical and bossy. Their communication style is much morechallenging,impersonal,andverballyaggressive.IfaGold/Bluechallengesyou,providestep-by-stepplans.(Createtheseplansbyenvisioninghowthey’llhelpthepeoplewhowillimplementthem.)


To ease tensions, pepper sentenceswithwords like “facts,” “tradition,”“respected,”and“proven.”Avoidmetaphorsandanalogies.

Make use of concrete words and concepts to createmore of a comfortzone, so you can “talk the talk” with Golds (and Reds). They needgrounded,practicalwordsandtasks.Commitseverallow-pressure,self-directedminuteseachdaytofocusingonthevocabularyofinvestment,costs,timelines,andbudgets.

Acknowledge and flatter their superior detail management capabilities,especiallywhentheytakeonsomeofyourdetailwork.

Extrovertvs.IntrovertIf theaforementionedstrategiesarestillmissing themark,yourcoworkermaybeanExtrovert.Ifso:

It will be difficult to understand why they must be around peopleconstantly, and how they can enjoy noisy environments. Respect, don’tchallenge,theirneedtorechargetheirbatteriesbyinteractingwithothers—theyneedthisthewayyouneedalonetime. You’re a good listener, but be sure to interject verbally often. Askquestions;sharemoreofyourself.

You can volunteer to handle tasks for them that requireworking alone.Benefitfromtheirgratitude—andthetimealone.

Recognize any coworkers in the preceding descriptions? Learn more aboutthem by reading each Color Q personality’s overall chapter and Chapter 25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Green/GoldIntrovertsaredeepandcomplexpeoplewhofocusontheirvisionandinnerworldofideas.Articulate,empathetic,andidealistic,youenjoybeingofservicetoothers.Onceagoalisset,noargumentbasedsolelyonpracticalityandreasonwilldivertthemission.Do,however,engageothercolorstolookafterdetails.Youhaveaspecialgiftforunderstandingcomplicatedissuesandsimplifying

themforothers.Youlistendeeplyandhelppeopleseenewwaysofapproachingtheir issues. Maintaining a harmonious team spirit is a top priority; but be

tenacious about standing firmwhen conflict first arises. It is critical to honoryour desires and draw your lines in the sand equally to others. Above all,schedulesufficientprivatetime.

8

green/backupredextroverts

YOU’RENOTONLYaGreen,youalsohavestrongsecondarycharacteristicsoftheRedpersonality.AndyouhavetestedasaColorQExtrovert,whichmeansyourechargeyourbatteriesbybeingwithpeople,ratherthanbeingalone.Green/RedExtrovertsarekeenobservers,energizedbynewideas.Afreespiritintriguedbythe unusual, this personality is often unconventional and admires othernonconformists. You shun routine, gleefully battle bureaucracy, and lovechallenges that highlight ingenuity.Gravitating to newgoals and careersmorefrequentlythanmost,yourwarmth,insight,andpeopleskillsopendoors.Agiftfordiscerningfuturetrendsfuelsyourambitions.

TopMotivatorsAs an Extrovert, working alone for long periodsmakes you restless. Early inyourcareeryoulikelywerechidedforroamingthehallswhenyoushouldhavebeenatyourdesk.Green/Red Extroverts are most motivated by big-picture, people-oriented

visions of the future. You believe in achievement through cooperation; likingothers and being liked is the grease that makes your wheels turn. Green/RedExtrovertsformonly4percentoftheworld’spopulation,butitwouldbeboringwithoutyou!

CorporateCulture—FindingtheOptimalFitIt is theresponsibilityofeverypersonality tofindorcreate theiroptimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeviewedasweaknesseselsewhere.Thecorporatecultureitself may not be dysfunctional; for instance, Greens hate what Blues love.

Conflict, sapped strength, resentment, and feelings of defeat are symptoms ofpoorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

The Green/Red Extrovert’s most preferred work environmentemphasizes:

Freedomtoexpressoneselfincreative,humorous,andcolorfulwaysVarietyandchange,withminimalrulesandrestrictions

BeingheardbypeersandsuperiorsPeople-relatedprojectsPlacinghighvalueonstaffandclients

Democratic,livelyatmosphere

If you think these points are obvious, it means you’ve tested correctly.(ComparewithaBlue/GoldIntrovert’sidealenvironment.)

TheGreen/RedExtrovert’sleastpreferredenvironmenthas:

Littlecreativity,lotsofbureaucracyMinimalsocialinteraction(i.e.,thesenseofbeingignored)Lotsofrules,procedures,details,andrepetitiveroutine

Manipulative,controllingpeopleand/orofficepolitics

LeveragingExecutivePresenceandBuildingPersonalBrandGreen/RedExtrovertsaremasterfulatdealingwithabroadrangeofeventsandpeople—simultaneously when necessary! Because of this ability, you seeconnectionsthatothersmiss.Energizedbynewideasandindustries,youenjoyapplyingyourskillsinoriginalanduniqueways.

TheGreen/RedExtrovert’spersonalleadershipbrandshouldbebuiltaroundyourintuitivegifts for seeing the trends and pitfalls of the future. You have a strong sense of how tomotivateandhelpothers.

Yourleadershipstyleisoneofdynamicinitiation,especiallyvaluableduringstartupphasesofprojectsorcompanies.Youseeaverybigpictureandbelieveitis attainable. An outside-the-box thinker, you know profitable ideas originatefrom new hires and twenty-year veterans. Persuasion, rather than control, ofpeople creates buy-in that moves products quickly to market.Without trying,youbuildextensivenetworksofpeople.

CASESTUDY1:TheSuccessfulGreen/RedExtrovert

CongresswomanCarolynMaloneyCarolynMaloneyunderstandsthatleadershipandsuccesscomefromfirstmasteringtheissuesandthenmusteringyourforces.Forninetermsshehasrepresented the twelfth district of New York in the U.S. House ofRepresentatives. She was the first woman to chair the Joint EconomicCommitteeandisanationallyrecognizedleaderinthefieldsofeconomicpolicy, financial services, national security, andwomen’s issues. ShewasthepowerhousebehindthelandmarkcreditcardreformlegislationthatthePewFoundationsayssavesconsumers$10billionannually.“Ihavemanagedtopassmanyimportantbillsthatpeoplethoughtcould

never overcome the opposition of special interests,” says Maloney,demonstrating theGreen/Red’sdynamic initiationandability topersuade.Inonesessionalone,sheintroducedmorethanseventypiecesoflegislation,tyingtherecordforthemostbillsfromanylegislator.Her tireless efforts to secure badly needed health care for New York’s

ailing9/11heroeswonherplauditsandadmirationaround theworld.“Ifyou really believe in and understand the importance of the goal,” saysMaloney, “it’s not work. And no obstacle can withstand the unwaveringdetermination of a united people committed to a just cause.” She is alsoproud of helping draft the Anti-Terrorism Intelligence Reform Act, whichchangedthestructureoftheU.S.intelligencesystem.Despite being a national leader, her deep concern for her constituents

keepsherfocuslocal.Maloneyrecentlypreventedtheclosingofaveteran’shospitalontwenty-thirdStreetinManhattan.“Sometimes,it’snotwhatyoudo,it’swhatyoustop.”1HereffortstokeeppostofficesopenandfundtheschoolsinherdistricthavebeendecidedlyGreenendeavors.Shealsohasa feistyRed side,andheropponentsknowshe isnoeasy

target.Astrongproponentofwomen’srights,shewasachiefsponsoroftheEqualRightsAmendmentandauthoroftheDebbieSmithAct,whichfunds

theprocessingofDNAevidenceinsexualassaultcases.Shehasstoodfirmagainstright-wingopponents.WhenRepresentativeDarrellIssachairedareligious freedom and birth control panel with no female speakers,Maloney’s question, “Where are the women?” resounded through thenationalmedia.HerresponsetoconflictistypicalofaGreen/RedExtrovert:“Idealwith

itinsteps.Alotofitiseducatingpeople,andlisteningtoallpointsofview,toseeifthereisawaytomoveforwardtogether.Itreallyworks.”

ParticipatingInandManagingProductiveTeamsGreen/Red Extroverts inspire their teammates with warmth, insight, can-doattitudes, and passionate interest. Conflict provides information, and then isdefusedwithhumor.Youestablishrapportquicklyandareaterrificcollaborator.Bylistening toeveryoneandeverything,youmakeunusualconnectionsand

are often the first to offer creative solutions. Your many relationships ensureneededsupport.

CommunicationsStyleMerelyadjustingone’svocabulary toalignwithanothercolor’sstylecanelicitpowerful positive responses. Empathetic vs. objective analysis, theoretical vs.practical,structuredvs.adaptable—theseclashesfuelmostworkplaceconflicts.Being able to “style shift” gives you a personal competitive advantage innegotiations,managing,andinterviewing.Green/RedExtroverts aregiftedatbothverbal andwrittencommunications,

often becoming writers and speakers. You like talking in person, rather thanwriting or texting. You favor abstract concepts, metaphors, feelings, andanalogies, and your preferred vocabulary emphasizes words like “values,”“relationship,” “feel,” and “friendly.” Reds, with whom you share somepersonalitytraits,preferwordssuchas“move,”“stimulate,”and“gusto.”Bluesprefertheoreticaljargon,statisticaldata,andtechnicalterms.Golds,conversely,prefer“facts,”“tradition,”“respected,”and“proven.”Green/Redsspeakfluently,withliveliness.Styleshiftingforyoumeanstoning

down,holdingback,anddiscipliningyourselftotalksequentiallyratherthaninastream-of-consciousness manner. When needed, replace your usual exciting,vivid imagery, and personal stories with more concrete words and ideas. Putaside the charm and focus on here-and-now details and procedures. You’re agoodlistener,keyingintoyourcolleague’spreferredstylequickly.

BlindSpotsCertainblind spots areprevalent inGreen/RedExtroverts (a fewof themwillapplytoyou):

Startingtoomanyprojects,losinginterest,orgettingsidetracked.

Overlookingimportantdetails,facts,analysis,andpracticalities.Underestimatingtimeandlogistics.Keepingoptionsopentoolongwhendecisionsareneeded.

Takingcriticismtoopersonally.Usingmetaphorsandanalogiesinsteadofpractical,sequentialwords.(You’ll dramatically increase cooperation with Golds by “talkingreal.”)Notgivingotherstimetoevaluateortestideas.

StressorsThatProduceFatigueandStrifeCertain workplace conditions produce stress and fatigue for Green/RedExtroverts.Theyinclude:

Feelingmanipulatedorcontrolled

FeelingcrampedbystructureandrulesLackinghumanconnection,especiallyduringdifficultperiodsBeingisolatedfrom“theloop”

ResentingthosewhodisregardyourvaluesBeingpressedfordecisionsbeforeyou’reready

Green/Red Extroverts under extreme stress often become distracted,rebellious,andgossipy.Youmaystir thingsup,create trouble,orobsessabouthealth issues. Fatigued Green/Reds can become compulsive about details ormakesudden,irrationalchanges.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsThe primary focus of the Green/Red Extrovert who wants to self-coach forcareeradvancementshouldbeonhowtohandlechallengestoyourinnervaluesfromacoreofstrengthandconfidence.

ProblemSolvingandDecisionMakingTheGreen/RedExtrovertpossessesthesestrengths:

Brainstormsmanypossibilitiesandfollowsintuition

PrioritizespeopleissuesListenstoeveryoneandadoptswhat’simportantFocusesonareasofagreement;defusesconflictwithfunandhumor

ImprovisesandconfidentlygetsassistancewhenneededMakeskeen,penetratingobservationsofmultipleoptions


Criticism that feels condemning and challenges your inner values.Listenwithdispassion.Thenaskyourcriticizers if they respectyourbeliefs.Mostlikely,theydo!

Ignoringconflictforaslongaspossible.Youprioritizeharmony,butignoringconflictdestroys it.Forceyourself toairaggravationswhilethey’re still fresh and manageable—you’ll get stronger and acquirevitalnegotiatingtactics.Resistancetostructure,rules,andbureaucracy.Youbelieve,rightly,inthevalueofbrainstormingwhenproblemsolving.Youchafewhenstructureoverridesimplementingingenioussolutions.Workwithinthesystem;developallieswho’llhelpyouaccomplishyourgoals.Havingtoworkalone.DelegatesuchtaskstoIntroverts,who’llthankyouforthealonetime!

Makingfactualerrors.OtherColorQpersonalitytypesneedfactstoallay anxieties. Facts seem to lead you astray, whereas gut feelingshave always steered you right. Start intuitively, then back up yourdecisionswithfacts.Leavingcurrentprojectsincompletewhenexcitingnewonesappear.Put thenewprojects inaqueue,anduseyourexcitedanticipationof

thenewtohelpcompletetheoldprojects.

Whendealingwithchallenges,setandstickwithdailypriorities.Youloveto “wing it,” so plan both organized and “wing it” times into schedules,presentations, and meetings. Learn from, rather than react to, criticalfeedback. Understand that deadlines are more important to other colorpersonalities,whowillmanipulateandpressureyoutomeetthem.Respectdeadlinesinordertoenhanceyourcredibilityandstay“intheloop.”


Web designerMaxOgilvy was talking to himself, and it was scaring hisfamily. A successful voice-over actor until the recession hit, Max hadwelcomedhis lighterworkscheduleasanopportunity to transition intoamorestablefield.Maxusedhis knowledgeof commercialsandmarketing,andhisGreen

understanding of human desires, to create several well-received websitesfor prominent local businesses. He enjoyed interacting with businessowners, his Red love of technology helping transform their corporatevisionsintodigitalrealities.Maxhadn’tcountedonhowmanyhourshewouldhavetoworkathome

alone in front of the computer. His Extroverted side revved up when hisfamilycamehome,justwhentheywantedtorelax.Max badly needed to work with other people. To stay in touch with

friends, hedesignedawebsite for fellowvoice-overperformers, completewithdigitalresumesandaudiosamplesof theirwork.ThesitebecamesosuccessfulatconnectingperformerswithworkthatMaxopenedanoffice—completewithcoworkersandanauditionroomfornewtalent.By the endof theday, he feels energizedand fulfilled . . . and the last

thingonhismindistalking,especiallytohimself.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheRed’sspontaneous crisis-handling ability, the Gold’s detailed and concrete thinkingand administrative talent, and theBlue’s strategic thinking to your advantage.Engageirritatingcoworkersaspowerfulpoliticalallies.

Reds. “I’m trying to have a meeting of the minds with my (Red) committeemember Samuel,” says (Green/Red) philanthropist Muriel. “I want ourfundraiser to raise awareness of world hunger; he’s excited because he got adealonfiletmignon!Itsendsthewrongmessage.”Your style can irritate a Red with its emphasis on people-centered global

visions. The Red’s strength is to deal with the present; Reds like to see howthings play out in the real world. Your global vision may not seem realisticenough to a Red, who will challenge with on-the-ground scenarios. To theGreen/RedExtrovert,theRed’sstyleappearstobeamusingbutbarelycontrolledchaos.Youmay sympathizewith their desire to flout order every chance theyget, but it’s irritating that Reds seem to respect things over people. This is asetupforlongtermconflict.WhentheseRedstrengthsbecomeirritationsbutareignored“for the sakeofharmony,” resentmentsboilover intoconflicts,whichexhaustyoubutappeartoenergizeandexcitetheRed.



Downplaytheglobalvision.Usingfactual,sequentialwords,discusswhatneedstobedonenow.Solicittheiropinions.Redscancreatecontingencyplansonthespotwhenneeded.Donotmicromanage;letthemhandledelays,ambiguities,andunforeseenchanges.

Donot“givein”forharmony’ssake.Standyourground,preferablyusingalittleeasyhumor.EnvisionchallengingyourRedcoworkersasequalswhocanhandleafirm“no,”andpracticeholdingfirmuntilyourconcernsareaddressed.

Blues.“We’ve lost twoclients tocompetitors. I saywe train the reps inclientretention techniques;hesays fire theunderperformersandhire fresh faces.Hedoesn’tgethowdisruptivethatwouldbetothedepartmentandexistingclients.”Courtney, a (Green/Red) salesmanager, is at loggerheadswith the (Blue) vicepresidentofoperations,Adrian.TheBlueistheleastpeople-orientedofalltheColorQpersonalitytypes.Toa

Green/RedExtrovert,Bluesappeartoputalltheirformidablementalenergyinto

creatingstrategies thatmay ignore the impactonworkersandcustomers.YourstylecanirritateaBluebyemphasizingtheimpactonpeopleratherthanoverallstrategy.Thedesire forharmonymaystrikeaBlueas secondary to the taskathand,whichintheBlue’smindmustbechallenged.TheBluewill thenpepperyou with criticism and questions. This onslaught pressures the Green/Redpersonality tostandfirmin thefaceofconflict.TheBlueappears to judge thevalueofyourconcernsbyyour“inability”tofightandwin.IfoverwhelmedwithlotsofchallengesbyaBlue,donottakeitpersonallyorasathreat.It’sactuallyacompliment—thisishowBluesshowinterest.



Rehearsefirmer,moreeffectiveresponses:“Strategically, theproblemsIseeare...”“Ifyouseecustomerrelationsassecondary,thenhowdoyouproposetodealwithaccountcancellations?”Speakintheoreticaljargon,statisticaldata,andtechnicalterms.Toproveaproposal’sworth,pointoutseverallongtermbenefits.Useingenuity,logic,andwittomakeyourcase.Displaycompetence.Bluesforceyoutobetough-mindedandfirm;theyneedtoseeyourcompetenceondisplay.

Don’t react personally. Blues are hardwired for impersonal criticalthinking.

Golds.“HecutsmeoffwhenIdescribehowpeoplewillrespond,and tellsmeI’m rambling. I’m trying to make him consider all sides of the equation.”(Green/Red)AssistantVPWillisfrustratedwithhis(Gold/Blue)boss.You can deal with Gold/Greens. Gold/Blues are another matter. More

authoritarianandlesspatientthanyou,theyviewyourpeople-firststyleassoft.TheGreen/Red’sstylecanirritateaGoldbybeingtoostream-of-consciousnessandnotofferingenoughconcreteevidenceandlinearprocessestoshowhowtoachieve thedesiredends.Greens listen toall sides;Goldssee rightandwrongonlyoneway.Green/Red Extrovert Suzanne M. experienced this predicament with her

Gold/Blue accounting colleague, explaining: “I had an invoice for healthbenefitsforaPolishemployeeintheUnitedStatesthatneededtobepaidright

away,orthepersonwouldhavebeenwithoutcoverage.TheaccountantdidnotlikethatIshowedupinpersonandwastoobubblytellingthestory.Heresisted,sayingitwastheendofthemonth;wedonothavetimetofocusononeinvoice;it was out of the ordinary. But I explained the fact that if it wasn’t done thepersonwouldbewithoutcoverage,andhehandled it.Fromthenon,wehadarelationshipandIkeptgoingtohim.”


To ease tensions, pepper your sentences with words like “facts,”“tradition,”“respected,”and“proven.”Avoidmetaphorsandanalogies.Make use of concrete words and concepts to createmore of a comfortzone, so you can “talk the talk” with Golds (and Reds). They needgrounded,practical,sequentialcommunications.

Commitseverallow-pressure,self-directedminuteseachdaytofocusingonthevocabularyofinvestment,costs,timelines,andbudgets. Acknowledge and flatter their superior detail management, especiallywhentheytakeonsomeofyourdetailwork.

Extrovertvs.IntrovertIfthepreviousstrategiesarestillmissingthemark,youmaybedealingwithanIntrovert.Ifso:

Respect, don’t challenge, their need to recharge their batteries withprivacy—it’snotpersonal,althoughitwillbedifficultforyoutounderstandwhytheyshuninteractionandpreferworkingalone.

Tonedownyourenthusiasm;listenmore.Invitethemtospeak,butdon’tforcethemtospeakuntilthey’vethoughtthingsthrough.Donotfilltheirpauses.

Recognizeyourcoworkers inanyof theprecedingdescriptions?Learnmoreabout themby readingeachColorQpersonality’soverall chapter andChapter25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Green/RedExtrovertsareopen-mindedandimaginativeindividualswhoplungeenthusiastically intonewpossibilities.Typicallymultitalented,youoften have several distinct careers as well as many creative endeavors.Charismatic and ingenious, you are less successful in jobs demanding routineandstrictcompliancetorules.FocusingonfactsanddetailscanbeverystressfultoGreen/Reds,who typicallyhavea shortattentionspananddiverse interests.Overall, your key contribution is inspiring others to share your expansiveapproachtoworkandlife.Maintainingharmoniousteamspiritisatoppriority;butstandfirmwhenconflictfirstarises. It iscritical tohonoryourdesiresanddrawyourlinesinthesand.

9

green/backupredintroverts

YOU’RENOTONLYaGreen;youalsohavestrongsecondarycharacteristicsoftheRedpersonality.AndyouhavetestedasaColorQIntrovert,whichmeansyourecharge your batteries by being alone. Green/Red Introverts aremost deeplymotivatedbytheirpersonalideals.Youoftenputmoney,fame,power,andevenpersonalsuccesssecondarytoinnervalues.Inbusiness,youneedamissionthatbenefitsothers.

TopMotivatorsAsanIntrovert,you’relessproductiveworkinginopenofficesettingsthatlackprivacy.Yetinterestinothersisdeep,soyoumayforfeitneededalonetime.Green/RedIntrovertsaremotivatedinworkplacesthatrewarduniquenessand

creativity.Workingone-on-oneorinsmallgroupswithempatheticcoworkersisideal.Green/Red Introverts formonly4percentof theworld’spopulation;butweallbenefitfromyourquiet,committedinfluence.

CorporateCulture—FindingtheOptimalFitIt is theresponsibilityofeverypersonality tofindorcreate theiroptimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeviewedasweaknesseselsewhere.Thecorporatecultureitself may not be dysfunctional; for instance, Greens hate what Blues love.Conflict, sapped strength, resentment, and feelings of defeat are symptoms ofpoorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

TheGreen/RedIntrovert’smostpreferredworkenvironmentemphasizes:

EmpatheticcoworkersandademocraticatmospherePeople-relatedmissionspromotinghumanunderstanding

AcknowledgmentsforcreativityMinimalrules/restrictionsBeingheardbypeersandsuperiors

Placinghighvalueonthewell-beingofstaffandclients

If these points seem obvious, itmeans you’ve tested correctly. (ComparewithaBlue/GoldExtrovert’sidealenvironment.)

TheGreen/RedIntrovert’sleastpreferredenvironmenthas:

LotsofpublicspeakingandmandatorysocializingBureaucraticorhighlypoliticalcoworkersManyrules,procedures,details,andrepetitiveroutine

Pressurefromtightdeadlines,pushysuperiorsEmphasisondiscipline,withlittlecreativityorbrainstorming

LeveragingExecutivePresenceandBuildingPersonalBrandGreen/Red Introverts masterfully deal with multiple events and people—simultaneously when necessary. You are especially energized during startups,andkeeptheteammovingforwardwithclear,steadfastfocus.Bigvisionsseemquite attainable when you’re around. You know valuable ideas come fromunusualsourcesandcanspotconnectionsotherpeoplemiss.Persuasion,ratherthancontrol,createsbuy-inthatspeedsproductsthroughthepipeline.

TheGreen/RedIntrovert’spersonalleadershipbrandshouldhighlightyourabilitytobuildconsensus,gettingtroubledteamsororganizationsbackontrack.

You’regreatatinspiringpeople;theydotheirjobswellbecauseyoubelieveinthem. With strong personal values, you quietly assert influence. You are,however, stubborn about achieving set goals, pitching in wherever necessary.Youinspiredeeployaltythatkeepsturnoverminimalandclientsinplaceduring

toughtimes.Catherine Atwood has used Color Q since 2008. She applied it during the

2011Bike&Buildcrosscountrybicycletripwiththirty-fourridersworkingforHabitat for Humanity and other affordable housing organizations. “Color Qbecame one of the tools that helped me reach out to people with whom I’dpreviouslyfelttherewassomekindofbarrier.Ifeltgoodaboutthat.”

CASESTUDY1:TheSuccessfulGreen/RedIntrovert

KatharineMyers,Co-Owner,MyersBriggsTypeIndicator®MBTI is the personality system that helped inspire Color Q. As the co-owner of the MBTI copyrights, Katharine Myers was a founding boardmember of the Center for the Application of Psychological Type, Inc.(CAPT),whichistheMBTI’sresearchlaboratoryandresourcecenter.Shewas also the first president of the Association for Psychological TypeInternational(APTi),theMBTI’sleadingmembershiporganization.FirstexposedtotheMBTIineleventhgrade,whencreatorIsabelMyers

testedtheentiregradeinwhichhersonPeterwasenrolled,Katharinehadarevelation.“IlearnedIpreferredintroversion,anditwasaperfectlyokayway to be. This insight freed me to go comfortably into any situationanywhereintheworld....”IsabelcontinuedtoexposeKatharinetoMBTIconcepts throughout her college years at Vassar; in 1973, KatharinemarriedIsabel’ssonPeter.Katharine remainedaffiliatedwith theMBTI from thenon.“Imotivate

andinspirepeopletodevelopthemselves;ourcultureis toowillingtotellpeoplewhatiswrongwiththem.SoIfocusontellingpeoplewhatisright.”Katharine describes herself as a typical Green/Red Introvert: “I like

starting things, then moving on. I present provocative ideas with anemphasisonthebigpicture.”Her intensity and passion for what she believes in are keys to her

success. “I constantly want to improve the world,” she says. “I want topassontothenextgenerationanorganizationthatiseffectiveandethical.”Sheengagesinconflict“whenIseesomethingthatisunfairordishonest.”Says Katharine: “Outside of having been in the crowd when Martin

Luther King gave his ‘I Have a Dream’ speech, my proudestaccomplishmentisthecareIhavetakentoprotectIsabelMyers’swork.”

ParticipatingInandManagingProductiveTeamsGreen/Red Introverts work doggedly on important tasks. Team harmony isnecessaryforpersonalproductivity.Oftentheconscienceofthegroup,youlistenclosely, hear what is really being said, then focus on areas of agreement.Committedtoyourteam,youarepatientwithcomplexityandconflictingvalues.You make startling connections and then offer creative solutions. Loyal

relationships ensure needed support. Says Catherine Atwood of her Bike &Buildteam,“Eventuallyyoufindacommongroundwitheverybodyonthetrip.Iwouldconsidereverysingleoneofthemmyfriend.”

CommunicationsStyleMerelyadjustingone’svocabulary toalignwithanothercolor’sstylecanelicitpowerful positive responses. Empathetic vs. objective analysis, theoretical vs.practical,structuredvs.adaptable—theseclashesfuelmostworkplaceconflicts.Being able to “style shift” brings greater response during negotiations,managing,andinterviewing.Green/Red Introverts are gifted communicators, writers, and visual artists.

Youneed time to thinkbefore talkinganddislikesmall talkandconfrontation.Your preferred vocabulary features abstract concepts, metaphors, values, andanalogies, emphasizing words such as “relationship,” “feel,” and “friendly.”Reds,withwhomyousharesomepersonality traits,preferwords like“move,”“stimulate,”and“expedite.”Bluesprefertheoreticaljargon,statisticaldata,andtechnicalterms.Goldsrespondto“facts,”“tradition,”“respected,”and“proven.”Green/RedIntrovertsarecalm,quietspeakers.Yourinnerintensityisseldom

seen except by those you know well. Style shifting for you means speakingconcretely and assertively; sequentially rather thanmetaphorically. Trade yourglobal thoughts for present-centered details and technical strategy. You’re anexcellentlistener,easilydiscerningcolleagues’preferredstyles.

BlindSpotsCertain blind spots are prevalent in Green/Red Introverts (only some ofthemwillapplytoyou).Theyinclude:

Spendingmoretimereflectingthanacting

Stallingadecisionwhilegatheringfeelings/opinionsPrioritizingidealsandappearingimpracticalUsingintuitioninsteadoffactsandanalysis

UnderestimatingtimelogisticsTakingcriticismpersonallyUsingmetaphorsandanalogiesinsteadofpractical,concretewords

Beingoverlydemandingofself

StressorsThatProduceFatigueandStrifeCertain workplace conditions can stress and fatigue Green/Red Introverts,including:

Toomuchsocialinteraction

BeingtheunexpectedcenterofattentionPervasiveofficepoliticsandmisinterpretationofwords/actionsHavingtocompromiseinnervalues

ToomuchrepetitiveworkordetailsLackofprivacyandtimetothink

Green/Red Introverts under extreme stress often become self-critical,sensitive, and defensive. Cutting remarks and outbursts overminor issues arecommon.Youwilltendtowithdrawwhenforcedtoletgoofimportantpeopleorprojects. Fatigued Green/Reds may become unyielding, unfocused, ordisorganized.You’ll ignorephysical symptomsandduring leisurehoursmightengageineating,drinking,orexercisingtoexcess.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsTheprimaryfocusoftheGreen/RedIntrovertwhowantstoself-coachforcareeradvancementshouldbeonhowtohandle(ratherthanavoid)challengestoinnervalueswithstrengthandconfidence.Youalsoneedincreasedfocusonmoneyasatoolforhelpingothers.

ProblemSolvingandDecisionMakingAGreen/RedIntroverthasthefollowingstrengths:

Evaluatesimpactsonpeopleandtakeschallengesinstride

Gatherslotsofinput;offersbroad,innovative,originalsolutionsPerceiveswhereandhowtogethelpKnowsconflictprovidesinformationaboutgenuineneeds

Findsnewnessinthemundane


Resistancetostructure,rules,andbureaucracy.Youbelieve,rightly,in the value of brainstorming and chafe when rules hinderimplementation of ingenious solutions. Work within the system;developsupportiveallieswhowillhelpyouaccomplishyourgoals. Seeing money as secondary to the mission. They’re equal—onecannot advance without the other. Apply this tool to the vision andyou’llbeunstoppable.

Havingtoworkinlargeteamsoropenoffices.Asktoworkprimarilyonsmallersubcommittees.Negotiateaprivateworkspace . . .you’llbestressedwithoutone. Criticism that feels like personal condemnation. Listen withdispassion. Ask if those criticizing respect your values.Most likely,theydo.Making factualerrors.Other colors require facts to allay anxieties.For you, factual analysis usually proves your intuitionscorrect...later.Startintuitively,thenproveyourselfright.

Ignoring conflict indefinitely.Harmony is the priority, but ignoringconflict breeds resentment. Air aggravations while they arefresh...ou’llmastersomevitalnegotiatingtacticsintheprocess.

When dealingwith challenges, set daily priorities. Find a nonjudgmentalmentorwhosestrengthsare financeand logic.Role-playconfrontations tobuild strength; put an iron fist in a velvet glove.Decide beforehand howwella jobneeds tobedoneso thatperfectionismdoesn’tblowdeadlines.Aboveall,honoryourrealneedsforrestandprivacy.


The big-picture, people-oriented nature of political science attractedGreen/Red Introvert Candace Fox; it was her collegemajor. Long hoursalone in the library researching the impact of policy on populationsenergizedher;hergradeswere top tierandher future in theDemocraticPartylookedbrightindeed.Inthesummerbeforehersenioryear,shewonakeyvolunteerroleinthe

local political campaign for Barack Obama. Her team’s mission was tocoordinatelocalfundraisingthroughsocialmedia.DevelopingthewebsiteandbuildingTwitteraccountswasfulfilling,but

for Candace, the experience was marred by having to sit in an opengymnasium-size room full of ringing phones, telemarketers, and frequentpublicarguing.Green Introverts have trouble focusing throughnoiseanddisharmony. Her supervisor’s feedback was increasingly critical; thisdemotivatedCandaceanddestroyedherproductivity.Candace used her senior year to rethink her political ambitions and

redirecthercareergoals.Withherparents’support,shedecidedtogoforaPh.D.inpoliticalscienceandbecomeacollegeprofessor.Unlikethosewhoarepressuredbya“publishorperish” tenure track, IntrovertedCandacerelishedlonghoursofresearchandwriting.Shebegandesigningablogonthepoliticalperspectiveoftheyoungervoter.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheRed’sspontaneous crisis-handling ability, the Gold’s detailed thinking andadministrative talent, and the Blue’s strategic planning to your advantage.Engageirritatingcoworkersaspowerfulpoliticalallies.

Reds.Green/Red Pauline, a customer servicemanager, always findsRed Jake

annoyingwhenhecomestoupgradetheircomputers.“Whenheshutsdownourcomputer system, our whole department goes into chaos—but he thinks it’samusing.”YourstylecanirritateaRedwithitsemphasisonglobalvisionandbeingable

to“readbetweenthelines.”ThesequalitiesmaynotseemrealisticenoughtoaRed, who will challenge with on-the-ground scenarios. The Red’s strength isdealingwiththepresent;Redpersonalitiesliketoseehowthingsplayoutintherealworld.Yourreservedmannerandabilitytohearwhat’sunspokenconfusesthem. To the Green/Red Introvert, the Red’s style appears to be a barelycontrolledchaos.YousupportwhenRedsfloutbureaucracy,buttheirrespectforthingsoverpeopleisannoying.ThiscreateslongtermconflictwithaGreen/RedIntrovert.WhentheseRedstrengthsbecomeirritationsbutareignored“forthesake of harmony,” resentments boil over into conflicts that exhaust you butappeartoenergizeandexcitetheRed.ThecollegialRedenjoysseeingbeneathyourreservedveneer.



Downplay global visions and future trends. Discuss, factually andsequentially,whatneedstobedonenow.Solicittheiropinions.Redscancreatecontingencyplansonthespotwhenneeded.Donotmicromanage;letthemhandledelays,ambiguities,andunforeseenchanges.

Curb tendencies to “give in” for harmony’s sake. Stand your ground,preferablywithsomeeasyhumor.EnvisionchallengingyourRedcoworkersasequalswhocanhandleafirm“no,”andpracticeholdingfirmuntilyourconcernsareaddressed.

Blues. Green/Red Jeremy owns a commercial design studio. He’s thinking ofbuyingouthisBluepartnerEd.“His strategieshelpedbuild thebusiness.Hisabruptnesswithpeopledrivescustomersaway.”TheBlueistheleastpeople-orientedofalltheColorQpersonalitytypes.Toa

Green/RedIntrovert,Bluesappeartoputalltheirformidablementalenergyintocreating strategies thatmay ignore the effect onworkers and customers.Your

style can irritate a Blue by focusing on people and ideals rather than overallstrategy. Big pictures lacking strategic details in the Blue’s mind must bechallenged.Bluesthenpepperyouwithcriticismandquestions.ThisonslaughtpressurestheGreen/Redtostandfirminthefaceofconflict.TheBlueappearstojudge the value of your concerns by your “inability” to fight and win; youwithdraw because of the apparent contempt. If overwhelmed by a Blue’schallenges,donot take it personallyor as a threat. It’s actually a compliment;thisishowBluesshowinterest.



Rehearse firm, effective responses: “Strategically, the problems I seeare . . .” “If you see customer relations as secondary, then how do youproposetodealwithaccountcancellations?”Adjustyourvocabularyandstartusingtheoreticaljargon,statisticaldata,and technical terms. To prove a proposal’s worth, point out longtermbenefits.Makethecasewithingenuity,logic,andwit.Displaycompetence.Bluesforceyoutobetough-mindedandfirm;theyneedtoseeyourcompetenceondisplay.Followthroughatallcosts.

Don’t react personally, or feel intimidated by their logic. Blues arehardwiredforimpersonalcriticalthinking.

Golds.Jane,aGreen/Red,usuallyhasanexcellentrelationshipwithclients.Oneof them,Rich (aGold/Blue), is abrupt and challenging.He peppers Janewithquestions and argues with her answers. He seems annoyed when she tries topersonalizetherelationshipandinquireabouthishobbies.Alwaysbalance a teamwith aGold; youneed theGold’s skills in financial

and detail management. You’ll prefer Gold/Greens. Gold/Blues are anothermatter.More authoritarian and lesspatient, theyviewanypeople-first style assoft.TheGreen/Red’sstylecanirritateallGoldsbybeingtooidealistic,lackingconcreteevidenceandlinearprocessesforshowinghowtoachievedesiredends.IfaGold/BluesuchasRichchallengesyou,bereadytoprovidestep-by-step

plans.(Createtheminordertohelpthepeoplewhowillimplementthem.)


Toease tensions, sprinklesentenceswithwords like“facts,”“tradition,”“respected,”and“proven.”Avoidmetaphorsandanalogies.Makeuseofconcretewordstocreateacomfortzone,soyoucan“talkthetalk”withGolds.Respect theirneedforstructureandgrounded,practical,sequentialwords.

Commitseverallow-pressure,self-directedminuteseachdaytofocusingon the financial concepts behind business plans, investment, costs, timelines,andbudgets. Acknowledge and flatter their superior detail management capabilities,especiallywhen they takeon someofyourdetailwork.Showrespect fortheirpositionandtitle(evenifsuchthingsseemsuperficialtoyou).

Extrovertvs.IntrovertIftheaforementionedstrategiesarestillmissingthemark,thecolleaguemaybeanExtrovert.Ifso:

Respect, don’t challenge, their need to recharge their batteries byinteractingwithothers—theyneedthisthewayyouneedalonetime(eventhoughitwillbedifficultforyoutounderstandwhytheymustconstantlybearoundpeopleandhowtheycanenjoynoisyenvironments).

Askquestions;sharemoreofyourself.Exploityourskillsatbeingagoodlistener—butinterjectverballyoften. Volunteer to handle tasks for them that require working alone. Benefitfromtheirgratitude...andthesolitude.

Recognize any coworkers in the preceding descriptions? Learn more aboutthembyreadingeachColorQpersonality’soverallchapterandthenChapter25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Green/RedIntrovertsarecreative,sensitivepeoplewhosupportthedevelopment of others. One of the least likely colors to aspire to topmanagement, you prefer the (very powerful) role of key adviser to decisionmakers. If it will help people you’ll accept, but dislike, the number one role.

You’llalsoquicklygroomsuccessorswithmanagerialaptitude.Green/RedIntrovertshaveadeepcommitmenttocausesandindividualsthey

respect.Guidedby strong innervalues, youmayappear too idealistic to someotherColorQpersonalities.Ifsomeonechallengesthosevalues,though,you’llsurpriseyourself (and them)withanaggressivedefense.Otherwise,conflict isroutinelyavoided.Green/RedIntrovertsmust,however,continuouslybalancetheiridealismwith

realism,andhonortheirdeepneedforprivacyandsolitude.

10

redsoverall

REDSREPRESENTapproximately27percentoftheworldpopulation.IfyouarenotaRed,butwouldliketolearnhowtoidentifyandcommunicatewithone,gotothesectionon“HowtoRecognizeaRedColleague”attheendofthischapter.

CountessEdithaNemesFormerNewYorkrealestatebrokerCountessEdithaNemesmaynotbeaswellknownaRedashercolleagueDonaldTrump,butsheisaverypureexampleofthispersonality.Ditha,assheiscalled,enjoyedtheever-changingnatureofrealestate,handlingitwitheaseandexperiencefromalifewithmanybizarretwistsoffate.At age 19, Ditha married one of Hungary’s wealthiest aristocrats. But the

communistinvasionforcedthecoupleandtheirchildtofleetoSwitzerlandwiththeclothesontheirbacksandtheirjewelryconcealedinapieceofclothwornasabelt.Attheborder,Dithadroppedthebeltonthetableand,withaRed’sinnatecrisis-handlingskill,injectedsomeeasycollegialitywhilesubmittingtoasearch.The distraction complete, she nonchalantly put the belt back on. The jewelrywouldfundtheirtrektoarefugeecampandultimatelytoNorthAfrica.Fundsdwindled;thefamilywasgrantedpoliticalasylumatthecourtofKing

Farouk of Egypt. Neither adult possessed work skills. When their hostess,PrincessZeinab,admired their infantdaughter’sdresses,RedDitharecognizedher first money-making opportunity. She rented a space, hired a cutter andseamstresses,andbegandesigningParisian-stylechildren’sfashions.(Redshaveaninnateappreciationforhautecoutureandfinerthings.)Whentheking’sthreedaughters appeared in her creations, the “designing countess” became an

overnightCairosensation.Crises bring out the best in Reds. For almost a decade, Ditha’s business

supportedherfamily.TheEgyptianaristocracyfrequentedhershowrooms;theirchildren modeled at her annual fashion shows. Each prince and princess hadpieces designed seasonally; clients clamored for exclusive designs. Typical ofthe Red personality, Ditha kept minimal records and details in a small blackbook.Politicalturmoilin1952displacedthefamilyyetagain.On“BlackSaturday,”

militants, religious fundamentalists, communists, and radical students inspiredby EgyptianArmyColonelGamalAbdelNasser burned downmuch that hadgivenCairoitsglamour.1WhenNasserbecameEgypt’spresident,KingFaroukwasforcedintoexileandEuropeanstookflight.Welladvancedintopregnancywithher secondchild,Dithaagain rose to thechallenge.Using incomingcashfrom seasonal orders, Ditha financed her family’s exit to the United States.DeterminedtogivebirthtoanAmericancitizen,DithasetfootinLosAngelesonehourbeforeherchildwasborn.Thesearevividmemoriesthatwillremainwithmeforever.DithaNemesismymother,andthisismystoryaswell.The challenge of starting over in theUnitedStates again demandedDitha’s

Redcapabilities.WiththeaidoftheFolgerfamilyofSanFrancisco,Dithaheldafashionshowinthecoffeemagnate’slivingroom,usingeleven-year-oldAbigailFolgerandherfriendsasmodels.AbuyerfromI.Magninwasencouraging;fiveyears later “thedesigning countess”was serving300 stores around theUnitedStates.But Reds prefer the excitement of a startup and the flexibility of a small

concern.For thenext thirtyyears,DithafocusedherRednegotiatingtalents inreal estate. What to others is high stress is pure stimulation and joy tofreewheelingReds.“Dowhatyouliketodo,”Dithaadvises.“Whenyouareonyourown,youhavetopush.Soyoubecomesuccessful.”LikeallReds,“Ineverplan into the future,” she says.“Idon’tworryabout

tomorrow.”“Anythingcanchangewithoutwarning,andthat’swhyItrynottotakeanyof

what’shappenedtooseriously.Therealexcitementisplayingthegame.Moneyis not themainmotivation. I don’t spend a lot of timeworrying aboutwhat Ishouldhavedonedifferently,orwhat’sgoing tohappennext.”2No, this isnotDithaNemesdescribingherworkstyle;it’sDonaldTrump,describinghis.

DonaldTrump,theTrumpOrganization

Estimated by theMBTI community to be one ofAmerica’s best-knownReds,“The Donald,” as he is called, is chairman and president of the TrumpOrganization and had a net worth in excess of $2.9 billion as of 2012 (asreportedbyForbes).“Mystyleofdealmakingisquitesimpleandstraightforward,”Trumpsays.“I

aimveryhigh,andthenIkeeppushingandpushingandpushingtogetwhatI’mafter....MorethananythingelseIthinkdealmakingisanabilityyou’rebornwith. . . . It’s not about being brilliant. It does take a certain intelligence, butmostlyit’saboutinstincts.”3

EdwardKoch,FormerMayor,CityofNewYorkAnotherfamousNewYorkerandRedisEdKoch.(Kochhasbeenassessed inpersonbyauthorShoyaZichy.)Inhispost–CityCollegeofNewYorkdays,heearned two battle stars and the Combat Infantry Badge duringWorldWar IImilitaryduty.Uponhisreturn,heearnedalawdegree,thenservedfortwoyearsontheNewYorkCityCouncilandnineyearsasacongressmanbeforeservingthreetermsasNewYork’smayorfrom1978to1989.Today,attheripeyoungageof87,thisenergeticRedisapartnerinthelaw

firmofBryanCaveLLP, hosts a call-in radio talk showonBloombergRadioAM 1130, appears onNY1 televisionwith former SenatorAlfonseD’Amato,lecturesnationwide,andwritesaweeklycommentary.HisRedcrisismanagement acumen savedNewYorkCity frombankruptcy,

restored fiscal responsibility by instituting a Generally Accepted AccountingPrinciples (GAAP) balanced budget, and created a merit judicial selectionsystem.“Itookthepoliticsoutoftheappointmentofjudges,”saysKoch,notingthatthisisoneoftheaccomplishmentsofwhichheismostproud.“Iwasalwayswillingtostandalone,evenwithnoonebehindme.”Thus it was amajor stressor when two officials in his administration were

foundtobeengagedincorruption.Kochrecalls,“Iwasclinicallydepressedoverthis,afraiditwouldbeasmearonme.ButJohnCardinalO’Connorcalledandsaid,‘Ed,Iknowyou’redepressedbutyoushouldnotbe;everyoneknowsyouareanhonestman.’”InanorganizationaslargeastheCityofNewYork’sgovernment,conflictis

inevitable. Koch’s Red response kept him in office for three terms. “I have agoodsenseofhumorandleadbyconvincingpeopletofollowme.Ifyoufollowme Iwill leadyou across thedesert. I inspirepeople towork together,”Kochsays.

RandolphA.Hogan,FormerEditor,NewYorkTimesBookReviewItisn’tonlybusinessandpoliticsinwhichRedsexcel.RandolphA.Hoganisasemiretired freelance writer and editor who worked for sixteen years on anumberof sections for theNewYorkTimes.His corediscipline, however,wasediting.Inspiredbyhisfather’sreverenceforthenewspaper,“whenIwasaboutten,IstartedreadingtheNewYorkTimesBookReview.ItwasserendipitousthatI eventually became an editor of theBookReview for somany years,”Randysays.WithaRed’skeenaestheticappreciation,Randymadeassigninghisreviewers

anartuntoitself.“It’slikewalkingthroughaminefield,ifyou’reresponsible,”he recalls.“Iwas lookingat the reviewer’sstyleand intellectualapproach, theconceptionandexecutionofthewriting.”Hispresent-centeredRedorientationfitperfectlyintothenewspaperculture.

“I never did strategize for the future,” Randy recalls. “When you work at anewspaper,everythingbecomesirrelevantafteraday.”

Withsuperbnegotiationandtroubleshootingskills,Redsexcelincareerssuchasreal estate, government, and newspaper publishing in which no two days arealike.Theytrustwhat theycansee, touch, taste,smell,orhearfor themselves.Physicallyrestless,Redsneedindependenceandtheyhatetofeeltrapped,eitherinworkorrelationships.Althoughloyaltofriendsandfamily,guilt,obligation,and duty rarely motivate them. The pursuit of excitement drives many Reds.Theirmottomightbe:Hewhodieshavingwornoutthemosttoyswins.Impatientwithreadingbookslikethis,youaretobecongratulatedforgetting

this far.Thepersonwhoencouragedyou to read thismaterialwillbepleased;evenmorepleasedifyouskimthepartofyourspecificchapteronhowbesttocommunicatewiththatperson’sownpersonalitystyle.That’sthemostpracticalpart.Rewardyourselfnow—godosomething!

HowtoRecognizeaRedColleague

ExternalEnvironmentClues

Deskwithmanypiles

Collection of gadgets, sports memorabilia, and exotic vacationsouvenirsClocksthatrunlatetocreatesmall,stimulating“crises”

Handsome,well-builtfurnishings

PersonalMannerisms—PersonalBehaviorsCasualRestless,physicallyexpressive

OftenlateGiventotechnical,mechanicaltinkeringRichlycolored,high-qualityclothes;expensivewatches

Tasteforartisanalorhautecuisine,liquors

PersonalMannerisms—VerbalPrefersactivitytoconversation;seeksexcitementandadventureUsesshort,crispsentences

DisplaysagreatsenseofhumorPromotescamaraderieReactsspontaneously

Showssuperlativenegotiatingtalents,yetabletoinjectfunintowork

HowtoCommunicatewithaRed—“StyleShifting”Tips

Avoidmeetings,orscheduletheminfunplaces;makepresentationsbrief;tellhumorousstories.Useactionverbslikeattack,challenge,expedite,stimulate,orenjoy.Avoid theories and get to the point; use here-and-now, bottom-linelanguage.

Explainwithhands-ondemonstrations.Offeroptionsinconversationandplans.Stressimmediacy—“thiswillhelprightnow.”

Allowthemtofollowtheirinstincts.Becandidaboutrisklevels(Redsfindrisk-takingexciting).

Acknowledgeandappreciatetheircrisis-copingskills.

11

red/backupblueextroverts

YOU’RENOTONLY aRed; you also have strong secondary characteristics of theBluepersonality.AndyouhavetestedasaColorQExtrovert,whichmeansyourechargeyourbatteriesbybeingwithpeople,ratherthanbeingalone.Youform6percentoftheworld’spopulation.Red/BlueExtrovertsarelikelyreadingthisbook only to please someone else. You should find that most of this chapterconfirms who you are (if not, retest). It also gives you activities, tools, andexperimentstotrywithyourcoworkers.

TopMotivatorsTo an Extrovert, working alone for long periods is frustrating. You’ll createvariety and action, even if disruptive.Working in open environments is mostproductiveforyou.Ifyouare aRed/BlueExtrovert, negotiateduringhiringor review for these

workplacemotivators:

Chancetomakeon-the-spotdecisionsaboutrealproblemsFrequentnewexperiencesAccesstothelatesttechnology/gadgets

Action/crisismanagement(whichenergizesyou)Workbalancedwithfun

CorporateCulture—FindingtheOptimalFit

It is theresponsibilityofeverypersonality tofindorcreate theiroptimalworkenvironment.Optimalculturesdifferamongpersonalitytypes.Strengthsinonecompanymaybeunneededelsewhere.Thecorporate culture itselfmaynotbedysfunctional; it’s just that Reds hatewhatGolds love, for instance. Conflict,sapped strength, resentment, and feelings of defeat are symptoms of poorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

TheRed/BlueExtrovert’smostpreferredworkenvironmentemphasizes:

StimulatingvarietyofresponsibilitiesandtasksSmallteamsofcollegial,results-orientedcoworkers

Short-term,nonrepetitiveprojectsTangibleproductsComfortable,attractivesurroundings

PhysicalfreedomtoworkandsocializeEntrepreneurialspirit,competition,anddirectproblemsolving

If these points seem obvious to you, it means you’ve tested correctly.(ComparewithaGold/GreenIntrovert’sidealenvironment.)TheRed/BlueExtrovert’sleastpreferredenvironmentisfueledby:

Longtermprojectsandabstractconceptsorstrategies

Bossypeoplewhoimposetheir“rightway”Hierarchy,withmeetingsandmemosboggingdownactionLotsofdetailsandrepetition

TightschedulesunderamicromanagerwhodiscourageshumorandplayForcedrespectforstatusandposition

LeveragingExecutivePresenceandBuildingPersonalBrandOne of the critical tasks of a Red/Blue Extrovert manager is to build one’s

executive reputation or “brand.” There are concrete reasons for having apersonalbrand.You’llachievetangibleresults internallyandbeabletomarketyourselfexternallywhennecessary.

TheRed/BlueExtrovert’sleadershipbrandshouldbebuiltaroundyourstrengthforquicklysizing up situations, trusting your instinct, negotiating effectively, and achieving goalsduringtimesofcrisisandchange.

Youareahands-off,“downinthetrenches”managerwhoevennowwantstostopreadingthisbookandgetoutanddo!Thisisbrand-buildinginaction.Hereareotherconcreteactionsthatbuildyourbrand:

Troubleshooting(andgettingcreditforit)Identifyingandutilizingtheabilitiesofsubordinatesandseniorstaff

“Bottom-line-savvy”risk-taking(usingyourtalentformakingmidcoursecorrections)Keepingthingsmovingwithtension-breakinghumor

This said, you are not keen to manage a large organization. When yourdepartmentreachesacertainsizeyoumaywanttoconsidermovingtoasmallerunit.

CASESTUDY1:SuccessfulRed/BlueExtroverts

SheilaL.Birnbaum,SkaddenArpsWhat does it take for a grocer’s daughter to become the leading productliabilitylawyerintheworld?TheinnateabilitiesoftheRed/BlueExtrovert—including a need for action and variety; competitiveness; negotiatingstrength; crisis management capability; and a direct problem-solvingapproach. Red/Blue Extrovert Sheila L. Birnbaum has leveraged herpersonalitystylewithsomuchsuccessthatshehasbeendubbed“QueenofTorts.” Today, she is cohead of SkaddenArp’sMass Torts and InsuranceLitigationGroup,whichshehelpedtocreate.Onecommonthreadrunsthroughherextensivecareerinpublicservice

—fairness. Reds are uniquely sensitive to fairness, which Birnbaumillustrates in her positions as a member of the New York State JudicialCommission on Minorities and executive director for the U.S. Court ofAppealsfortheSecondCircuit’sTaskForceforRacial,Ethnic,andGenderFairness.InMay2011,Birnbaum,alifelongNewYorker,wasappointedby

U.S. Attorney General Eric Holder to head the September 11th VictimCompensation Fund. Formerly a fourth grade teacher, she gainedrecognition for mediating a settlement of $500 million for ninety-twofamiliesofvictimsoftheSeptember11,2001,terroristattackontheWorldTradeCenter.1(Redsaresuperbmediators.)Reds everywhere will nod in agreement with this Birnbaum statement:

“Theworstthingthatcanhappen,”shesays,“isthatthetelephonedoesn’tringallday.Themorethatisgoingon,thecalmerIam,”sheadds,“andthemoreIcanhandle.”

MichaelNaso,FBNSecurities,Inc.“I work well under pressure,” concedesMichael Naso, a partner at theNew York institutional broker dealer FBN Securities. “I am flexible andadaptable,andchangedirectionsquickly.”Typical of Red personalities, Naso enjoys “managing my own team

without toomany rules andhierarchies.”This keepshis companynimblewhile providing clients with research, trading strategies, capitalintroductions, and corporate access. “I enjoy creating strategicpartnerships to make new opportunities and revenue streams,” he says.Naso’sRedadaptabilityhasallowedhisteamtoexceedsalestargets.Partofhissuccessisthewayhehandlesconflictwithinhisteam.“First,

Iaddresstheproblemdirectly—thenIsitdown,listentoallpointsofview,and come to a logical solution.” In that statement, his Blue componentcomesthrough.Naso strategizes for the future as Red personalities do—very here and

now. “I continue to add value creating new products for clients in aconstantlychangingenvironment,”hesays.

ParticipatingInandManagingProductiveTeamsOnateam,you’rethetroubleshooter,clearthinker,technicalexpert,negotiator,andinspireroffun.Youcontributeby:

ApplyingcommonsenseFocusingonpracticalitiesandenjoymentWorkingthroughadiversityofpeople

Gettingconflictingteammatestoagree

Helpingtokeepmeetingstothepoint

CommunicationsStyleAdjusting vocabulary to align with another color’s style creates powerfulpositive responses. Empathetic vs. objective analysis, theoretical vs. practical,structured vs. adaptable—these clashes fuel most workplace conflicts. Beingable to “style shift” brings great competitive advantages in negotiations,managing,andinterviewing.Bottomline:Youaredirectandblunt.Youprefertalkinginperson,canread

bodylanguagewell,andaresociallyatease.Yourpreferredvocabularyisactive,favoringwordslike“move,”“stimulate,”and“expedite.”Greenspreferabstractconcepts and metaphors, emphasizing words like “values,” “relationship,”“feel,” and “friendly.” Blues, with whom you share some personality traits,prefer theoretical jargon, statistical data, and technical terms. Golds prefer“facts,”“tradition,”“respected,”and“proven.”Red/Blues want action, not talk. You make points with enthusiasm and

personal stories. Style shifting for you means accommodating the emotions,strategies, and rules of others. Understand the anxieties of those who imposerules;addressthemwithwin-winsolutions.

BlindSpotsTheseblindspotsareprevalentinRed/BlueExtroverts(althoughonlysomeofthemwillapplytoyou):

Actingonimpulsewithoutenoughdataorlongtermthinking

BeginningtoomanyprojectsandmissingdeadlinesStayingunawareofothers’emotions/responses Being too casual about commitments or “illogical” rules andprocedures

Goingintomeetingsunprepared“Wingingit”insteadofmanagingtime

StressorsThatProduceFatigueandStrifeThefollowingworkplaceconditionscanstressandfatigueRed/BlueExtroverts:

HavingtodevelopdetailedplansbeforeactingHavinglittlephysical,social,orproblem-solvingfreedom

Inflexibleorslow-movingpeople/situationsUnsettlingemotionsandchallengestoprinciplesBeingforcedtodefendyourabilityortrustworthiness

Demandsthatpreventworkersfromhavingfunandtimeforrecharging

If you are underextreme stress, take action to curtail your tendency towarddefiance, withdrawal, pessimism, or feeling unappreciated and bored. Talk toyour superior and explain that you havemore to offer!Make suggestions thatfulfillyourneedtomoveandsocialize.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsTheprimaryfocusoftheRed/BlueExtrovertwhowantstoself-coachforcareeradvancementshouldbeonhowtohandleotherpeople’semotionalissues,rules,andabstractthinking.

ProblemSolvingandDecisionMakingTheRed/BlueExtroverthasthesestrengths:

Makespenetratingobservationsandidentifieslogicalactions

Processeslargeamountsofinformation;makesdifficultdecisionsReactsquicklyunderpressureFindsneededresources

CircumventsrulesandproceduresthathampersolutionsTrustsowninstincts

StrategiestoImproveEffectivenessWhenChallengedInterpersonal challenges detract fromproductivity.Here are self-coachingactivitiestohelpsolveyourbiggestchallenges:

Resistancetostructure,rules,andbureaucracy.Youbelieve,rightly,inthevalueofsizingupaproblemandactingonit.Youchafewhenstructure overrides implementing logical solutions. Curry favor withGoldswhorunthesystem;developallieswho’llhelpyouaccomplishyourgoals.

Having to work alone. Delegate these tasks to Introverts; they’llthankyouforgivingthemassignmentsthatbringalonetime!Requestapopulatedenvironmenttoincreaseyourproductivity.Lossoffreedom—beingtieddown.Defyingthosewhoinhibityouistempting.Butminimalworkorsubtlesabotageultimatelyaffectcareeradvancement. Instead, go to the gym at lunch for a hard workout.Maneuverpoliticallyformorefreedom.Usethisbooktoconvincethecompanyitwillbenefitbygivingyoufreerrange.Working long and hard for little result. When fatigue and gloomsettle in, recharge with activities that bring you pleasure. Mountainclimbing, racing, skydiving, deep-sea diving, surfing, traveling,listeningtomusic,dancing,whateversoundsgoodtoyou—doit.

Not having control over decisions. Role-playing, preferablywith astrategy-oriented Blue, works well. Talk with others who’ve faced

similardilemmas;swapreal-lifesolutions.Others’emotionalreactionsthatcloudlogic.FindaGreentomentoryouthroughemotionallogic.Viewemotionsas“if...then”equationsthat canproducemorewell-roundeddecisions (e.g., “ifhe feels this,thenhe’lllikelydothat”).

Whendealingwithchallenges,exploityour talentforsizingupsituations,implementing,andmanagingcrises.Avoidjobsrequiringlongtermstrategyand routine. Young Red/Blue Extroverts often change projects or jobsfrequently until they find the right mix of freedom and crisis-handlingresponsibility.


Chef Philippe Monte knew it was time to move on. His body hurteverywhere.Hisrestauranthadjustbeensold toamicromanagingowner.Hismarriage to Jenellawas rocky.And thehighly successful chefwith asterlingreputationinthreemajorcitieswantedtoownhisownplace.An inn had become available in upscale Newport, Rhode Island, for

whichthecouplecouldpaycash.Hiswifewasthrilledaboutspendingmoretimewith her husband; Philippe looked forward toworking fewer hours,healinghisbody,andservingfewerguestsmoreinnovativecuisine.It didn’twork out thatway.After buying the innmoneywas tight, and

Philippe had to take over housekeeping and front deskmanagement. Thedays became a grind of routine—clean the rooms, prep for new guests,handle credit card submissions. AGoldwould not haveminded; butRedPhilippe preferred handling the frequent (and exciting) repair crises.Unfortunately, he had little time to plan his dinner specials or sourceseasonalingredients.Aftertheirfirstyear,Jenellagavehimanultimatum.“Hireafrontdesk

managerorselltheplace.”Cashflowrevealeditwaspossibleiftheyhiredcarefully.Withinamonth,PhilippehiredDebbie,alocalthrilledtohavethejob.HavingsomeoneelsemanagethefrontdeskallowedPhilippetodevotehisRedstrengths to thehands-onrepaircrisesandthehautecuisine.Theinnhassinceblossomedintoaprofitablefour-stardestination.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheGreen’smarketingandpeopleskills,theGold’sdetailthinkingandadministrativetalent,and theBlue’s strategic thinking toyour advantage.Make irritating coworkerspowerfulpoliticalallies.

Greens.“We’re upgrading ourmanufacturing process.When I need facts, allJamesbringsme ishowmanagementand lineworkersare likely to respond.”Juan(aRed/Blue)doesn’tknowhowtodealwithhiscoworkerJames(aGreen).Greenis themostpeople-orientedof thefourprimaryColorQpersonalities.

The Green’s abstract visions and longterm orientation may seem, to you,eccentric.YourstylecanirritateaGreenbyfocusingonlogic,gadgetry,andthepresent moment without concern for longterm or interpersonal consequences.You both like to keep your options open as long as possible before makingdecisions,butGreensgatheremotionalfeedbackwhereasyoujustwantthefacts.Youdislikehand-holdingwhenacrisisisafoot!Asaresult,yourstylemayseembluntordismissiveofGreens’concerns.Greenswon’tconfrontyou,butthey’llbecomecoldandunsupportive.


BepatientwiththeGreen’sabstractvisionsandlongtermthinking.Thesequalities prevent future problems, allowing you to concentrate on neededmidcoursecorrectionsandrealcrises.Askthemhowyou’reperceived.Theirfeedbackwillbegentleandtactful.Give themstep-by-stepdirectionswhenyouwant themtodosomethinghere and now. Otherwise, Greens will only visit the present momentoccasionally.

Factorintheirvalueswhenmakingdecisions,toensuretheirpoliticalbuy-in. Keep it real. Remember that while you are comfortable “trying out”behaviors toseehowpeople respond, thisapproachperplexesGreensandmakesthemwithdraw.

Blues.Rob(aRed/Blue)complainsthat“Peter(aBlue)sitsinhisofficealldaycomingupwithstrategiesforthenext100years.Ifhe’dcomechatinthebullpenwith us, we could save him hours of time and get himworking on something

immediate.”ToaRed/BlueExtrovert,Bluesseemtohavelittlecollegialityandappearto

formulatestrategiesthatmayignoreimmediateimplementation.Yourstylecanirritate your Blue coworkers by challenging their strategy with real-worldscenarios. Slow down; explain why your plans will work. If you come to ameetingunprepared,theBluewillchallengeyourcredibilitywithcriticismandquestions. This onslaught pressures the Red/Blue to respond with longtermconsiderations.TheBlue appears to judge thevalueof your concernsbyyour“inability” to factor in these considerations. If overwhelmed with lots ofcriticisms by a Blue, do not take it personally or as a threat. It’s actually acompliment,becauseitishowBluesshowinterest.


Beverballyshortandconcise.

Use“if...then”sentences,whichareveryeffective.Rehearseresponsesthatshowalonger-termfocus:“IfIdothistoday,theninsixmonthsXYZwilloccur.”“Strategically,theproblemsIseeare...” Adjust your vocabulary and use theoretical jargon, statistical data, andtechnical terms.Toproveaproposal’sworth,pointout longtermbenefits.Useingenuity,logic,andwittyhumortomakeyourcase.

Displaycompetence.Blues forceyou tobe tough-mindedandprepared;theyneedtoseeyourcompetenceondisplay. Don’t react personally. Blues are hardwired for impersonal criticalthinking.

Golds.“I’mgoingtoquit!”exclaimsMuriel,aRed/Blue.“Imakesomefast,on-the-grounddecisions inorder toretainan importantclient.ThenConstance(aGold) undermines me by insisting I leave the original discount percentage inplace.”Goldsareyournemesis.Therulemakersandproceduresettersoftheworld,

theiradministrativedemandsjustseemtosloweverythingdown.Butinordertobeefficientandeffective,Goldsneedstructure.YouhatewhenGoldsdragtheirfeetprocedurally,orplanandscheduleeverythinginadvance,becauseitmakesyou feel hemmed in and controlled. When you’re tardy or ill-prepared formeetings,Goldswillbethefirsttochideyou.However,theybecomeparalyzedin a crisis and need your talents. In exchange they will organize your office,

project,orcompanytopeakefficiency.


To ease tensions, pepper your sentences with words like “facts,”“tradition,” “respected,” and “proven.” Downplay changes, midcoursecorrections,orcrises.Bondoveryourmutualpreferenceforconcretewordsandpracticaltasks.

Commit several low-pressure, self-directed minutes each day tounderstandingthevocabularyofinvestment,costs,timelines,andbudgets.Acknowledgeandflattertheirsuperiordetailmanagement;impressthemwithyourkeenobservationofdetail. Make a consistent effort to meet deadlines and commitments. Neverchangeappointmentsorschedulesifitcanbehelped.

Extrovertvs.IntrovertIfthestrategiesdescribedsofararestillmissingthemark,yourcoworkermaybeanIntrovert.Ifso:

Respect, don’t challenge, their need to recharge their batteries withprivacy.Althoughitwillbedifficultforyoutounderstandwhytheypreferworkingalone,it’snotpersonal.Tonedownyourenthusiasm;listenmore. Invite them to speak, but don’t force them until they’ve thought thingsthrough.


Recognize any of your coworkers in the preceding descriptions? Findmoreexperiments in each Color Q personality’s overall chapter and in Chapter 25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Red/BlueExtrovertsareoutgoingandpragmatic, functioningbestwhenfreeoftradition,emotion,andtheory.Youthriveonaction,whichiswhy

Red/BlueExtrovertsmakedynamicentrepreneursandengagingnegotiators.Spontaneousandcompetitive,workbecomesplayat everyopportunity.You

enjoy work teams that function like sports teams. You prefer action toconversationanddealingwithshort-termproblems.Yourendlesssupplyofjokesandstorieshelpseasetensesituationsandgetsconflictingpartiestoagree.Now take these negotiating strategies and experiment on the next coworker

yousee!

12

red/backupblueintroverts

YOU’RENOTONLY aRed; you also have strong secondary characteristics of theBluepersonality.AndyouhavetestedasaColorQIntrovert,whichmeansyourecharge your batteries by being alone rather than with people. Red/BlueIntroverts reading this chapter should know that the underpinning scientificsystemhasbeenresearchedandtestedworldwideforoverhalfacentury.

TopMotivatorsCutting to the chase, you fulfill obligations, link people with resources, andinject fun into the workplace. Simplifying, saving time, and solving realproblems—these are your strengths. Inwardly, you operate after reflection andanalysis;outwardly,it’sactionandlivingontheedge.AsanIntrovert,youcanworkformanyhourswithoutinterruption.You are most motivated when developing special skills and expertise.

Red/Blue Introverts form only 5 percent of the world’s population; but,especially for unusual problems, your logical reasoning proves superior toothers’approaches.

CorporateCulture—FindingtheOptimalFitIt is theresponsibilityofeverypersonality tofindorcreate theiroptimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeweaknesseselsewhere.Thecorporatecultureitselfmaynotbedysfunctional;forinstance,RedshatewhatGoldslove.Conflict,sappedstrength,resentment,andfeelingsofdefeataresymptomsofpoorculturalfitand

canbeavoidedbyunderstandingyourpreferences.

TheRed/BlueIntrovert’smostpreferredworkenvironmentemphasizes:

Autonomyonaction-oriented,practicaltasksInformality,withminimalrules,paperwork,andsupervision

Smallteamsofdo-it-nowcoworkersandlittlehierarchyToleranceforunorthodoxapproachesMinimalsocialpoliticswithobjectivejobevaluation

If these points seem obvious to you, it means you’ve tested correctly.(ComparewithaGold/GreenExtrovert’sidealenvironment.)

TheRed/BlueIntrovert’sleastpreferredenvironmentischaracterizedby:

Lotsofrules,procedures,meetings,andmemos

MicromanagementandhavingtowaitaroundforthingstohappenLittleappreciationforlogicalanalysisRejectionforbeing“toocritical”

Narrow-minded,emotional,orillogicalcoworkersLittleopportunitytoworkuninterrupted

LeveragingExecutivePresenceandBuildingPersonalBrandRed/BlueIntrovertsmostoftenbecomeleadersduringcrises.Agiftednegotiator,youcanmakelogicalanddifficultdecisions,allcriticalskillsduringchallengingtimes.Yourleadershipambitionsaremoreaccomplishment-thanstatus-oriented;you prefer immediate projects to longterm management. Coordinating peopleandtasksformaximumefficiencyisyourstrength.Yourmotto:Gettothepoint!

TheRed/Blue Introvert’s personal leadership brand should be built around trusting yourowninstincts,sizingupproblems,andmovinginforthesolution.

Afreethinkingrisktakerwholikestokeepthingssimple,youwilldoallthatis necessary to achieve results. Your fair-minded, even-tempered leadershipempowerssubordinates.

CASESTUDY1:TheSuccessfulRed/BlueIntrovert

MargaretDavis,MarineCorpsScholarshipFoundationSince 2009, Margaret Davis has served as president and CEO of theMarine Corps Scholarship Foundation, the nation’s oldest and largestneed-basedscholarshiporganizationformilitarychildren.Ithonorsservicemen and women by educating their children, providing scholarships forpost–highschooleducation/trainingtosonsanddaughtersofmarinesandnavycorpsmen(especially thosewhoseparentswerekilledorwoundedincombat). UnderDavis’s leadership, the fund has grown rapidly and alsoreceived four stars from Charity Navigator. Her thirty-year career innonprofit management, communications, and resource development hasincluded positions with Washington National Cathedral, the Center forPublic Leadership at Harvard’s Kennedy School of Government, RaviniaFestival, and Northwestern University. In 2008, she was awarded theDepartmentoftheNavySuperiorPublicServiceMedal.Both her Red and Blue components are called into play at the

scholarship foundation: “We’ve built a great national team of capablevolunteers and staff professionals. We enjoy making an immediatedifference while also benefiting those in future decades,” Davis says.“Providing $6million of scholarships each year, while also planning fortoday’sfourthgraderstomorrow,isadistincthonor.”TypicalofRed/Blues,Davismakescomplicatedthingshappen:“Itryto

distill complex projects and recognize the resources needed whilemarshaling them from a variety of sources,” she explains. “We work tooptimizedeploymentofhuman, financial,andsocialcapitalwhile stayingfocusedonachievinggoals.”Davis says that “representing a critical national mission, in-person

across thecountry,whilealso leadingsixmajordepartmentsandkeepingupwith daily communication,” is a continuous productivity juggling act,and“thebestsolutionistodelegateandtrusttheexcellentteamwehavetodothegreatjobtheydoeveryday.”In using the Color Q system, Davis has learned the benefits of

surroundingherself“withpeoplewhoaredifferentfromme—especiallyin

planning,” she says. “I often need the discipline of an outside planner,someone with the ability to balance my passion and eagerness withstructureandarealistictimetable.”

ParticipatingInandManagingProductiveTeamsRed/BlueIntrovertsmediatewell,energizeothers,andeasetensionswithgentlehumor. A strong self-starter who can work quickly and independently onassignments, you have much to offer small, collegial teams. A warehouse offacts and figures, you contribute efficiency and logic and quickly locateresourcesthatkeepprojectsontrack.Youtoleratediverseworkstyles,exceptfor thoseofoverlyemotional types.

(SeeGreensunderthischapter’s“PoliticalSavvy”sectionandfollowthesimplenegotiatingtechniques.)Bottomline:Youhaverealisticexpectationsofothers.Ifgiven enough data, processing time, and respect for your analyses, you are ofgreatvaluetoyourteam.

CommunicationsStyleMerelyadjustingone’svocabulary toalignwithanothercolor’sstylecanelicitmore concise responses. Empathetic vs. objective analysis, theoretical vs.practical,structuredvs.adaptable—theseclashesfuelmostworkplaceconflicts.Being able to “style shift” provides competitive advantage in negotiating,leading,andinterviewing.Red/BlueIntrovertsaresuccinctandno-nonsense.Yourpreferredvocabulary

features words like “move,” “stimulate,” and “expedite.” Intuitive Greens,conversely, favor abstract concepts and metaphors, emphasizing words like“values,” “relationship,” “feel,” and “friendly.” Blues, with whom you sharesome personality traits, prefer theoretical jargon, statistical data, and technicalterms.Administrative-mindedGoldsrespondto“facts,”“tradition,”“respected,”and “proven.” (Test and observe.) Red/Blue Introverts are very observant andlistenmore thanspeak.Youmeetconflicthead-onbyanalyzingwhat’swrong,viewing disagreement as constructive. You are concrete and realistic whenfocusedonthepresent,andcanaccuratelyanalyzemanyinputswhenfocusedonthefuture.StyleshiftingoccursmosteasilywhenyouarecommunicatingwithBluesandGolds;Greenswillrequirepatience.

BlindSpotsCertainblindspotsareprevalentinRed/BlueIntroverts;someofthemwillapplytoyou:

Focusingonshort-termratherthanlongtermgoalsProlonginginternalanalysis

Missingdeadlines;beingcasualaboutrulesorproceduresvaluedbyothersPuttingofforabandoningunpopulartasksBeingimpatientwithdiscussionsofabstractideas

Critiquingtooquickly

StressorsThatProduceFatigueandStrife

Certainworkplace conditions can stress and fatigueRed/blue Introverts. Theyinclude:

BeingmicromanagedColleagueswhogettoopersonal

LackofprivacyandtimetoprocessToomuchroutine,repetitivework,ortoomanydetailsLittlecontrolovertimeordecisionsandtightschedules/deadlines

Situationsthatdefylogic

Red/BlueIntrovertsunderextreme stressoftenoverreact.Theworld,usuallygoverned by logic, may suddenly seem “illogical.” Digging in your heels orworking harder helps you stay in control. During leisure hours you maywithdrawsociallytoavoidtheeffortofmanagingyourdeepfeelings.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsRed/BlueIntrovertswhowanttoself-coachforcareeradvancementshouldfocusonhowtologicallyanalyzeandfactorinotherpeople’sfeelingsandprocedures.

ProblemSolvingandDecisionMakingAsaRed/BlueIntrovert,youshouldleverageyourstrengths,whichincludetheabilityto:

SizeupproblemsbetterthanotherColorQpersonalitiesandmaketoughdecisions.

Builddetailedmodelsandblueprintsinyourhead.Identifypragmaticsolutions,eliminatingwaste.Baseimportantdecisionsonfacts,innerreasoning,andobservation.

Bring people and tasks together in away that overcomes obstacles andinspiresaction.


Resistance to rules and bureaucracy. You believe, rightly, in thevalue of brainstorming when problem solving. You chafe whenstructureoverridesimplementingingenioussolutions.Workwithinthesystem;developsupportiveallies.Abandoningtasksthatboreyou.Whenitseemslogicaltoabandonatask, have you factored in how it will impact coworkers or thecompany’smission? Ifnot,youhaven’t sizedup thewholeproblem;yourdecisionwillbefaulty.

Goingtoimportantmeetingsandexpectingto“wingit.”Midcoursecorrectionsareyourforte,butbeingunpreparedinfrontofcolleaguesandsuperiorscanhavecareer-alteringconsequences.Emotion-basedchallengestoyourcommonsensesolutions.“Itmakessomuchsense,”youthink.“Whycan’ttheyjustgetwiththeprogramanddroptheirrelevantemotions?”AGreencanhelpyoudeciphertheadditional input and wisdom that emotion-focused coworkerscontribute.Mandatorynetworking,socialoccasions,andsmalltalk.Youitchtoleave and do something real. So, set numerical goals—talk to ten

people, distribute eight business cards. Then indulge your need forfreedom and action . . . perhaps extending an invitation to someoneyou’ve justmet.Buildbusiness relationships aroundyour fun-lovingside,despiteyourpreferenceforsolitaryactivities.

When challenged, plan each day; prioritize a few weekly goals. Find anonjudgmental mentor whose strengths are people skills and longtermthinking.Exciting,hands-onactivities(mountainclimbing,deep-seadiving,surfing, tinkering mechanically, whatever sounds good to you) will helpyou blow off steam. Also relaxing are watching action movies, readinghow-tobooks,fixingthings, landscaping,renovating,model-building,finedining,playingchess,orlisteningtogoodmusic.Youneedaction,butalsorestandprivacy.


OperationsvicepresidentTobySanchezeasedhisBMWintohis reservedspot at Montgomery Manufacturing and broke into his usual Mondaymorning sweat. Although he had been with the firm for only a year, heimmediately recognized that it faced significant challenges fromtechnologicallyadvancedcompetitors.“Toby,we’vereviewedyourmemorandum,”saidtheCEOintheirweekly

prep meeting that morning. “Your facts and figures make a goodcase...butyoucan’tredirectashipthisbigthatfast.We’vealwaysdonethingsthisway.We’llkeepaneyeonthemarketplace,butwedon’tfeeltheneed to institute your recommendations this year. . . .” Toby stoppedlisteningatthispoint;Redschafeundermanagementthatresistschange.“Didn’tgoforit,didthey?”hissecretarysaidwhenhestormedintohis

office.“‘Stabilityisefficiency,’myoldbossinsalesusedtosay.”Tobywas desperately in need of his first vacation in a year. “Did you

bookthatflighttoSanFrancisconextweek?”Hissecretaryhandedhimthetickets.At a Napa Valley wine tasting, Toby met a young man named Philip

Norton, who was trying to get a tech startup off the ground—one thatfocused on computer-driven prosthetic devices. “We really need someonewho is good at both the hands-on and solving theoretical problems,”Nortonsaid.ItwasjustwhatRed/BlueTobycraved!“I’llsendyouaresume,”Tobypromised.Withinamonth,hejoinedthem

asVPofoperations,relishingthehands-on,theproblemsolving...andtheresponsiveness.Fiveyearslaterwhenthefirmwasacquired,Tobysoldhisstockoptionsandissetforlifeatage38.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheGreen’sintuitive, people-focused strengths, the Gold’s detailed concrete thinking andadministrative talent, and the Blue’s strategic abstract thinking to youradvantage.Here’showtoengageirritatingcoworkersaspowerfulpoliticalallies.

Greens. “My coworker Jennifer (a Green) thinks we can double companyrevenuesinthreeyearsbymergingcustomerservicewithsalesandbeingtopsincustomer satisfaction,” says Wayne (a Red/Blue). “But she has no ideas foraddressingthecurrentpricedisparitiesbetweenusandourcompetition.”The Green is the most people-oriented of the four primary Color Q

personalities.AsaRed/BlueIntrovert,yourstylecan irritateaGreenbybeingtoofocusedonlogic,objects,andthepresentmoment,withlittlefocusonvisionorlongtermconsequences.Youbothkeepyouroptionsopenaslongaspossiblebefore deciding, butGreens gather emotional feedbackwhereas you justwantthefacts.Youareirritatedbytheirhand-holdingandnurturingwhenacrisis isafoot. As a result, your style may seem blunt or dismissive of the Green’sconcerns.Greenswon’tconfrontyou,butthey’llgrowcoldandunsupportive.


TaketimetoestablishrapportwithaGreen.Becauseyouprefertoshareexperiences rather than emotions and social niceties sometimes seemunnecessary to you, Greens help you navigate the occasional negativeconsequencesofyourdetachment.

Factorintheirvalueswhenmakingdecisions,toensuretheirpoliticalbuy-in.Checkinwiththemabouthowyou’reperceived.Theirfeedbackwillbegentleandtactful.Collaboratewithat leastoneGreeninyouroffice,andlet thiscoworkerinterfacewiththeteam.Whereasyoudislikecollaboration,Greensadoreit.

Be patient with the Green’s abstract, longterm thinking. This prevents

future problems, allowing you to concentrate on needed midcoursecorrectionsandrealcrises.

Blues.“Myboss,Mr.Taylor(aBlue/Gold),calledanurgentmeetingwithfifteenminutes notice. Then he’s all over me for ‘winging it,’ ” says Shirley (aRed/Blue).To a Red/Blue Introvert, Blues appear to put all their formidable mental

energy into creating strategies that may ignore immediate implementationconcerns. Your style can irritate Blues because you challenge their overallstrategy with real-world scenarios. Slow down, explain why your plans willwork, and expect to be challenged in return. If you come to a meetingunprepared,theBluewillchallengeyourcredibilitywithcritiquesandquestions.ThisonslaughtpressurestheRed/Blue’spreferencetofocusoncurrentproblemsrather than longterm strategies. The Blue appears to judge the value of yourconcernsbyyour“inability”tofactorinlongtermconsequences.IfoverwhelmedwithcriticismsbyaBlue,donottakethechallengepersonallyorasathreat.It’sactuallyacompliment,becausethisishowtheyshowinterest.


Beverballyshortandconcise.

Use“if...then”sentences,whichareveryeffective. Rehearse responses that have a longer-term focus: “Strategically, theproblemsIseeare...”“IfIdothisnow,insixmonthswe’llalsohavetodoXYZ.” Adjust your vocabulary and use theoretical jargon, statistical data, andtechnical terms.Toproveaproposal’sworth,pointout longtermbenefits.Useingenuity,logic,andwittyhumortomakeyourcase.

Displaycompetence.Blues forceyou tobe tough-mindedandprepared;theyneedtoseeyourcompetenceondisplay. Don’t react personally. Blues are hardwired for impersonal criticalthinking.

Golds.“Honore(aGold)drivesmenuts,”saysHector(aRed/Blue).“Ifinishedmyprojectandshemademetotallyredoitsoherpaperworkwouldbeperfect.Threeextrahoursofwork,andit’lljustsitinthefilesgatheringdust!”Goldsareyournemesis.Therulemakersandproceduresettersoftheworld,

theiradministrativedemandsseemperpetuallyatoddswithgettingthingsdone.You hate when Golds impose procedures, plan and schedule everything inadvance,orpushasinglewayofdoingsomething.Thismakesyoufeelhemmedin and controlled.When you skirt procedures or “wing it” atmeetings,Goldswillbethefirsttochideyou.Butinordertobeeffective,Goldsneedstructureandguidelines.Whenparalyzedbycrisis,theyneedyou;inexchange,theywillorganizeyouroffice,project,orcompanytopeakefficiency.


To ease tensions, sprinkle your sentences with words like “facts,”“tradition,” “respected,” and “proven.” Downplay changes, midcoursecorrections,orcrises.Bondoveryourmutualpreferenceforconcretewords,practical/sequentialtasks,andkeenobservationofdetail.

Commitseverallow-pressure,self-directedminuteseachdaytofulfillingprocedures. Practice the vocabulary of investment, costs, time lines, andbudgets.Acknowledgeandflattertheirsuperiordetailmanagement.Makeaconsistenteffort tomeetdeadlinesandcommitments, andneverchangeappointmentsorschedulesifitcanbehelped.

Extrovertvs.IntrovertIfthepreviousstrategiesarestillmissingthemark,youmaybedealingwithanExtrovert.Ifso:

Recognize that itwill be difficult for you to understandwhy theymustconstantlybearoundpeopleandhow theycanenjoynoisyenvironments.But respect, don’t challenge, their need to recharge their batteries byinteractingwithothers—theyneedthisthewayyouneedalonetime.Askquestions;shareexperiences.Listenclosely,butinterjectverballyoften.

Volunteer to handle tasks for them that require working alone. You’llbenefitfromtheirgratitude—andthesolitude.

Recognizeanyofyourcoworkers intheprecedingdescriptions?LearnmoreaboutthembyreadingeachColorQpersonalitytype’soverallchapterandthenChapter25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Red/BlueIntrovertsarereservedandindependent,moreinterestedinactionthantalk.Youoperateoutofcuriosityandimpulse,supportedbyyourkeen and detailed powers of observation. Red/Blue Introverts prefer workingwithrealthingsandtangibleproducts.Inbusinessandfinance,youwillrisehighbycombiningano-nonsenseapproachtofactsandfigureswitha“let’sgiveitatry”opennesstonewstrategies.Inanutshell,Red/BlueIntrovertsmustcontinuouslybalancetheirlogicwith

empathyandhonortheirneedsforprivacyandsolitude.

13

red/backupgreenextroverts

YOU’RENOTONLY aRed; you also have strong secondary characteristics of theGreen personality.And you have tested as aColorQExtrovert,whichmeansyou recharge your batteries by being with people, rather than being alone.Red/GreenExtrovertsform8percentoftheworldpopulation.AsanExtrovert,workingaloneforlongperiodsisfrustrating.You’llgenerate

variety or action, even if disruptive. Discuss with your boss your needs forphysicalmovementandpeoplecontacttobeproductive.You are likely reading this book to please someone. This chapter should

credibly confirm who you are (if not, retest). It also will give you activities,tools,andexperimentstotryoutwithchallengingcoworkers.

TopMotivatorsDuringhiringorreview,negotiateforassignmentsorresponsibilitiesthatreallymotivateyou.Thesemotivatorsinclude:

Thechancetotacklereal-worldproblemswhereyouseeresultsVarietyandaction

Crisis-handling (which you do brilliantly) or troubleshootingresponsibilityMeetingnewpeopleandsharingexperiencesWorkthat’sbalancedwithhumorandcelebration

CorporateCulture—FindingtheOptimalFitWant a more optimal workplace environment? Conflict, sapped strength,resentment, and feelings of defeat are symptoms of poor cultural fit. OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeunneededelsewhere.The corporate culture itselfmaynotbedysfunctional;forinstance,RedshatewhatGoldslove.Yearsoffrustrationcanbeavoidedbyunderstandingyourpreferences.

The Red/Green Extrovert’s most preferred work environmentemphasizes:

Occasional,stimulatingcrisesandchange

Adaptable,friendly,funcoworkersandcooperativeteamsConcurrentshort-termprojectsandrewardsforfast-pacedworkUseofexpertisetohelpinrealways

Comfortable,attractivesurroundingsPhysicalfreedomwithminimalpaperworkorsupervision Independence to act on what you observe (i.e., rule-bendingtolerated)

If these points seem obvious, itmeans you’ve tested correctly. (ComparewithaGold/BlueIntrovert’sidealenvironment.)

TheRed/GreenExtrovert’sleastpreferredenvironmentisdefinedby:

Longterm projects, with lots of planning for potential rather than realproblemsBossypeoplewhoinsistonhavingtheirwayHierarchy,withmeetingsandmemosthatbogdownaction

Lotsofdetails,repetitivetasks,rules,andproceduresTightschedules,withnocontroloverdecisions (being forbidden to takeaction)Humorlesscoworkersandanoverlyseriousatmosphere

LeveragingExecutivePresenceandBuildingPersonalBrandOne of the critical tasks of a Red/Green Extrovert manager is to build one’sexecutivereputationor“brand.”Whileabstract,brandbuildingrequiresconcreteactions.Theseactionsempoweryoutoachievetangiblegoalsbyincreasingyourinternalinfluenceandalsotomarketyourselfexternallywhennecessary.

TheRed/GreenExtrovert’sleadershipbrandshouldbebuiltaroundyoursuperiorabilitytosize up situations, inspire staff, and achieve results now (especially during project orbusinessstartups).

Astuteandindependent,youareahands-offmanagerwhoevennowwantstostopreadingthisbookandgetoutanddo!You’llbuildyourbrandbydoingjustthat.Herearesomeconcretebrand-buildingactionsforRed/GreenExtroverts:

Troubleshooting(high-profile) Mobilizing others’ skills, especially during a crisis, project startups, orchangeinitiatives

Makingadifferenceintheworldthroughnegotiation,mediation,andrisk-takingKeepingthingsmovingwithhumorandofferinghands-onassistance

Overall, you are not keen to manage a large organization. When yourdepartmentreachesacertainsize,youmaywanttoconsidermovingtoasmallerunit.

CASESTUDY1:TwoSuccessfulRed/GreenExtroverts

Consider first theexampleofSteve,an investmentbankerwhoenjoys thefastpaceandexhilarationofhiswork.AsaRed/Green,however,hehasastrongartisticside.Withfourchildrenincollege,leavinghisjobwasnotanoption.Oncehediscoveredatalentformakingjewelry,however,hefoundaway toexpress it.Hecreatespiecesonweekends, showcases themon theWeb,andsuppliesasmallstoreinhisLongIslandcommunity.Withtypicaladaptability,hecannowsatisfyhismajorfinancialandcreativeneeds.

HughHeisler,Heisler,Feldman,McCormick&GarrowHeisler isaRed/GreenExtrovert lawyerwhoseGreensidehas ledhimtocases that inspire social change andwhose Red side gives him the skills

needed to win cases. Those skills are critical, because Heisler does notchargehisclients.“Weprovidefreerepresentationtolow-incomeclientsincivillegalmattersinMassachusetts,”explainsHeisler.Thisisnotjusthisprobonowork; it’sallhedoes.Heandhis fiveassociatesat the sixteen-year-oldfirmofHeisler,Feldman,McCormick&Garrowhandlewhatareknownas“feeshiftingprovisions”cases.Theymakemoneywhentheothersidepaystheirfees...iftheywin.Inrecognitionoftheircontributions,thefirm has been the recipient of several awards including the JohnQuincyAdams Pro Bono Publico Award from the Supreme Judicial Court ofMassachusetts.Reds work well under pressure, but Heisler almost didn’t become a

lawyer because of it. As only a Red can pull off, he graduated from lawschoolonedaybeforegettinghiscollegedegree!“Ihadcompletedallmycollege course work, but not my thesis. As I was finishing with my lawstudies,IsawI’dbetterhustle.Icontactedmyoldprofessor,whosaidgetthethesisinandIwilldothepaperwork.AndIdid,”Heislerexplains.“Ilikethegive-and-takethatoccursinnegotiating,”hesays,typicalofa

Red. “Most results are achieved through negotiations andmediation.Butwealsoareactive trial lawyers; Ienjoybeing in frontofa judgemakinglegalarguments.”Heisler brings his Red mediation abilities to his office as well as the

courtroom.“Ihavetendedtobethepersontowhomotherslooktoresolveconflict,”hesays.“Itrytofindcommonground,bringfuntotheofficeandeverythingIdo.Ikeepthingslightandpositive.”

ParticipatingInandManagingProductiveTeamsOn a team, you are fun-loving, fast-paced, cooperative, realistic, and a skillednegotiator, troubleshooter, and excellent resource manager. The Red/Green’sspecialtalentsinclude:

GettingconflictingpartiestoagreeKeepingmeetingstothepoint

RevealingnewopportunitiesBringingexcitementtotheteam

CommunicationsStyleAdjustingyourwordstoalignwithanothercolor’sstyleelicitspowerfulpositiveresponses.Empatheticvs.objectiveanalysis,theoreticalvs.practical,structuredvs.adaptable—theseclashesfuelmostworkplaceconflicts.Beingableto“styleshift” brings exciting competitive advantages in negotiations, managing, andinterviewing.Focused on the “now,” you think on your feet and speak without hidden

agendas. You get to the point, then act. You have a preferred vocabulary ofaction words:move, stimulate, and expedite. Conversely, Greens (with whomyou share some personality traits) like abstract concepts, metaphors, andanalogies, emphasizing words like “values,” “relationship,” “feel,” and“friendly.”Bluesprefer theoretical jargon, statistical data, and technical terms.Goldsrespondto“facts,”“tradition,”“respected,”and“proven.”Red/Greensarenotedfortact,exuberance,andhumor.Youpersuadeothersby

developing rapport and sharing personal stories. Style shifting for youmeanspayingmore attention to the emotions, strategies, and the rules of others.Youkeyintoyourcolleagues’preferredstyleandthenmakethemlaugh.Whenyouarestymiedbyrulesorabstractthinking,understandtheanxietiesofthosewhoimposethemandseeksolutions.

BlindSpotsThese blind spots are prevalent in Red/Green Extroverts (only some ofthemwillapplytoyou):

Difficultyseeingthe“bigpicture”

Emphasizingshort-termvs.longtermGoingforthequickfixBeingtooliteralandmissingthesubtext

Beingcasualaboutrules,authority,commitments,anddeadlinesChafingwhenfollowingproceduresand/orbeingheldaccountable

StressorsThatProduceFatigueandStrifeCertain workplace conditions stress and fatigue Red/Green Extroverts. They

include:

WorkingaloneInactivityandspinningwheels

Toomuchspeculative,long-rangethinkingLossofprofessionalorpersonalrelationshipsHavingtoofewoptions

Coworkerswhoareinflexible,critical,unrealistic,and/orindecisiveFinancialconstraints

Underextreme stress,Red/GreenExtroverts experiencepessimismabout thefuture,diminishedadaptability,and/orindecisiveness.Negotiateresponsibilitiesthatallowmovementandsocializing.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsRed/GreenExtrovertsbenefitbybecomingmoreadeptathandlingthedemandsofrules,longtermstrategy,andotherpeople’semotions.

ProblemSolvingandDecisionMakingTheRed/GreenExtroverthasthesestrengths:

Reactsquicklyunderpressure

MakeskeenobservationsandrealisticallysizesupsituationsTrustsowninstincts;goeswithgutfeelNegotiatesskillfully,sometimesbeyondrules

Useshumortoeasetensions


Resistance to rules and bureaucracy. You believe, rightly, in thevalue of sizing up a problem and applying realistic solutions. Youchafewhenstructureoverridespracticality.CurryfavorwiththeGoldswhoimplementprocedures;developallieswho’llhelpyouaccomplishyourgoals.Having to work alone. Delegate these tasks to Introverts (who’llthank you for the alone time). Negotiate working in openenvironments.

Lossof freedom—being tieddownorcontrolled.You’re tempted todo something to undermine thosewho inhibit you.Minimalworkorsubtle sabotage may feel satisfying but ultimately will boomerang.Instead, hit the gym at lunch hour for an invigorating workout.Negotiate for more freedom (using this book to prove the companywillbenefit).Havingtodeveloplongtermstrategiesorbudgets.Dothesetasksinsmall steps over time, then reward yourself by doing somethingenjoyable.Mountainclimbing,racing,skydiving,motorcycling,deep-seadiving,surfing,hunting,traveling,playingmusic,dancing...ifitsoundsgood,doit!Nothavingcontroloverdecisions.Realisticrole-playing,preferablywith a strategy-oriented Blue, works well. Talk with others who’ve

facedsimilardilemmas;swapreal-lifesolutions.

Emotional reactions that cloud logic. Find a Green mentor. Viewemotionsas“if . . . then”equations(e.g.,“ifIdothis, thenhe’llfeelthisandrespondlikethat.”)

Whendealingwithchallenges,convertpessimismtorealismbyexploringfacts. Avoid jobs that emphasize longterm strategy and routine. YoungRed/GreenExtrovertsoftenchangejobseveryfewyearsuntiltheyfindtherightmixoffreedomandcrisis-handlingresponsibility.


Bruce Gregory’s career as a six-figure risk manager for a prominentinsurancecompanylookedgreat—fromtheoutside.Insidehiswell-appointedoffice,Bruce (acrisis-lovingRed)wasbored.

He’d done his job too well. Instead of being a dynamic crisis manager,Brucefeltlikeababysitterwatchingawell-behavedcharge.Itwastimefora change.But thegoldenhandcuffswerehard to shakeoff.Restoringhis1960s era Porsche 356 evenings and weekends was his only hands-onoutletforstress.Onemorning,BrucesawabigredForSalesignintheshowroomofthe

antique car garage where he had purchased his Porsche. Coming to ascreeching halt, Bruce felt a needed surge of adrenaline. Reds thrive onexcitement,andhehurriedintotalktotheowner.Twomonthslater,Brucehadleased(withanoptiontobuy)thegarage.

He shares management responsibilities with the head mechanic whilekeepinghisday job.The stimulationof thisnewventure, vital toReds, isenough to keep Bruce at his risk management job until retirement in sixyears.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheGreen’smarketing and people skills, the Gold’s administrative talent, and the Blue’sstrategicandtheoreticalthinkingtoyouradvantage.Engageirritatingcoworkersaspowerfulpoliticalallies.

Greens.“Iftalkingcouldsolvethisnewchallengefromourcompetition,Harry(aGreen)wouldhavehad it lickedby lastmonth!” saysRuby (aRed/Green).“Hekeepsaskinghowcustomersaregoingtoreact.Isay,floatapilotprojecttogetournewbetadesignoutthere.Thenyou’llfindout!”The Green is the most people-oriented of the four primary Color Q

personalities.Theirabstractvisionsand longtermorientationmake themseem,toyou,eccentricandoutoftouchwithreality.RedscanirritateaGreenbybeingtoofocusedonthepresentwithoutconsideringlongtermconsequences.Greensfinditexasperatingthatyouhaveahardtimeverbalizingyourfeelings;they’llrecognize them before you do! But you dislike hand-holdingwhen a crisis isafoot, which may seem blunt or dismissive of the Green’s concerns. WhileGreenswon’tconfrontyou,they’llbecomecoldandunsupportive.AskaGreentohelpyounavigatethethingsbelowthesurfacethatinfluenceresponses.


Be patient with the Green’s abstract visions and longterm thinking.They’ll prevent a lot of problems, allowing you to concentrate on truesurprises,midcoursecorrections,andcrises.

Checkinwiththemabouthowyou’reperceived.Theirfeedbackwillbegentleandtactful.Give themstep-by-stepdirectionswhenyouwant themtodosomethinghereandnow.That’sbecauseGreensarefuture-oriented,onlyvisiting thepresentmomentoccasionally. Factor in their feelings (with “if . . . then” equations) when makingdecisions,toensuretheirpoliticalbuy-in.

Assert yourself.Becauseof yourdesire toplease, you sometimeswon’tassertyourself.Greensaremostpleasedwhenyousharewhatyou’rereallyfeeling,goodorbad.Takearisk;they’llrewardyou.

Blues.“Jason(aBlue)andImakeagoodteam—usually.He’sthethinker;I’mthe doer.But he hates itwhen I improvisemidcourse solutions,” saysNick (aRed/Green).To a Red/Green Extrovert, Blues appear to put all their formidable mental

energyintocreatingstrategiesthatmayignoreimmediateimplementation.RedscanirritateaBluebychallengingtheoverallstrategywithreal-worldscenarios.Slow down; explain why your plans will work. Blues can show you how to

avoidmistakes others havemade. If you come to ameeting unprepared,Bluewillquestion,criticize,andchallengeyourcredibility.ThisonslaughtpressurestheRed/Greentorespondwithlongtermthinking.TheBlueappearstojudgethevalueofyourconcernsbyyour“inability”tofactorinlongtermconsequences.IfoverwhelmedbyBlue’scriticisms,donot takethechallengepersonallyorasathreat.It’sactuallyacompliment;thisishowtheyshowinterest.



Rehearse responses that show a longer-term focus: “Strategically, theproblemsIseeare....”“Ifourbudgetisonly$100,000fortheyear,whichadditionalfundscovercrises?” Adjust your vocabulary to use theoretical jargon, statistical data, andtechnical terms. To prove a proposal’s worth, point out several longtermbenefits.Useingenuity,logic,andwittyhumor(easyforyou)tomakeyourcase.Displaycompetence.Blues forceyou tobe tough-mindedandprepared;theyneedtoseeyourcompetenceondisplay.

Don’t react personally or bluntly. Blues are hardwired for impersonalcriticalthinking.

Golds. “I worked for hours on the script for our sales presentation,” saysChristina (a Red/Green). “I worked in five-minute segments of free time forrespondingtoclientquestions;sometimesyouhavetogooff-bookandwingittokeepthemonthehook.Theninourplanningmeeting,Stu(aGold)ignoredmyhardworkandcriticizedthefree-timesegments!I’mreallyfrustrated.”Goldsareyournemesis.Therulemakersandproceduresettersoftheworld,

theiradministrativedemandsseemperpetuallyatoddswithgettingthingsdone.Butinordertobeeffective,Goldsneedmorestructurethanyou.YouhatewhenGoldsdrag their feetprocedurallyorplaneverything inadvance. Itmakesyoufeelhemmedinandcontrolled.Whenyou’retardyorill-preparedformeetings,Goldswillbethefirsttochideyou.However,theybecomeparalyzedinacrisisand need your talents; in exchange they’ll organize your office, project, orcompanytopeakefficiency.


To ease tensions, use words like “facts,” “tradition,” “respected,” and“proven.”Downplaychanges,midcoursecorrections,orcrises.Bondoveryourmutualpreferenceforconcretewordsandpracticaltasks.

Commit several low-pressure, self-directed minutes each day to thevocabularyofinvestment,costs,timelines,andbudgets.Acknowledgeandflattertheirsuperiordetailmanagement;impressthemwithyourkeenobservationalskills. Make a consistent effort to meet deadlines and commitments; neverchangeappointmentsorschedulesifitcanbehelped.

Extrovertvs.IntrovertIf theaforementionedstrategiesarestillmissingthemark,youmaybedealingwithanIntrovert.Ifso:

Itwill be difficult for you to understandwhy they shun interaction andpreferworkingalone.Respect,don’tchallenge,theirneedtorechargetheirbatterieswithprivacy—it’snotpersonal.Tonedownyourenthusiasm;listenmore.Invitethemtospeak,butdon’tforcethemtospeakuntilthey’vethoughtthingsthrough.


Recognizeanycoworkersintheprecedingdescriptions?Explorefurthertoolsby skimming each Color Q personality’s overall chapter and then readingChapter25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Red/GreenExtrovertsare fun,vivacious,cheerfulpeoplewhoarealways ready to see thebrighter sideof life.You’re at yourbestwhenaroundpeopleandjugglingseveralactivitiesatonce.Realistic and pragmatic, you trust what you experience directly and accept

thingsastheyare.Youtrytounderstandpeopleratherthancontrol them.Asaresult,youareoftenthebestatgettingconflictingpartiestoagree.Take some of these negotiating strategies and go experiment on the next

coworkeryousee!

14

red/backupgreenintroverts

YOU’RENOTONLY aRed; you also have strong secondary characteristics of theGreenpersonality.AndyouhavetestedasaColorQIntrovert,whichmeansyourecharge your batteries by being alone rather than with people. Red/GreenIntroverts likely are reading thisbookonlyunderordersor toplease someoneelse.Butthischapterprovidesstep-by-stepactivities,tools,andfunexperimentstotrywithcoworkers.

TopMotivatorsHereareyourgreatestmotivators:

Actingfrominnervalues

Physicalanddecision-makingfreedomWorking behind the scenes to improve efficiency and produce positiveimpactVariety,flexibility,exploration

Harmony

AsanIntrovert,you’relessproductiveinopenoffices;small,collegialteamsworkbestforyou.Youfocusonthewell-beingofotherpeople,oftenforfeitingtimealonetorecharge.Red/GreenIntrovertsformonly8percentoftheworld’spopulation,butyourstronginnervalueshaveshapedentirecultures.

CorporateCulture—FindingtheOptimalFitIt is theresponsibilityofeverypersonality tofindorcreate theiroptimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanyareunneededelsewhere.Thecorporatecultureitselfmaynotbedysfunctional; it’s just that, for instance,Reds hatewhatGolds love.Conflict,sapped strength, resentment, and feelings of defeat are symptoms of poorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

TheRed/GreenIntrovert’smostpreferredworkenvironmentemphasizes:

Minimalpaperworkorsupervision

AttractiveprivateworkspaceSupportive,courteouscoworkersWorkontangibleproductswithimmediateresults

Rapportwithahands-offbosswhoprovidesflexibilityandsecurityImmediateresponsestooccasionalcrises

If these points seem obvious, itmeans you’ve tested correctly. (ComparewithaGold/BlueExtrovert’sidealenvironment.)The Red/Green Introvert’s least preferred environment is characterizedby:

Challengestoinnervalues

EmphasisonstrategiclongtermthinkingMicromanagement(soworkerhasnocontrolovertime,decisions,orprivacy)Noisy,critical,oraggressivecoworkersandongoingconflicts

Overly serious atmosphere that discourages humor and emphasizesdetails

LeveragingExecutivePresenceandBuildingPersonalBrand

One of the critical tasks of a Red/Green Introvert manager is to build one’sexecutivereputationor“brand.”Yourbrandempowersyoutoachieve tangiblegoalsandincreaseinfluence,aswellastheabilitytomarketyourselfexternallywhennecessary.Brandbuildingrequiresconcreteactions.

Tobuildyourleadershipbrand,leadbyexampleandexcitepeopleabouttheirmission.Youshine during times of change or crisis, trusting instinct, sizing up problems, andimplementingsolutions.

Whilesensitivetopeople,youareespeciallygoodatkeepingmeetingsshortandtothepoint.Gowithyourpreferencetoparticipateinamanagementteamortocoordinateratherthanlead.

CASESTUDY1:SuccessfulRed/GreenIntroverts

ChristopherL.Dutton,VermontElectricPowerCompanyChrisDuttonisaRed/GreenIntrovertwhoholdsthetitleofpresidentandchiefexecutiveofficerofamajorutility—VermontElectricPowerCompany(VELCO).Previously,heheldthesamepositionatGreenMountainPowerandwasapracticingattorneyinCanton,Ohio.Chris has achieved his position through his creative thinking and

concernforhowbusinessdecisionsintheutilityindustryimpactonpeople.VELCO’s board chairman, Robert Clarke, says Dutton is “recognizedacrossthestateasaninnovativeandthoughtfulleader.”Chris started his career as a trial lawyer. He liked the work, he says,

“becauseeachcaseisdifferent.”Red/GreenIntrovertscravechallengeandnonrepetitiouswork,especiallyiftheycanbeinvolvedonapersonallevel.Hefurthermakesapositiveimpactonpeoplethroughhisvolunteerwork,which is substantial.He has served as director of theChittendenCountyUnitedWayaswellastheFlynnCenterforthePerformingArts.HeischairoftheVermontTelecommunicationsAuthorityandhasservedontheboardoftheVermontElectricPowerCompanysince1997.

JohnSawyer,ChonResourcesRed/Greenslovetools,masteringthemquicklyandwell.Inthe1970sJohnSawyer found that he was immediately able to use his company’s firstcomputerandexplainittoothers.Whentheirprogrammerdisappearedinthemiddleofaproject,Johnfinishedthejob.Twoyearslaterhejoinedasoftwarevendor.Todayheprovidesfull-timetechnicalsupportforusersofenterprise applications; on weekends, he is a web developer for his

company, Chon Resources, specializing in WordPress, a contentmanagementsystem.“Iamgoodattroubleshootingcomputerproblemsandsoftwareissues,”

saysJohn.“I’mgoodat explaining technical information tonontechnicalusers[and]alsoatsimplifyingcomplexinformation.”Very typical of a Red, John finds rigid deadlines stressful, which he

handlesbyworkingwitha local animal shelter and“interactingwithmyownthreerescueddogs.”(Redshavedeepaffinityforanimals.)As to the future?“Idon’t strategizemuch,” says John,againa classic

Redresponse.“Ijusttakeitdaybyday.”

ParticipatingInandManagingProductiveTeamsRed/Green Introverts are productive team members—fulfilling obligations,linkingpeoplewith resources,and injecting fun into theworkplace.Youvalueharmony,mediatewell,energizeothers,andeasetensionwithgentlehumor.Youwanttosimplify,savetime,andsolverealproblems,notindulgeinpowerplays.Whenconflictarises,youareoftentheteamconscience.

CommunicationsStyleMerely adjustingone’svocabulary to alignwith anotherColorQpersonality’sstyle can elicit powerful positive responses.Empathetic vs. objective analysis,theoretical vs. practical, structured vs. adaptable—these clashes fuel mostworkplace conflicts. Being able to “style shift” brings tangible advantages innegotiations,managing,andinterviewing.Red/GreenIntrovertswant tohearallperspectives,askquestions,andget to

thepoint.Developingrapport is important,butyou’dratheract thantalk.Yourpreferred vocabulary features action verbs like “move,” “motivate,” and“expedite.”Greens(withwhomyousharesomepersonalitytraits) likeabstractconcepts, metaphors, and analogies, emphasizing words like “values,”“relationship,”“feel,”and“friendly.”Bluesprefer theoretical jargon, statisticaldata,andtechnicalterms.Goldsrespondto“facts,”“tradition,”“respected,”and“proven.”Red/Green Introverts are calm,quiet listenerswho focuson thepresent and

remember details. You convince others by being straightforward and sharingpersonalstories.Styleshiftingforyoumeanspayingattentiontotheemotions,strategies, and rules of others.You assess your colleague’s preferred style andthen emphasize similarities. When frustrated, attempt to understand the otherperson’smotivatinganxietiesandaddressthemdirectly.

BlindSpotsCertain blind spots are prevalent in Red/Green Introverts (although onlysomeofthemwillapplytoyou):

Takingontoomuch,thenlosinginterest

InvestigatingtoomanyperspectivesbeforeactingFindinglogicalargumentdifficultBeingtootrustingandunwillingtochallengeothers

Beingcasualaboutrules,procedures,anddeadlinesFindingitdifficulttoenvisionlongtermconsequences


ThefollowingworkplaceconditionscanstressandfatigueRed/GreenIntroverts:

BossypeoplewhooverrideyourinnervaluesPressurestomakedecisionswhileconsideringonlylong-rangeobjectives

ToomuchinteractionwithothersLotsofroutine,repetitivework,ordetailsLackofprivacy

Red/Green Introverts under extreme stress can become hypersensitive,confused,orunabletofocus.Sometimesyou’llbeself-critical;othertimes,bluntor moralistic. In leisure hours you may fear the worst or go into isolationbecauseofemotionalexhaustion.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsTheprimaryfocusoftheself-coachingRed/GreenIntrovertshouldbeonhowtohandlechallengestoinnervaluesfromacoreofstrengthandconfidence.

ProblemSolvingandDecisionMakingTheRed/GreenIntroverthasthesestrengths:

Prefersimmediateproblemsoverlongtermchallenges

SizesupproblemsandseekspragmaticsolutionsTempersvalueswithpracticalityOperatesoutsideproceduresandcanbeadaptable

Decidesquicklyonceallinputsareevaluated


Resistancetostructure,rules,andbureaucracy.Youbelieve,rightly,in the value of pragmatic solutions and chafe when proceduresoverrideyourability to implement.Workwithin the system;developallieswho’llhelpyouaccomplishyourgoals.Standing tough, thenbackingdown.Whenothers barrage youwithlogic, it causesyou todoubtyourgut instincts. Ifyourgut says stayput,arguewithprosandcons.

Having to work in large teams or open offices. Ask to work onsmaller subcommittees. Negotiate a private work space . . . you’llneverfeelcomfortablewithoutone.Rebellingagainstcorrectivefeedback.Askthechallengertobemorepositive;redirectyourangerintosomephysicalactivity,forexample,agymworkout. Being the center of attention. Attention may make you freeze ordownplay your strengths. But careers are made or broken at thesemoments.Role-playconfidentresponsestoavoidlostopportunities.

Havingtomakelong-rangeplansordecisions.(You’llneedpracticeherebecause long-range thinking isnot aRed/Green’snatural talent.Start with “if . . . then” statements; think one day, one week, onemonth,oneyearintothefuture.GetaBluementor.

When dealing with challenges, stay physically active or create newexperiences to keep your batteries charged.Use long swims ormarathonruns to refocus on your values. You may need to temporarily downplayhelpingothers inorder tosatisfyyourownneeds.Prioritizeyourneedforprivacyandthought-processingtime.


TimothyR. is aRenaissancemanwhodroppedout of engineering schoolbecausehe“preferredtodohardphysicalworkatthatage”andultimatelyworked his way up to overseeing close to 600 workers on $80 millionconstruction projects. A typical Red, he was energized by the pressures,crises, and hands-onwork. “I loved bringing in projects on time and oncost,”hesays.Whenamotorcycleaccidentlaidhimupforafewmonths,“Ihatedit,”hesays.Redsaredrivenbydeeplyheldcorevalues,anchoringthemevenastheir

livesseemoutwardlychaotic.Timfeltverystronglythatcornersshouldnotbe cut just to meet deadlines and that workers should be treated fairly.Typicallyhewouldholdhistongueaboutoffendingpracticesuntil,hesays,“Iwouldjustunloadonmyboss,makingmypositionthereforeuntenable.”AclassicRed/GreenIntrovert,Timwasoftentheteamconscience.ButTim’sskillswererecognized,andhemadegoodmoneyinaseriesof

projects. One opportunity led him to an old master carpenter, whorecognized in Tim the architectural appreciation needed to work onEngland’s oldest buildings. “Forget construction. You should be acarpenter,” he told Tim. It didn’t paymuch, but it was deeply rewardingwork.Tim sourcedmaterials innearby forestsand“basically lived in theeighteenth century doing specialized tasks with hand tools.” Performingskilled labor mostly on one’s own with a respected boss is especiallyfulfillingforRed/GreenIntroverts.AturningpointcamewhenTimwasdiagnosedwithcancerandtoldthat

hemighthaveonlytwoyearstolive.“ThatstartedmethinkingaboutwhatIreallywantedtodowithmylife,”herecalls.Hesoldhishouseandstartedtraveling.Always intriguedwithmakingparts forvintagemotorcycles,hetooksomemachinistcourses.“But therewasnowork inEngland,”sohetraveledtoAmerica,wherehepurchasedanoldIndianmotorcycle.Fixingittookhimtothedoorstepofoneofthecountry’spremiereIndianrestorers.Timgladlyapprenticedhimself toanotherrespectedboss“whoisgoodat

constructivecriticism.”A typical Red/Green Introvert whose inner values have always guided

him, Tim currently enjoys the ability toworkmostly on his own for longperiods,doingskilledphysicallabor.Heknowshewillhavetomoveonandworries he “might have to take on a real job.” Always focused on hispassions,heseemsunawarethatheistheenvyofmanyoffice-boundpeers.

PoliticalSavvy—MakingYourWordsCountA valuable part of the Color Q system lies in learning how to negotiate theGreen’smarketing and people skills, the Gold’s administrative talent, and theBlue’s strategic, theoretical thinking to your advantage. Engage irritatingcoworkersaspowerfulpoliticalallies.

Greens.“Myboss(aGreen) tellsmeIhavetostart thinkingbeforeIact. IdothinkabouthowtoachievemygoalbydoingXnow.ButhesaysIhavetothinkaboutfutureimpact.That’simpossible;thingschangedaily,”saysapuzzledRoy(aRed/Green).Greensarethemostpeople-orientedofthefourprimaryColorQpersonalities.

Their abstract, longtermvisionsmake themseem, toyou,eccentricandoutoftouchwithreality.RedscanirritateaGreenbybeingtoofocusedonthepresentmomentwithoutconcernforlongtermconsequences.Greensfinditexasperatingwhen you can’t verbalize your feelings, andwill often do it for you.But youdismiss the nurturing stuffwhen a crisis is afoot.As a result, your stylemayseem blunt or disrespectful of the Green’s concerns. Greens won’t directlyconfront you, but they’ll become cold and unsupportive.Ask aGreen to helpyounavigatethesubtextthatinfluencesoutcomes.


BepatientwiththeGreen’slongtermthinking.Greenscanhelppreventalotofproblems,allowingyoutoconcentrateonmidcoursecorrectionsandrealcrises.Askthemhowyou’reperceived.Theirfeedbackwillbegentleandtactful. Give them step-by-step directions when you need immediate action,because Greens are future-oriented, visiting the present moment onlyoccasionally.

Factor in their values (with “if . . . then” equations) before makingdecisions,toensuretheirpoliticalbuy-in.Assert yourself.Greens aremost pleasedwhenyou shareyour feelings,goodorbad.Youmayavoidassertingyourselfoutofconcernforshowingthoughtfulness.Takearisk;Greenswillrewardyou.

Blues.“Isitnotlogicaltostickwithastrategythattookamonthtodevelop?”says Eliza (a Blue) critically, to which Sam (a Red/Green) replies: “Is it notnecessarytochangecoursewhenyourbiggestclient’sneedschange?”To a Red/Green Introvert, Blues appear to put all their formidable mental

energy into creating strategies that may ignore the impact on workers andcustomers.YourstylecanirritateaBluebyfocusingonpeopleandcrisesratherthan overall strategy. “I rough out a schedule, then adapt,” says TimR. “I’mbetter at panic management.” Lack of strategy, in the Blue’s mind, must bechallengedwithcriticismandquestions.ThisonslaughtpressurestheRed/Greentoarguelogically.TheBlueappearstojudgethevalueofyourconcernsbyyour“inability”toapplydetachedlogic.IfoverwhelmedbychallengesfromaBlue,donot take itpersonallyorasa threat. It’sactuallyacompliment; this ishowtheyshowinterest.


Beverballyshortandconcise.Use“if...then”sentences,whichareveryeffective. Rehearse firm, effective responses: “Strategically, the problems I seeare...”or“Ifyouseecustomerrelationsassecondary,thenhowshouldwedealwithaccountcancellations?”

Adjust your vocabulary and use theoretical jargon, statistical data, andtechnicalterms.Toproveaproposal’sworth,emphasizelongtermbenefits.Makethecasewithingenuity,logic,andwit.Displaycompetence.Bluesforceyoutobetough-mindedandfirm;theyneedtoseeyourcompetenceandfollow-throughondisplay. Don’t react personally or feel intimidated by their logic. Blues arehardwiredforimpersonalcriticalthinking.

Golds.“You’respendingtoomuchtimeandmoneyatthepubwithclients,”sayssales manager Alex (a Gold). “I rarely close a deal anywhere else, sir. My

prospectsarerelaxedandreceptivethere,”replies(Red/Green)salesrepDirk.Always balance your teamwith a Gold; you need their detail management

skills. You’ll prefer Gold/Greens. Gold/Blues are another matter. Moreauthoritarianand lesspatient, theyviewpeople-first stylesas soft.Red/Greenscan irritate all Golds by being too focused on people impact, treatingaccountabilityorbudgetingassecondary.ThismakesGoldscriticalandbossy.Their communication style is much more impersonal, which can erupt intoconfrontation.IfaGold/Bluechallengesyou,providestep-by-stepplans.(Createtheminordertohelpthepeoplewhowillimplementthem.)


To ease tensions, use words like “facts,” “tradition,” “respected,” and“proven.”

Make procedures a comfort zone so that you can “talk the talk” withGolds.Respecttheirneedforstructureandrules.Commitseverallow-pressure,self-directedminuteseachdaytofocusingon the vocabulary of business plans, investment, costs, time lines, andbudgets. Acknowledge and flatter their superior detail management capabilities,especiallywhentheyperformyourdetailwork.

Extrovertvs.IntrovertIfthepreviouslylistedstrategiesarestillmissingthemark,thecolleaguemaybeanExtrovert.Ifso:

Respect, don’t challenge, their need to recharge their batteries byinteractingwithothers—theyneedthisthewayyouneedalonetime(eventhoughitwillbedifficultforyoutounderstandwhytheymustconstantlybearoundpeopleandhowtheycanenjoynoisyenvironments).Askquestions;sharemoreofyourself.Applyyourskillsasagoodlistener—butinterjectverballyoften.

Volunteer to handle tasks for them that require working alone. Benefitfromtheirgratitude—andthesolitude.

Recognize any coworkers in the preceding descriptions? Learn more about

them by reading each Color Q personality’s overall chapter and Chapter 25,“AdjustingtotheWorkplaceStylesofOthers.”

In summary, Red/Green Introverts are quiet, spontaneous, and practical. Yougravitate to fields where your sensitivity and keen powers of observation canhelpothers.Patient,flexible,andeasygoing,youhavelittleneedforcontrol.Youliveinthemomentanddonotplanmorethannecessary.Whenproblemsarise,youareconfidentofyourabilitytohandlethem.You can get so involvedwith others that you neglect your own needs.You

have now pleased the personwho asked you to read this book, so go rewardyourself by doing something fun! Be sure to toot your own horn and let thatperson know you read (even though we know you just skimmed) the wholething!

15

bluesoverall

BLUESARETHE rarestof thefourColorQtypes, representing just10percentoftheoverallworldpopulation.IfyouarenotaBluebutwanttoreadabouthowtoidentifyorimprovecommunicationswithone,goto“HowtoRecognizeaBlueColleague”attheendofthechapter.

HillaryRodhamClinton,UnitedStatesSecretaryofStateHillaryClinton isnotonlyoneof thebest-knownBlues in the country; she isalsoastrongexampleoftheBlue’sstrategiccareerplanningandconsistenthighachievement. (Although not directly tested, it is the consensus of theMyersBriggscommunitythatsheisaBlue.AuthorShoyaZichyhasmetClintonpersonally several times and concurs.) Growing up in Park Ridge, Illinois,Hillary was characterized as assertive, purposeful, and determined (all inbornBlue characteristics).A tirelessworker and consistent overachiever, shewas aNationalMeritScholarinhighschool.Herteachersnotedherexceptionalabilitytotakeininformation,debatethoroughly,butchangehermindwhennewinputdemandedit(coreBlueabilities).In her senior year, she was voted most likely to succeed. She went on to

becomeahigh achiever inboth college (Wellesley student bodypresident andfirst studentcommencement speaker)andatYaleLawSchool.Her first careerposition was an assignment to the impeachment inquiry staff investigatingRichardNixon,where sheworked often from dawn tomidnight seven days aweek. (Blues work relentlessly on problems of interest, functioning withoutsignificantstressinsolemnortenseenvironments.)Thatsummersheworkedon

BillClinton’scampaignforanArkansascongressionalseat,alreadyemotionallyinvolved with the young up-and-comer. The campaign manager, Paul Fray,struggledwiththehard-nosedyoungwomanoverstrategieshedeemedhisturf,butlateradmitted,“Shewasanorganizationalgenius.”1BillClinton knew a good thingwhen he saw it; theymarried in 1975. She

continuedherlawcareeruntilbecomingFirstLadyofArkansasin1979.Interestin the issues facingwomenandchildrenbeganat this time;HillarycofoundedArkansasAdvocatesforChildrenandFamiliesandservedaschairwomanoftheArkansasEducationStandardsCommittee.2In1993BillClintonbeganhistermasPresidentoftheUnitedStates.Inher

roleasFirstLady,Hillaryhelpedstrategizethecreationofanationalhealthcareplan, which failed congressional passage. Her ongoing interest inwomen andchildren’s issues resurfaced, and she led bipartisan efforts to create theChildren’s Health Insurance Program, improve adoption and foster care, andreduceteenpregnancy.3In2000 shewas elected as the first female senator representing the state of

NewYork.ThiswasthefirsttimeaformerFirstLadyoftheUnitedStateshadeverbeenelectedtotheUnitedStatesSenate.Withastrategiceyeonalongtermbidtobecomethenation’sfirstfemalePresident,Hillarydoveintobuildinghercredibility by serving on the Senate Armed Services Committee; the Health,Education,Labor,andPensionsCommittee;theEnvironmentandPublicWorksCommittee;theBudgetCommittee;andtheSelectCommitteeonAging.Theseassignmentsservedherwell inherpresidentialbid.ButwhenBarack

Obama ultimately won the election, her support was rewarded with anappointment tobecomesecretaryofstate.Hillary thusbecametheonlyformerFirst Lady to serve in a President’s cabinet. In typical Blue fashion, she hasinstitutedchanges tomaximizedepartmental effectiveness; created theconceptof “smart power” to define the country’s global leadership; and has madeeffectiveuseofsocialmediaforglobalcommunication.As secretary of state, Hillary operates in a highly strategic environment to

which she brings both natural and well-learned skills. She has establishedspecificobjectivesfortheStateDepartment’smissionsabroadandinstitutedtheQuadrennial Diplomacy and Development Review to ensure achievement. InSeptember 2010, she unveiled a hunger initiative that proactively focuses onprovidingfoodasastrategicpartofU.S.foreignpolicy.WhenHillary retires as secretary of state, it is almost certain that she will

remainaforceonthenationalpoliticalsceneforsometimetocome.

PhyllisHaberman,EgretCapitalPartnersandGoldenSeedsLLCNot all Blues are as high-profile asHillary RodhamClinton, but the drive toachieve runs deep. Phyllis Haberman earned a B.S. in mathematics fromSimmons College and anMBA in finance from Columbia University. (Bluesoften have advanced degrees.) Phyllis was the first and only femaleMBA ineachof thedepartmentswheresheworkedforCelaneseCorporation.She thenworked for twenty years with Charterhouse Group, a middle-market privateequity firm. She was a member of Charterhouse’s investment committee andservedontheboardofdirectorsandauditcommitteesforanumberofportfoliocompanies. Then she became a founding partner of Egret Capital Partners, aprivateequityfirm,andmanagingdirectoratGoldenSeeds,LLC,anetworkofangel investorsdedicated to investing inearlystagecompanies foundedand/orledbywomen.(It is interestingtonotethatbothClintonandHabermantakealongtermstrategicviewaboutempoweringwomen.)

You as aBluewill critique every pointmade in a book like this, preferring amoreintellectualfocus.Therefore,thisbookcontainsstrategiesforlearninghowtointeractmoreeffectivelyandefficientlywitheventhemostsensitivepeopleinyourlife.Itoffersstrategiesthatworkwhenothereffortshavefailed.Themostlogicalwaytoproceedwiththisbookistofirstreadaboutyourown

specific personality (Blue with its backup and Introvert/Extrovert dimension),whereyou’llfindstrategiesfordealingwithalltheotherColorQpersonalities.Ifyoucurrentlyownorplantostartacompany,harnessingthestrengthsofthefourprimarypersonalitieswillbeessentialtoyoursuccess.Chapters5,10,and20 provide an “overall” description and an end-of-chapter section on how torecognizeotherColorQpersonalities.Asyoubecomemoreskilledatassessingothers, read Chapter 25, “Adjusting to the Workplace Styles of Others,” forfinelytunedinterpersonalstrategies.

HowtoRecognizeaBlueColleague

ExternalEnvironmentClues Professional, conservative, quietly high-quality dress (sleeves oftenrolledup).Frequentlyhaveadvanceddegree(s).

Trophiesorplaquesforachievementondisplay.Lotsofhigh-techtoolsandtechnicalreferencematerials.

PersonalMannerisms—PersonalBehavior

Voraciousreaders.Insatiablycurious.Competitive.

PersonalMannerisms—Verbal

Prefertalkingaboutstrategiesorfuture-orientedtopics.Speakincompoundsentences.Useprecisevocabularyandabstractwords.

Expressclear,directideas.Displayjoustingwit,whichcanbeintimidating.Disregardoppositionandwhatothersthinkofthem.

HowtoCommunicatewithaBlue—“StyleShifting”Tips

Keeprelationshipprofessional,limitchitchat,bebriefandconcise.

Acknowledgetheirintellect.Usingsophisticatedvocabulary,demonstrateyourowncompetence.Talk“bigpicture.”

Outlinethetheoreticalframework,expertiseofproductdesigners.Bringupcomparativestudiesandinnovativeadvances.Limitfactsanddetails;presentessentialsinexecutivesummary;listprosandconsandtestimonialsbyexperts.

Communicatelongtermpotentialsforimprovingsystemefficiencies.Useingenuityandlogic;beconsistent.Allow theBlue tochallenge,critique,andquestion;beaware thesearesignsofinterestandrespondaccordingly.(Bluesexpecttheirideastobecritiquedbyyou.)

Engagewithjoustingwit.Avoidemotionalappealsandwordslike“feel”or“believe;”instead,askwhat they think ordeduce.Appeal to their sense of fairness andlogicratherthandiplomacy;don’texaggerateorflatter.

ComposestrategieswiththeBlue,notfortheBlue.

16

blue/backupgoldextroverts

YOU’RENOTONLY aBlue,youalsohave strong secondarycharacteristicsof theGoldpersonality.AndyouhavetestedasaColorQExtrovert,whichmeansyourecharge your batteries by being with people rather than alone. Blue/GoldExtroverts are logical, competent individuals who form just 3 percent of thepopulation.Combiningexpertiseandinnovation,you’reahighachieverwhocansolvetheworld’smostcomplexproblemsgivenenoughintellectualfreedomandstrategizingtime.

TopMotivatorsAs an Extrovert, working alone for long periods is frustrating. Negotiateworkinginopenenvironments.Youneedtobearoundpeople(aslongasthey’reas competent and dedicated as you). Debate and critique are necessary;otherwise,youreffectivenessiscurtailed.Duringhiringorreview,negotiatefortheseBlue/GoldExtrovertmotivators:

IntellectualfreedomOngoingdevelopmentofcompetenceandexpertise Ability to debate and critique new concepts, theories, processes, anddecisions

Opportunitiestosolvecomplexproblemsand/ordostrategicplanningRewardsforlogic,competence,andinnovationFair,equitableworkenvironment

CorporateCulture—FindingtheOptimalFitIt’s the responsibility of everypersonality to findor create their optimalworkenvironment. Optimal cultures differ among Color Q personality types. Thecorporatecultureitselfmaynotbedysfunctional;forinstance,BlueshatewhatReds love. Conflict, sapped strength, resentment, and feelings of defeat aresymptoms of poor cultural fit and can be avoided by understanding yourpreferences.

TheBlue/GoldExtrovert’smostpreferredworkenvironment is definedby:

Competent, tough-minded, decisive coworkers who relishcompetition

Logicalandlivelydebateaboutanalyses,models,theories,solutions,andimprovementsLong-rangestrategicmasterplansRespected superiorswho imposeminimal procedures, bureaucracy,andpaperwork

Rewards for being a decisive, autonomous, results-orientedmultitaskerTechnical,financial,andhumanresourcesavailableasneeded

If these points seem obvious, itmeans you’ve tested correctly. (ComparewithaRed/GreenIntrovert’sidealenvironment.)

TheBlue/GoldExtrovert’sleastpreferredenvironmenthas:

Entrenched bureaucracy, with an emphasis on details andpracticalitiesUncleargoalsandalackoforganization

Closed-door policies,where information iswithheld and input intodecisionsisrejectedSensitive,emotional,ormyopiccoworkersLotsofdiscussionaboutfeelings

Beingrequiredtoworkalone

LeveragingExecutivePresenceandBuildingPersonalBrandOneofthecriticaltasksofaBlue/GoldExtrovertmanageristobuildexecutivereputationor“brand.”You’llexcelatthisbecauseofyourstrategiccapabilities.Ithelpstobuildpowerinternallyandmarketyourselfexternallywhennecessary.

The Blue/Gold Extrovert’s leadership brand should highlight your strength for creatingvisions,devisingstrategies,establishingplans,andtakingchargetomakeitallhappen.

You are a forceful implementer who presumes leadership is yours throughcompetence and expertise. Frank, direct, and intuitive, you understand powerand its uses; immediately grasp inner organizational workings; and can actquickly,evenwhenmakingtoughdecisions.Theseabilitiesquicklypushyouupthe ladder.Becauseyouthink inwholesystemsandbigpictures,youaremosteffective at the top of any group. You enjoy solving complex problems andmobilizingresources.Inefficiency,bureaucracy,andlossesareeliminated.Yoursubordinateslearntodotheirjobsextremelywellorleave.Forthosewhostay,youbecomearolemodelofconfidence,fairness,andconsistency.

CASESTUDY1:TheSuccessfulBlue/GoldExtrovert

MarkW.Smith,SmithValliere,PLLCMarkW. Smith is proud of what he has accomplished before the age offorty. He is a high-stakes, high-profile Wall Street litigator who handleslarge, complex business and other disputes among people over money,business,andpoweratalawfirmhefounded,SmithValliere,PLLC.HeisaNewYorkTimesbestsellingauthoroffourbooksonpolitics,economics,and lawandregularlyappearsonCNNandFoxNews.Smithhas typicalBlue/Gold strengths: strategic planning, goal-focus, and hard work withhigh standards. Those high standards occasionally trigger a Blue/Goldweakness:“IcanbebluntanddemandingwithpeoplewithwhomIwork—Ihavehighstandards,andwhentheyarenotmet,Icanbecomefrustrated.”Smith advises, “Always be rational and logical while trying to appearsensitivetotheneedsandconcernsofothers.Wetrytobalancecollegialityrequired for a small close-knit groupwhileworking to ensure that heavyclientdemandsaremetinthehigh-pressuredenvironmentofmajorlawsuits

andconflicts.”Smith, likemostBlues,operateswitha longterm focus.“Ihave a three-year outlook for the law firm while holding a multi-decadeview for myself,” he says. He also embraces competition: “I am anintellectual mercenary who hates to lose. Lots of lawyers were goodstudentswhowenttolawschool.Iwasatalentedathletewhowenttolawschool.Thisismycompetitiveadvantageoverotherlawyers.”

ParticipatingInandManagingProductiveTeamsOnateam,youpushotherstoachievegoals,especiallyifyou’vebeeninvolvedindesigningthem.Ifyourteamfacescomplexproblems,you’relikelythefirsttohaveabreakthrough(givenenoughautonomousthinkingtime).Youenjoytheprocess of change.Outgoing and eager to debate solutions, youmay run intoresistanceifyoudon’tfactorinpeople’sfeelingsorvalues.Anyteamisfortunatetohaveyoubecauseyouareeager,determined,greatat

multitasking,andfrugalwithtimeandresources.

CommunicationsStyleAdjusting vocabulary to align with another Color Q personality’s style elicitspowerful positive responses. Empathetic vs. objective analysis, theoretical vs.practical,structuredvs.adaptable—theseclashesfuelmostworkplaceconflicts.Being able to “style shift” brings superior competitive advantages innegotiations,managing,andinterviewing.You are outspoken and enthusiastic, bonding with others through witty

wordplay. You enjoy respectful and well-informed debate, and prefer talkingover texting or writing. Your preferred vocabulary is theoretical jargon,statistical data, and technical terms. Golds, with whom you share somepersonality traits, respond to words like “facts,” “tradition,” “respected,” and“proven.”Redsuseactivewords:“move,”“stimulate,”and“expedite.”Youareuncomfortable around Greens, who prefer metaphors, feelings, and analogies,emphasizing words like “values,” “relationship,” “feel,” and “friendly.”Blue/Golds ask why and what if, seeking cause-and-effect data to assemblesystems and strategic plans. Style shifting for youmeans accommodating theemotions, practical considerations, and rules of others. Work with Reds byanalyzingreal-timecrises,orGreensbyallowingthehonestwisdomofemotionstosupportlogic.AddresstheanxietiesofGoldswhoimposerulesandstrategizewin-winsolutions.Yourcool-headednesskeepseveryonebalanced.

BlindSpotsCertain blind spots are prevalent in Blue/Gold Extroverts (although onlysomeofthemwillapplytoyou):

Beingoverconfidentofyourowncompetence,logic,orstrategyBelievingeverythingmustbe rationalandoversimplifying“messy”scenarios

OverlookingimplementationrealitiesormidcoursecorrectionsBeingunawareof,ordismissing,otherpeople’semotions/responses Steamrolling others to achieve goals; being abrupt, dogmatic,challenging

Assuming leadership is due you because of your accumulatedexpertiseorachievements

StressorsThatProduceFatigueandStrifeCertainworkplaceconditionsstressandfatigueBlue/GoldExtroverts,including:

Powerlessness,lossofautonomy,lackofinfluenceincriticaldecisions

NegativeoremotionalcoworkersUnclearguidelinesandindecisivenessIllogicalproceduresthatmasqueradeas“efficiency”

Havingtodealwiththeincompetenceofothersor,worse,yourownBeingaccusedoftreatingpeoplelikeobjects

Ifyouareunderextremestress,yourcompetencewillbecompromised.Youmayexperienceself-pity,illogicalemotions,inflexibility,fearoflosingcontrol,or you canwithdrawwhen angered. In leisure hours you can experience self-doubt, insomnia, even illness. (For coping mechanisms, see the section on“Strategies to ImproveEffectivenessWhenChallenged.”)Self-CoachYourWaytoMoreProductiveWorkRelationshipsTheprimaryfocusoftheBlue/GoldExtrovertwhowantstoself-coachforcareeradvancement should be on how to handle others’ emotional issues, rules, andimmediatepracticalities.

ProblemSolvingandDecisionMakingTheBlue/GoldExtroverthasthesestrengths:

Contributes significant expertise during initial phase; analyzes untriedsolutions

Achievesgoalsbylongterm,strategicplanningLikescomplexchallengesConceptualizesandtheorizesbetterthanmostpeople

Assessesflawsinideasandprocesses;makestoughdecisionsfastandcutslosses


Fearofnegativeoutcomes.Youdoubtyourcompetenceuntilyouseesuccessful results.Reviewyour trackrecordofsuccesses.AskaRedcolleague forhelpmakingmidcourse corrections tokeepprojects ontrack.Having to work alone. Delegate these tasks to Introverts (who’llthank you for the alone time!). Or negotiate working near peers toincreaseproductivity.

Emotional reactions that cloud reality and logic. Acknowledge thedifferent types of intelligences. Feelings can be valuable, make-or-break inputs. Find a Green to mentor you. View emotions as“if . . . then” equations (e.g., “if he feels this, then he’ll likely dothat”).Peoplerejectingyourcontributionsbecauseyouhaven’t factored intheirneeds.Whenpresentingyourcomplexideas,explainthemeitherstep-by-step(forRedsandGolds)orexplainhowtheideawillbenefitpeople (forGreens).Acknowledge,with appreciation, other people’scontributionsbeforeproposingyourown. Pushing through obstacles by dismissing others’ opinions. Yourlogicalanalysishasidentifiedthe“right”direction;you’venousefor

thosewhogo“withthegut”or“thewayit’salwaysbeendone.”Inalow-risk situation, step back and let other people do it their way.Carefullyanalyzeoutcomes.

When dealing with challenges, rely on your innate cool-headedness anddrive for closure. Avoid jobs dealing primarily with crisis or routine.Blue/GoldExtrovertsaretough-mindedandstrategicallybrilliant,buttheyfoldlikeanapkininthefaceofstrongemotion.FindaGreenallytohelpwiththesesituations.


Blue/Gold Extrovert Joey Bates was the scion of a theatrical family—hisfatherwas a director, hismother anactress, his grandfather a prominentvaudevillian.Unfortunately,Joeyshowedhardlyanyperformingtalentasachild.Hefeltthisdisappointmentkeenlyuntilatage15hefoundaniche—stagemanagement.Whileotherkidsviedforstarringroles,Joeydevelopedhis Blue ability to solve complicated staging, prop, and scene supportproblems. At age 25, Joey got his stage manager’s union card. He hadearnedhisstripes...sowhywashefeelingangryandstressed?Itmadenosense,whichbotheredhimevenmore.Oneday,aparticularlydemandingstarunfairlychallengedJoey’scompetence.Itcameoutoftheblue,andsodidJoey’sreaction—anangryoutburstofanunfairlytreatedBlue.Thestarfledtoherdressingroom,andJoeyfinallyrealizedhecouldnolongerdealwithemotionalactors.Heretreatedtothelocalpub,whereheexchangedafew professional complaints with a security analyst. Blues love strategicthinking;whatwouldhavebeenatwo-minutechatturnedintoafascinatingtwo-hour conversation . . . and ultimately, a career change. Now Joeyanalyzes securities on Wall Street, where his Blue strategic thinking,complex problem solving, and tough decision making have captured theattention of senior partners. His career trajectory has been described as“meteoric.”

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheGreen’smarketingandpeopleskills,theGold’sdetailthinkingandadministrativetalent,and the Red’s crisis management capabilities to your advantage. Transform

irritatingcoworkersintopowerfulpoliticalallies.

Greens.“You’reafoolifyouthinkwecancutfewerthan1,500peoplefromthepayrollandstillmeetprojections,”saysMax(aBlue/Gold).“You’reblindifyouthinkyoucandecimatetheincomesofthatmanylocalfamiliesandstillincreasesalesenoughtomeetthoseprojections,”retortsChris(aGreen).The Green is the most people-oriented of the four primary Color Q

personalities.Theirpeoplesmartsmayappeartobeasoftandsecondaryfocus,butit’savitalbalancetoyourlogical,strategicorientation.YourstylecanirritateaGreenbyemphasizingcompetenceandexpertiseanddownplayingemotions.You prefer to be competent in relationships; Greens need to feel emotionallyopen and honest. That’s why they avoid conflict, debate, and challenges. Butchallengetheirvaluesandyou’llfindGreenssurprisinglyassertive!Youbotharehighly intuitive, but Greens gather emotional feedback while you base yourintuitions on facts and logic. To them, your style seems cold and detached.Greenswon’tconfrontyou,butthey’llbecomedistantandunsupportive.Explainto them that you find it difficult to discuss emotions, which might beoverwhelmingtoyou,andaGreenwillinstantlysupportyou.


Find common groundwith Greens and their abstract, longterm visions.Usetheirpeopleskillstoincreasebuy-inforyourstrategiesandideas.

Askthemhowyou’reperceived.Theirfeedbackwillbegentleandtactful. Show appreciation for their people skills and substantial marketingabilities.Toensuretheirpoliticalbuy-in,factorintheirvaluesandintuitionswhenformulatingstrategiesandmakingdecisions.

Explainthatyourloveofdebatingandcritiquingisjustyourprocessandshouldnotbetakenpersonally.They’llhaveahardtimeunderstandingthisaboutyourpersonality,soreiterateoften.

Golds.Tom, a Blue/Gold sales manager, was beaming because he had someimpressive news for Aldo, the (Gold) senior vice president of finance: “Aftereightmonthsofcalling,writing,andcuttingoffthecompetition,I’velandedtheBoeing account; I’ve just kept the company afloat for another year!” Aldolooked up impassively. “Great, Tom, but I’ll bet you don’t have your expense

accountdoneyet.”Goldsare the rulemakersandprocedure settersof theworld.Theymay irk

youby focusing toomuchon “irrelevant”details, but inorder tobe effective,Goldsneedstructure.FindcommongroundwithGoldsoverpreferringlogictoemotion.TomakeaGoldanally,explainstep-by-stephowyourideaswillwork.This is especially truewhen formulating business plans because you need theGold’sinputonadministrativedetails.



Bondoveryourmutualpreferenceforlogic.Explainthatyourcritiquesanddebatesarenotpersonal,justwaystofindthe“right”answer.Acknowledgeandflattertheirsuperiordetailmanagement.

Include them when formulating strategic plans or product innovations.Goldscanpointoutdeal-breakingimplementationissues.

Reds.“TheForestgrantcamein,butit’sonlyhalfwhatwerequested.We’llhaveto cut the Swan Lake ballet dates by six weeks,” said Lottie, a (Red) grantsmanager. Alicia, the (Blue/Gold) executive director, replied: “No, we won’t.We’re building our corps around the classics and establishing our longtermendowment strategy based on this plan. We can’t backpedal. Find us moremoney.”Yourstylecan irritateaRedwith itsemphasison justone“right”direction.

TheRed’sstrengthistoexpect,evenwelcome,midcoursecorrections.Redsliketo see how things actually play out. Your longterm strategy may not seemrealistic to a Red, who will challenge with on-the-ground scenarios. To theBlue/GoldExtrovert,theRed’sstyleappearstobebarelycontrolledchaos.Thisis a setup for chronic conflict with an achievement-oriented Blue/GoldExtrovert. But when crisis looms, send in the Red, who’ll be enthused andenergized.


UseactionwordsandexpressionswithaRed,move,stimulate,expedite,“let’sgetsomerealworkdone,”andevaluatetheresponse.

Forget talking strategically. Using concrete words, discuss specificallywhatneedstobedonenowtoaccomplishdesiredends. Do not micromanage. Let them handle delays, ambiguities, andunforeseenchanges.

Curbtendenciestoarguesemanticsandabstractpoints.Findcommongroundwithyourmutualfocusontheissuesandtheabilitynottotakeothers’actionspersonally. Invite input from Reds into a business plan. They’ll minimize yourintellectual complexities and contribute concrete steps and contingencyplansthatcanmakeorbreakaventure.

Extrovertvs.IntrovertIfthestrategiesoutlinedsofararestillmissingthemark,yourcoworkermaybeanIntrovert.Ifso:

Respect, don’t challenge, their need to recharge their batteries withprivacy—it’snotpersonal,althoughitwillbedifficultforyoutounderstandwhytheyshuninteractionandpreferworkingalone.Tonedownyourenthusiasm;listenmore. Invite them to speak, but don’t force them until they’ve thought thingsthrough.


Recognize any coworkers in the preceding descriptions? Find morenegotiating strategies in each Color Q personality’s overall chapter and inChapter25,“AdjustingtotheWorkplaceStylesofOthers.”

In summary, Blue/Gold Extroverts are natural leaders who respect logic,unvarnishedtruth,andefficientplanning.Theirintuitiondrivestheirvisionanddefinestheirgoals.Youstrategicallyassigntherightpeopletoeachtask.Butthosepeoplebetter

beup to thechallenge.Blueshave littlesympathy for ineffectiveor inefficient

work, and you hate confusion. Being structured, you may misunderstand thevalueofmoreflexiblepersonalitieslikeGreensandReds.Thatmaybeaseriousmistake.They’retheoneswhomostoftencontributecreativesolutionsandsolvecrises. Fascinated by the very concept of intelligence, allBlue/Golds share aninner drive to perform. Your self-critical nature continually strives for self-improvement. More than other people, you must balance your creativespontaneitywithaneedfororder.

17

blue/backupgoldintroverts

YOU’RENOTONLY aBlue;youalsohavestrongsecondarycharacteristicsof theGoldpersonality.AndyouhavetestedasaColorQIntrovert,whichmeansyourecharge your batteries by being alone. Blue/Gold Introverts will read thischapterskepticallyandcritically.We’reprepared.TheColorQsystemisbasedon thework of theMyersBriggs community, incorporatingmore than seventyyearsofworldwideresearch(readin-depthbackgroundinChapter4,“TheColorQPersonalitySystem:ItsFoundationandHistory”).Strategicallyspeaking,thischapterprovidestoolsdesignedtogiveyousocialandpoliticaladvantagesoverotherpersonalitytypesinyourorganization.

TopMotivatorsLet’stestwhethertheseclaimsaretrue.Aretheseyourgreatestmotivators?

Strategicthinking;intuitionbackedbylogicCompetence;achievement;pursuitofexcellenceFreedomtodebateandcritiqueinsearchoftruth

Strategizinglarge-scaleimprovementsthatmakeagenuinedifferenceCreatingnewsystemsandideas

Soundtrue?Thencontinue.AsanIntrovert,you’relessproductiveinopenofficesettings.Itiscriticalto

work where your complex mental modeling is uninterrupted. Blue/GoldIntroverts account for only 2 percent of the world’s population, but yourproblem-solvingcapabilitieshavemoldedtoday’sworld.

CorporateCulture—FindingtheOptimalFitIt is theresponsibilityofeverypersonality tofindorcreate theiroptimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeunneededelsewhere.Thecorporate culture itselfmaynotbedysfunctional;forinstance,BlueshatewhatRedslove.Conflict,sappedstrength,resentment,andfeelingsofdefeataresymptomsofpoorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

TheBlue/GoldIntrovert’smostpreferredworkenvironmentemphasizes:

OpportunitiestoincreaseknowledgeandcompetenceThinkingoutsidetheboxDecision-makingpower

Coworkers who are smart, independent, and motivated bycompetitionComplexprojectsIn-depth,uninterruptedmentalmodeling

If these points seem obvious, itmeans you’ve tested correctly. (ComparewithaRed/GreenExtrovert’sidealenvironment.)

The Blue/Gold Introvert’s least preferred environment is characterizedby:

Bureaucracy(“Thisisthewaywe’vealwaysdoneit”)

Excessivepaperwork,procedures,details,andrules“Incompetent”coworkerswhoare toosensitive, resistchange,missdeadlines,andsquabblePatronizingsuperiorsorclients

Mandatoryteamwork

LeveragingExecutivePresenceandBuildingPersonalBrand

One of the critical tasks of a Blue/Gold Introvert manager is to build one’sexecutive reputation or “brand.” This brand building empowers you toimplementstrategiesbyincreasingyourinternal influence(whilealsoallowingyou to market yourself externally when necessary). Here is the Blue/GoldIntrovert’sleadershipbrand,inexecutivesummaryform:

A born strategist, you are the first to see the big picture. You create compellingvisions,devisestrategies,andestablishbothprimaryplansandcontingencies.

Yousetextremelyhighstandardsbutgiveyourpeopleautonomy.Theyfindyourclearthinkingandthoughtfuldebateinspiring.You’dratherworkonyourown than lead,but attractupper-echelon remuneration andprestigebecauseofyour intellectual depth, superior expertise, and competence. Your longtermstrategicthinking,marketplacetrend-spottingability,andtoughdecisionmakingmake you a strong executive. Though you dislike politics, your intuitiveunderstandingofanorganization’sinnerworkingsbringsjobsecurity.

CASESTUDY1:SuccessfulBlue/GoldIntroverts

MarkTaylor,VistageInternationalMark Taylor isn’t a doctor or a lawyer, but he is an Indian chief. He’sactually the senior tribal leadership trainer for CultureSync™ amanagement consulting organization that teaches teams to producesuperior results by synchronizing culture and strategy. An accomplishedCEO with thirty-five years of experience, he runs “think tanks” forManhattanCEOs.He foundedTaylorSystemsEngineeringCorporation—TSE(which,untilhesoldit in2005,wasnumber58onthelistof fastest-growing companies in the state of Michigan) and also RedRoller, anInternetstartupshoppingservicethatcomparedratesofmultipleshippers(andwentpublic in2007).He ischair forVistageInternational,billedas“theworld’sleadingchiefexecutiveorganization.”“My core values are service, care, and learning in support of a noble

causetotransformtheworkplace,”Marksays.HeaccomplishesthisgoalthroughBlue strategicmeans.Withabachelorof science inmanagementandcomputersinadditiontohisMBA,Markappliesstrategytocorporatecultures tooptimize their success rates.Heheld theveryBluepositionofchieflogisticsofficerforRedRoller.HisVistageworkisperfectforaBlue/Gold.“Iaminnovativeandadept

at creating new visionary solutions,” Mark says. “I get to test ideas byworkingwith fiftyCEOs,and translate them into real-world results.”His

greatestjoyisgivingothersanewwayofthinking.

VanessaA.McDermott,MWH,Inc.Blue/GoldIntrovertVanessaMcDermottknewatage4thatshewantedtoattend theUnited StatesMilitary Academy atWest Point. At age 18, shedid.Inactiveduty,sherosetotherankofarmycaptaininthreeyears.HerBlue longterm strategic thinking served her well as a maintenance andlogistics officer in the United States, Korea, and Iraq, where she wasresponsible foroperationplanning,execution,andresourceallocation formorethan1,000internationalpersonnel.Todaysheleveragesherabilitytounderstandcomplex issuesasamanagementconsultant forMWH,Inc.,aglobalhydro-engineeringfirm.Shefocusesonriskmanagement,reportingacross four major capital projects totaling $3 billion Canadian inaccordancewithISO31000andPMIstandards.Havingtosoftenherinteractionswithteammatesisattimesstressful.“I

amnotguidedbyemotions,butbylogic,”saysMcDermott.“Icanbetoobluntandimpatient,soIhaveworkedtotakethetimeforsocialnicetiesinordertoensurebuy-inandteambuilding.”

ParticipatingInandManagingProductiveTeamsBlue/GoldIntrovertsworkbestindependently.Youaremostvaluableduringtheinitial design/strategyphaseof abusinessorproject,whereyoucan shape thevision,debateoptions, and setdirection.Watch the tendency topush“logical”options while excluding emotional input. This tendency of yours generatesconflictthatmaynotbesolvedlogicallyorrationally.You are recognized for your deep concentration, logic, and sharp and

resourceful analysis of complex problems, as well as your ability to reliablymeetdeadlinesandhelpteammatesunderstand“thesystem.”

CommunicationsStyleAdjustingone’svocabularytoalignwithanotherColorQpersonality’sstylecanelicitpowerfulpositiveresponses.Empatheticvs.objectiveanalysis,theoreticalvs. practical, structured vs. adaptable—these clashes fuel most workplaceconflicts.Beingableto“styleshift”bringsstrategic,competitiveadvantagesinnegotiations,managing,andinterviewing.Blue/GoldIntrovertsareamongthemostmentallyexactofpersonalities.You

preferwritingtotalking(preferablywithexperts),usingbrief,precise,objectivelanguage. Stating “the obvious” is an irritant to you, and youwillmove on ifconversation isn’t sufficiently stimulating. You keep interactions professionalandsuccinct.Debateandcritiqueareexpected;itsurprisesyouwhentheyhurtotherpeople’sfeelings.Technical jargon and statistical data engage you. Conversely, Reds prefer

concrete words and action verbs like “move,” “stimulate,” and “expedite.”Golds, with whom you share some personality traits, respond to “facts,”“tradition,” “respected,” and “proven.” Greens (with whom you are leastcomfortable) prefer abstract concepts and symbols, emphasizing words like“values,” “relationship,” “feel,” and “friendly.” (The “Political Savvy” sectionsuggestsmethodsyoucanadoptforstyleshifting.)

BlindSpotsCertain blind spots are prevalent in Blue/Gold Introverts (although onlysomeofthemwillapplytoyou).Youmay:

Excludeothersuntiltheendofproject,thenrefusetheirinput

Critiquetooquicklyandnothearanotherperson’swholeideaBecomeimpatientanddogmaticwiththelessintellectualDefineemotionassecondary,andbecomefrustratedwhenemotionisthefocus

Dislikehaving to share responsibility (i.e., “If youwant somethingdoneright,doityourself”)Decidematterslogicallyandignore“gut”instinctsandtraditions

StressorsThatProduceFatigueandStrifeHere are specific workplace conditions that stress and fatigue Blue/GoldIntroverts:

Lackofprivacyandmicromanagement

Implementingarbitrary,illogicaldecisionsHavingtoconstantlyjustifyone’sactions Not having enough time to evaluate situations; needing answers thatrequiremorethanlogic

Makingmidcoursecorrectionsto“theplan”Coworkerswhoareincompetent,stubborn,orresistchangeOtherpeople’semotionaloutburstsandsquabbling

Blue/Gold Introverts under extreme stress are prone to be snappy andsarcastic, then stubborn, blunt, and hostile. Youmay shut out all emotions as“irrelevant.”You’llobsessoversecondarydetailsoravoidsocialsituationsuntilyoureestablishasenseofcompetence.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsTheprimaryfocusoftheBlue/GoldIntrovertwhowantstoself-coachforcareeradvancement should be on how to incorporate emotional components intodecisionmaking.

ProblemSolvingandDecisionMakingTheBlue/GoldIntroverthasthesestrengths:

Identifiesaproblem’sorigin,thenextrapolatesfuturepossibilitiesandnewsystems

FitsintuitiveunderstandingintologicalframeworkCreatesvisions,devisesstrategies,buildscomplexmodels,andaccuratelypredictsfinaloutcomesSeeksstrategicadvantagebyaddressingflawsandanalyzingadded-value

Makestoughdecisionsbycompartmentalizingemotion


Resistancetostructure,rules,andbureaucracy.Youbelieve,rightly,in thevalueof applying strategic and logical solutions to long-rangeproblems and become impatient with bureaucratic obstacles. Workwithinthesystem;developbothpeerandupper-echelonsupport.Havingtoworkinlargeteamsoropenoffices.Asktoworkprimarilyon smaller subcommittees. Negotiate a private work space, thendeliverincreasedproductivity.

Obsessive searches for truth. If your competence is challenged, you’llwork until it’s reestablished. Youmay ignore your physical needs for solong that you become ill. True competence requires stamina, so provideyourselfnutritiousfood,adequatesleep,andexercise.

Defeating buy-in by ignoring emotional components. Humans areillogical;feelingsgethurtforbewilderingreasons.FindaGreenmentortohelp you master “emotional intelligence” with “if . . . then” equations.Journaling,whichyouenjoy,canhelp.Difficultyfocusingondetailsandpracticalities.DetailsarethestrengthofGolds,practicalitiesoftheReds.Formalliancesthroughmutualrespectfor

ability.Ifyoudislikeaskingforhelp,barter.Lackofcompetenceinselfandothers.Youdismisscompetenciesthatarenotintellectual.ButcanyousmoothoverastallednegotiationlikeaGreen?Handleacrisis likeaRed?AdministerassmoothlyasaGold?Whenyousensealackofcompetenceinyourself,youwithdraw;thishabitjustfeedsthe problem. Keep yourself in the game—respect and harness otherpeople’scompetencies.

When dealingwith challenges, pursue leisure activities that combine businessand pleasure. This warms up coworkers. Relinquish the need to controleverything.Ifyoursenseofcompetenceislow,makeaphysicalimprovement—paintaroom,reorganizeyouroffice.Prioritizeyourrealneedsforprivacyandthought-processingtime.


FatherWilliamFergusonperformedthefuneralritesoverhismother’sandhisolderbrother’scoffins,changedoutofhisvestments,andescapedtohisoffice. Of all the illogical, nonsensical emotions, why would he befeeling...relieved?Wasthisnormal?Hismother hadgroomedhim for theministry and his older brother to

lead the family’s business consulting empire. Never much of a peopleperson, Father William had still made a name for himself using hisBlue/Gold strategizing to help formulate diocesan policy. He treated thecounselingdemandsofhisprofessionlikeachessgame;whatwasthenextmove?When Father William visited the consulting business for the first time

aftertheterribleautoaccidentthatclaimedhisfamily’slives,hefeltmoreathomethanheeverhadatthechurch.Rememberinghehadcounseledhisparishioners toacceptall feelingsduring thegriefprocessas vital in theeyesofGod,henoteditandmovedforward.Bluesareateasestrategicallyevaluatingabusinessandprojectingits futuredirection.Inonemonth,hetotallyoverhauledweakersystemsandputthecompanyonfirmfootingforhisbrother’ssuccessor.Naturally,theboardofdirectorsofferedhimtheposition.Ashestartedto

decline,hestopped inmidsentence. Insteadofdisloyalty tohismother,hefelt...energized.Afteraskingtheboardforafewdaystothink(andmakesuregriefwasn’t

makinghimirrational),Williamaccepted.Herealizedthechoicewastobean adequate priest or a really good CEO; he made the only rationaldecision.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheGreen’smarketingandpeopleskills,theGold’sadministrativetalent,andtheRed’scrisisand midcourse correction abilities to your advantage. Engage irritatingcoworkersaspowerfulpoliticalallies.

Greens. The Green is the most people-oriented of the four primary Color Qpersonalities.Theirunderstandingofpeople’sinternaldesiresmayseemsoftandsecondary;butit’savitalbalancetoyourlogical,strategicorientation.YourstylecanirritateaGreenbyemphasizingcompetenceandexpertiseanddownplayingemotions.Youprefercompetencewheninrelationships;Greensoperatethroughemotional openness and honesty. They dislike conflict and will avoid yourdebateandchallenges.Butchallengetheirvaluesandthey’llhandyouyourheadon a platter! You both are highly intuitive, but Greens gather emotionalfeedback;youbaseyourintuitionsonfactsandlogic.Tothem,yourstyleseemscold anddetached.Greenswon’t confront you, but they’ll becomedistant andunsupportive. Explain to them that you find it difficult to discuss emotionsbecause theyaredeepandmightbeoverwhelming, andaGreenwill instantlysupportyou.


Find common ground with Greens and their abstract vision, longtermthinking,andintuition.Engagetheirpeopleskillstoincreasebuy-inforyourideas.

Askthemhowtoincreaseemotionalcompetencies.Theirfeedbackwillbegentleandtactful.Showpatience, respect, andappreciation (even if it’s irritating) for theirpeopleskillsandmarketingacumen. To ensure their political buy-in, factor in their values when makingdecisions.

Explainthatyourloveofdebatingandcritiquingisjustyourprocessand

shouldnotbetakenpersonally.They’llhaveahardtimeunderstandingthisaboutyourpersonality,soreiterateoften.

Golds. Golds are the rule makers and procedure setters of the world. Theiradministrativetalentsmayirkyoubyfocusingon“unnecessary”details,butinorder to be effective, Golds need structure. Find common groundwith Goldsover a shared desire never to bend the rules and through jointly developingschedulesandtimelines.TomakeGoldcoworkersyourallies,taketimetodetailhow your ideas and strategies will work. Keep at it until they’ve achieved acomfort level. This is especially true when formulating business plans; you’llneedtheirproceduralinput.


To ease tensions, use words like “facts,” “tradition,” “respected,” and“proven.”BondwithaGold/Blueoveryourmutualpreferenceforfactsandlogic.

Explainthatyourcritiquesanddebatesarenotpersonal, justattempts tofind the “right” answer.Theywill resistwhenyou try to “improve” theirstructures. Acknowledge and flatter their superior detail management when theyperformthesetasksforyou. Include themfrom thestartwhen initially formulatingstrategicplansorproposing product innovations, rather than at the end. They’ll identifyimplementationissuesthatmightotherwisesidelineaproject.

Reds.YourstylecanirritateaRedwithitsemphasisonjustone“right”directionandstickingto“theplan.”TheRed’sstrengthistohandlecrisesthatcanderailtheplan.YouneedaRedonyourteamtocreaterapportwithothersandhandlepracticalities.To theBlue/Gold Introvert, theRed’s style appears chaotic—it’smostlyplay,somework,withfrequentrule-bending.Thisisasetupforchronicconflictwithanachievement-orientedBlue/Gold.But if acrisis threatensyourwell-laidplans,sendinaRedwho’llbeenergizedbyit.


UsethesewordsandphraseswithaRed—move,stimulate,expedite,“let’sgetsomerealworkdone”—andevaluatetheresponse.

Forgetabouttalkingstrategically.Simplify.Usingconcretefactualwords,discussspecificallywhatneedstobedonenowtoaccomplishdesiredends. Solicit their opinions during initial strategy sessions. Reds can createcontingency plans on the spot when needed. They’ll simplify yourintellectual complexities and point out practicalities that can derail aventure.

Do not micromanage. Let them handle delays, ambiguities, andunforeseenchanges.Resistarguingsemanticsandabstractpoints.Findcommongroundwithyourmutualopennesstountriedsolutions.


Respect, don’t challenge, their need to recharge their batteries byinteracting with others—they need this the way you need private time.Accept that it will be difficult for you to understand why they mustconstantlybearoundpeopleandprefernoisyenvironments.Engageinthoughtfuldebate;beneutral,notchallenging.Interjectverballyoften;helpkeepthemonpoint.

Volunteer tohandle tasks that requireworkingalone.Benefit from theirgratitude—andthesolitude.

Recognize any coworkers in the preceding descriptions? Learn more byreadingeachColorQpersonality’soverallchapterandChapter25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Blue/GoldIntrovertsarecreativeand independent.Youdemandagreatdealofyourselfandothers.Introspectiveandreserved,youtrustintuitionbacked by logical analysis to guide your thoughts and decisions. With yourtheoretical and strategic focusyoucan succeed inmany industries, from those

relying onmath and science tomore philosophical disciplines.You frequentlyascend to high levels of business management. Blue/Gold Introverts doespeciallywellinseniorpositionsofcompaniesundergoingchange.

18

blue/backupredextroverts

YOU’RENOTONLY aBlue;youalsohavestrongsecondarycharacteristicsof theRedpersonality.AndyouhavetestedasaColorQExtrovert,whichmeansyourecharge your batteries by being with people, rather than being alone. Yourpersonality comprises 3 percent of the world population; you’re a rare breed.Blue/RedExtrovertsaredrivenbydesireforcompetenceandrecognitionintheirchosen field. Your eye is trained on the big picture, spotting competitive andstrategicadvantages.

TopMotivatorsAs an Extrovert, however, working alone for long periods is draining and isalways difficult; you need a populated environment. Exploration andcompetition are necessary; without competent, dedicated, and independentcoworkers,youreffectivenessiscurtailed.Duringhiringorreview,negotiatefortheseBlue/RedExtrovertmotivators:

Entrepreneurialfreedom;collaborationwithexpertcoworkers Ability to originate new products/solutions through nonstructuredexploration

OpportunitytounearthcompetitiveandstrategicadvantagesDiversityofprojectsOngoingdevelopmentofexpertise

Encouragementofon-the-jobfunandexcitement

CorporateCulture—FindingtheOptimalFit

It’s the responsibility of everypersonality to findor create their optimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeunneededelsewhere.Thecorporate culture itselfmaynotbedysfunctional;forinstance,BlueshatewhatGreenslove.Conflict,sappedstrength,resentment,andfeelingsofdefeataresymptomsofpoorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

TheBlue/RedExtrovert’smostpreferredworkenvironmentemphasizes:

WorkonintriguinglycomplexproblemsFun,challengingcompetition

Opportunitiestoincreasemastery,influence,andrespect Working for a high-status company that provides interaction withpowerful,influentialpeopleFreedom,spontaneity,andimprovisation

Minimalhierarchy,rules,andprocedures

If these points seem obvious, itmeans you’ve tested correctly. (ComparewithaGreen/GoldIntrovert’sidealenvironment.)

TheBlue/RedExtrovert’sleastpreferredenvironmenthas:

EmphasisondetailsandpracticalitiesUncleargoals;littleemphasisonlong-rangeplanningandinnovationEntrenchedbureaucracy

Coworkerswhoareemotional,myopic,orlackinitiativeMicromanagementLimitedcollaboration(i.e.,peopleworkingaloneforlongstretches)

LeveragingExecutivePresenceandBuildingPersonalBrandOne of the critical tasks of a Blue/Red Extrovert manager is to build one’s

executivereputationor“brand.”Useyourintrinsicstrategicabilitiestoleveragepowerinternallyandmarketyourselfexternallywhennecessary.

TheBlue/RedExtrovert’s leadership brand should be built around your high intellectualenergyandcreativity,insightfulness,andcontagiousenthusiasm.Inquisitiveandclever,youarealerttonewopportunitiesandpersuadethroughthepowerofideas.

Autonomy is allowed, provided your staff has demonstrated high levels ofcompetence. Taking risks is encouraged as long as the cost-benefit analysisworks.Staffispushedtoexceedtargetswithaccurate,supportive,toughyetfairfeedback.You theorize systems, then act as a catalyst for their adoption.You already

will have analyzed patterns and relationships behind key issues. Those whoobjectareusuallyoutclassedbyyoursuperiorgraspofthebigpicture.

CASESTUDY1:TheSuccessfulBlue/RedExtrovert

MatthewB.Alsted,CalvertInvestmentsAlsted “likes to balance creativity and pragmatic business solutions.”That’s good, because his work as vice president, channel marketing andbrand strategy for Calvert Investments in Washington, D.C., is complex.“Myprimaryresponsibilityisforsettingmarketingstrategywithinourcoredistributionchannels...theotherischampioningbranddevelopmentandleadershipinitiativesincludingmarketresearch,positioning,andexecutionwork[puttingstrategyintoaction].”Alsted has accomplished much in his sixteen years in the financial

industry.HestartedasaproductanalystatBayBankinBoston,wherehewasresponsibleforcompetitiveanalysisandfinancialreportingandmovedup to product manager. Next, he joined T. Rowe Price as assistant vicepresident in product marketing and customer development. In 2002 hemovedontoRiggsBankinWashington,D.C.,where,asvicepresident,heledmarketingcommunicationsande-businessstrategiesandcontributedtotherestructuringandrepositioningofnumerousbusinesslines.AtypicalBlue/RedExtrovert,Alstedlistshistopstrengthsasanabilityto

keepfocus,taptheideasandapproachesofothers,andnetwork(whichhedoes several nights a week). When asked what’s stressful about workingwithhim,hesays,“I’malittleimpatient[and]takeontoomanythings.Iammoreinterestedtostartprojects.”Evenasaboy,Alstedthoughtstrategically.“Alightbulbwentoff thatI

wasatriskofnotdoingwellfinancially.IwenthomeandsaidIwantedto

gotoboardingschool,getintoagoodcollege.Thefamilywasmakingabiginvestment, so I knew I had to work hard; it was a great confidencebooster.” It paid off. Today he collaborates closely with Calvert’sdistribution company president, key account managers, and fifteen fieldwholesale managers, and supervises a team of five channel marketingmanagers.

ParticipatingInandManagingProductiveTeamsCreamrises,andyouareoftennominatedtoleadyourteam.Collaborationwitha broad range of people increases your productivity. On a team, you takeinitiative, energize others, provide objective analysis of issues, and generateunique solutions.Your can-do attitude is best applied during a project’s initialphase;you’llneedotherpersonalitiestohandleimplementationdetails.Reducing tensions with humor, you are versatile, ingenious, and great at

multitasking. Remember that outcomes are just as important as processes andsystems.

CommunicationsStyleAdjusting vocabulary to align with the style of another Color Q personalityelicitspowerfulpositiveresponses.Empatheticvs.objectiveanalysis,theoreticalvs. practical, structured vs. adaptable—these clashes fuel most workplaceconflicts. Being able to “style shift” brings superior strategic advantages innegotiations,managing,andinterviewing.In business dealings, you are confident, assertive, and articulate; you

summarize complexities and persuade others with enthusiasm. Quick on yourfeet socially, yourwit,wordplay, andbanter both delight and intimidate.Yourpreferred vocabulary is theoretical jargon, statistical data, and technical terms.Reds,withwhomyousharesomepersonalitytraits,useactivewords—“move,”“stimulate,” and “expedite.” Golds respond more to words like “facts,”“tradition,”“respected,”and“proven.”YouareuncomfortablewithGreens,whoemphasize feelings and prefer words like “values,” “relationship,” “feel,” and“friendly.”Blue/RedExtrovertswanttobebusinesslikefirstandfavortalkingratherthan

writing.Youapproachconflictwith franknessand logic.Style shifting foryoumeansaccommodatingtheemotions,practicalconsiderations,andrulesofothers(finding the loopholes doesn’t count!). Strategize your way through practicaldemands; understand that logic-clouding emotions can provide unusual buteffectiveproblem-solving insights.Analyze the anxietiesof thosewho imposerules;addressthemwithwin-winsolutions.

BlindSpotsTheseblindspotsareprevalentinBlue/RedExtroverts;someofthemwillapplytoyou:

Initiatingmanyprojects,thenabandoningsome

Too quickly dismissing “incompetents” and remaining unaware oftheirstrengthsBecomingtoofocusedon“themodel”Unintentionallyoffendingthosewhoprioritizeharmony

Seeing deadlines and commitments as secondary to formulatingstrategiesandsystemsSetting high expectations and engaging in self-criticism, leading to

burnout

StressorsThatProduceFatigueandStrifeHerearetheworkplaceconditionsthatstressandfatigueBlue/RedExtroverts:

Incompetence in others; fear of incompetence in self; being unfairlyquestioned

PressurestoprovidedetailedplansLittlefreedom;mandatoryrules/procedures;micromanagementDealingwithsmalltalk,emotionalreactions,orofficepolitics

Closed-mindedcoworkerswhoclingtothepastSeeingasolutionyoucannotimplement

Ifyouareunderextremestress,you’lllikelybecomestubborn,rebellious,andcritical.Detailobsession,tunnelvision,andexcessiveeating,drinking,sleeping,or exercising are attempts to regain control. If these pursuits fail, energy andcriticismsescalate.Atworst,you’llshutdownallemotionsandavoidsituationswhere you feel incompetent; this breeds uncontrolled outbursts. For copingmechanisms, see “Strategies to Improve Effectiveness When Challenged.”)Self-CoachYourWaytoMoreProductiveWorkRelationshipsTheprimaryfocusoftheBlue/RedExtrovertwhowantstoself-coachforcareeradvancement should be on how to handle others’ emotional issues, rules, andpracticaldemands.

ProblemSolvingandDecisionMakingTheBlue/RedExtroverthasthesestrengths:

Constantly scans the universe for new or unusual opportunities, ideas,solutions,andprocesses

BrainstormsmultipleoptionsandtoleratesambiguityCananalyzecopiousdataanddiscoverconnectionsothersmissLearnsfromsimilarsituations

Analyzesadded-valuewell

StrategiestoImproveEffectivenessWhenChallengedInterpersonal challenges detract fromproductivity.Here are self-coachingactivitiestocopewithyourbiggestchallenges:

Fear of your own incompetence. This fear is very strong in you.You’ll avoid situations where you feel like a newbie. Avoidance,however,breeds incompetence. IdentifyRedcolleaguesandaskhowtheyhandlenewchallenges;learnthedifferencebetweenamateurandincompetence. Carefully select projects to maximize successfulcompletion.

Having to work alone. Delegate these tasks to Introverts (who’llthankyouforthealonetime!)orelsenegotiateworkingwithothers.Diminishingcooperation fromothers.Doyoumakeglib commentsor hog the limelight? These tendencies can offend importantcolleagues.Onalow-risksituation,stepbackandletotherpeopledoittheirway.Expressappreciationfortheirskills.Analyzetheirreactionsandresults.Emotional reactions that cloud reality and logic. It is important toacknowledgedifferenttypesofintelligences.Feelingscanbevaluable,make-or-break inputs. Find a Green to mentor you about emotionallogic.Handle emotions as “if . . . then” equations (e.g., “if he feelsthis,thenhe’lllikelydothat”).

Beingdisorganized.Youliveinatheoreticalworld;practicalitiesaresecondary.(Blowtoomanydeadlinesandcommitments,however,andyou’llbetheorizinganewresume.)At9:00a.m.,taketenminutestoprioritizeyourday.Itwillgreatlyimproveyourfollow-through.

When facing challenges, rely on your cool-headedness and ability toinnovate. Avoid jobs dealing primarilywith routine. Blue/Red Extrovertsare tough-minded and strategically brilliant, but become unsettled in thefaceofstrongemotionandneedaGreenally.


Blue/RedExtrovertMartinCormunwasproudofhisjobasdirectoroftheMuseumofScienceandTechnologyinhiscity.Hehadcontactwithsomeofthe biggest names in the field, and he really enjoyed the many eveningnetworkingeventstowhichthemuseumplayedhostannually.Butduringtheday,workingaloneinhisthicklycarpetedofficemadehim

feelrestlessandirritable.Allthirteenofhisassistantshadquitbecausehehadmicromanagedthemoutofsheerboredom.His frustration peaked after a board meeting where members waxed

poeticaboutprotocolsofthepast.Blue/RedExtrovertschafewhenaskedtocontinuedoingthingsastheyhavealwaysbeendone.At a networking event, Martin met young, entrepreneurial Suzanne

Pielski. She was brimming with ideas for a startup that would applyexistingindustrialtechnologiesinnewways.Martinhadsolidconnectionsforbothventurecapitalandtechnologies.Suzannebeggedhimtocomeonboard; in typical Blue/Red fashion, Martin evaluated and seized theexcitingopportunity.Today he serves as the new consultancy’s strategic director.He took a

temporarycutinpay,butseesabigfutureforthecompany.Histwelve-hourdaysareenergizing,andhisassistantshowsnosignofquitting.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheGreen’smarketingandpeopleskills,theGold’sdetailthinkingandadministrativetalent,andtheRed’scrisismanagementcapabilitiestoyouradvantage.Utilizeirritating

coworkersaspowerfulpoliticalallies.

Greens.“I’mnotgoingtolayoffHarry.I’mgoingtocutthebudgetandtakeavoluntarypaycutinstead,”announcedTheresa(aGreen).Alfonso(aBlue),herboss, is astonished and asks, “Why retain dead wood whose productivity hasgone steadily downhill?” Theresa answers: “Because his wife has just beendiagnosedwithbreastcancer.”The Green is the most people-oriented of the four primary Color Q

personalities. Their understanding of people may seem a puzzling, secondaryfocus,butit’savitalbalancetoyourlogical,strategicorientation.Yourstylecanirritate a Green. You critique too quickly, criticize bluntly, and play devil’sadvocate. In turn, Greens irritate you by needing emotional hand-holding.Harmonywith others is not that important to you; you don’t understandwhyGreenscare.Whyexplorevalueswhenyoucouldbeexploringalternatives?Youfindtheensuingconflictawasteoftime.However,youbothsharetheabilitytosurprise, delight, charm, andhave fun.Grit your teeth andgive somepositivefeedback.Explainthatdiscussingemotionsisdifficultforyoubecausetheyaredeepandoverwhelming,andaGreenwillinstantlysupportyou.


Find common ground with Greens and their longterm thinking,spontaneous delight, and sense of fun.Use their people skills to increasebuy-inforyourideas.

Askthemhowyou’reperceived.Theirfeedbackwillbegentleandtactful. Show respect and appreciation for their people skills and marketingabilities.To ensure their political buy-in, factor in their valueswhen formulatingstrategiesandmakingdecisions.

Explainthatyourloveofexploringobjectivealternativesandcritiquingisjustyourprocessandshouldnotbe takenpersonally.They’llhaveahardtimeunderstanding,soreiterateoften.

Golds.“We see some promising opportunities for our robotics division if wepursue surgical applications, so we’re going to shut down and reassign themanufacturing group,” explained (Blue) Stuart, the startup’s owner. “No, wecan’t support such a radical directional shift,” replied Aston (a Gold), the

company’sventurecapitalsupplier.Golds are the rule makers and procedure setters of the world. Their

administrativetalentsrelieveyouofpeskydetails.Theymayirkyoubyresistingnewways,butinordertobeeffective,Goldsneedstructure.YouirritateGoldsbytestinglimitsandbendingrules.FindcommongroundwithGold/Blues,whoalso prefer logic and linear thought.TomakeGold coworkers allies, focus onless risky solutions that allow them to slowly become comfortable with yourmoreunusual ideas.Whenformulatingbusinessplans,expressappreciationfortheirgraspoffactsandaccuracy.Youmayignoreevenpositivepartsofthepast;they’llincorporatethesedetailsinwaysthatcanmakeorbreakyourplans.



Explain that your critiques and rule-bending are not intended to bepersonal;theyarejustwaystofindthe“right”answer.Acknowledgeandflattertheirsuperiordetailmanagement. Make a consistent effort to include them when you are formulatingstrategic plans or proposing product innovations. They can point out andpreventimplementationissues.

Reds.“Chris,whatarewegoingtodoaboutreplacingpackagingmachineA?It’sfailedthreetimesinthepasttwoweeks,”asksMillie(aRed).“I’mthinkingabout upgrading the entire line over the next three years with new machinesfromApex,”repliesChris (aBlue).Millie, in turn,demands:“ButwhataboutmachineAnow?Nexttimeitfails,itcouldbedecommissioned.Thenwhat?”Your style can irritate a Red by being picky about semantics and abstract

ideas.Redsliveinahere-and-nowworldofpracticalities.Theywanttodo,notstrategize. You need them to quantify how much implementation your ideasrequire; you also need their ability to contribute concrete steps for businessplans.Luckily,youbothliketofindfuninwork,bendafewrules,refineplansalongtheway,anddiscoveropportunityeveninthefaceofdisaster.


Use action words and phrases with a Red—move, stimulate, expedite,“let’sgetsomerealworkdone”—andevaluatetheresponse.

Forget about talking strategically. Using concrete words, discussspecificallywhatneedstobedonenowtoaccomplishdesiredends.Curbtendenciestoarguesemanticsandabstractpoints.

Solicittheiropinionsduringstrategysessions.Redsformulatereal-worldimplementationplansthatavertfutureproblems.They’llalsosimplifyyourintellectualcomplexities. Find common ground through yourmutual tolerance for ambiguity anduncertainty.

Extrovertvs.IntrovertIf thepreviouslydescribedstrategiesarestillmissing themark,yourcoworkermaybeanIntrovert.Ifso:

Respect, don’t challenge, their need to recharge their batteries withprivacy—it’s not personal. Just accept that it will be difficult for you tounderstandwhytheyshuninteractionandpreferworkingalone.

Tonedownyourenthusiasm;listenmore. Invite them to speak, but don’t force them until they’ve thought thingsthrough.Donotfilltheirpauses.

Recognize any coworkers in the preceding descriptions? Find morenegotiating strategies in each Color Q personality’s overall chapter and inChapter25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Blue/RedExtroverts live in their imaginationand,whenabsorbedin their latest project, think of little else. Your tireless energy is sometimesexhaustingtoothers.Yourcommitmentandself-confidenceisinfectious.Youmayfindyourselfa

gurutootherswholackyour talents,perseverance,andpersonaldrive.Inyoursearch for new experiences, you continually discover that a goal loses itsfascinationwhenit’saccomplishedorbecomesroutine.Well suited to be a leader, you instinctivelymotivate others and appreciate

theiruniquequalities.Thisacceptancewinsyoumanyfriends.Diversity is the key to your happiness. You collect an amazing variety of

interests, challenges, and admirers. To be truly successful and leave a lastingimpact, however, you need to attend to details and complete mundanecommitments.

19

blue/backupredintroverts

YOU’RENOTONLY aBlue;youalsohavestrongsecondarycharacteristicsof theRedpersonality.AndyouhavetestedasaColorQIntrovert,whichmeansyourecharge your batteries by being alone rather than with people. Blue/RedIntrovertsarenaturalskepticswhomaythinkthischapterisallabout“feelings.”It isn’t; it’s about being effective. The Color Q system is based on theMyersBriggs Type Indicator. which has been researched worldwide for overseventy years. (Please read Chapter 4, “The Color Q Personality System: ItsFoundationandHistory,” ifyourequire in-depthbackground.)Here’s thecost-benefitanalysisofreadingthismaterial:

Cost.Twentytothirtyminutesofyourtimetoread(tentofifteenminutestoskim). Benefit. Gain mastery over the outcomes of your interactions with allcoworkers.Developstrongercorecompetenciesforinteractingwithpeoplewhoirritateordrainyou;transformthemintohelpfulallies.

TopMotivatorsLet’stestthesystem.Aretheseyourstrongestmotivators?

IntellectualfreedomIdeasandabstractthinking(themoreuniquethebetter)Thinking“outsidethecube”

Rigorousintellectualapplication

Solvingtheseeminglyunsolvable

Ifthat’sontrack,readon.AsanIntrovert,you’relessproductiveinopenofficesettings.It’scriticalthat

yourcomplexmentalmodelingnotbeuninterrupted.Blue/Red Introverts formonly 2 percent of theworld’s population, butwithout your ability to envisionnewsolutions,we’dlikelyremainintheStoneAge.

CorporateCulture—FindingtheOptimalFitIt’s the responsibility of everypersonality to findor create their optimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeunneededelsewhere.Thecorporate culture itselfmaynotbedysfunctional;forinstance,BlueshatewhatGreenslove.Conflict,sappedstrength,resentment,andfeelingsofdefeataresymptomsofpoorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

TheBlue/RedIntrovert’smostpreferredworkenvironmentemphasizes:FocusonintricateproblemsanduniquesolutionsStartup,notmaintenance,ofprojects/systems(strongadministrativesupportavailable)

Minimalmeetings,procedures,deadlines,andnoise Working alone or with small groups of coworkers who areintellectual,independent,motivated,andinformalToleranceforopen timeframes,physicaldisorganization,andbluntcritiques

Rewardsforcreating/improvingideas,competence,andrisk-taking

If these points seem obvious, itmeans you’ve tested correctly. (ComparewithaGreen/GoldExtrovert’sidealenvironment.)

TheBlue/RedIntrovert’sleastpreferredenvironmentischaracterizedby:

Havingtohandlelotsofdetails,routines,and/orpeople’sfeelingsTightdeadlinesandstrictschedules

MandatedtidinessRewardsforfollowingprocedureandbeingrisk-averse

ToomuchfocusonpastprotocolsOverlysensitivecoworkersandofficepolitics

LeveragingExecutivePresenceandBuildingPersonalBrandOne of the critical tasks of a Blue/Red Introvert manager is to build one’spersonalexecutivereputationor“brand.”AsoneofthemosttalentedstrategistsofalltheColorQpersonalities,you’llacethistask.Yourbrandenablesyoutosetorganizationaldirectionandmarketyourselfexternallywhennecessary.HereisanexecutivesummaryoftheBlue/RedIntrovertleadershipbrand:

Amasterstrategist,youarethefirst toidentifyneworunusualideas,strategicadvantage,andadded-value.

People count on you to develop innovative solutions, looking beyond theexpected.Although you’d ratherwork on your own, you’re often invited intoupper management. Your longterm thinking and radar for cutting-edge ideasmakesyouobviousexecutivematerial(andthefinancialrewardsaretempting).You make quick decisions under pressure and instinctively know how todelegate.However,youmakeabettervisionarythanadministrator.

CASESTUDY1:TheSuccessfulBlue/RedIntrovert

JamesG.Squyres,BuysideResearchSquyres owns a Darien, Connecticut, firm that applies technology toconduct investment analysis studies for Wall Street firms. Because thecompany develops unique computer programs for each client’srequirements,“Wewalkonbeacheswherethere’renofootprints,”hesays.Although not a household name, Squyres’s innovativework has quietly

revolutionizedWall Street. In the 1960s hewas one of the first people toapplycomputerprogrammingtoinvestmentresearch.Writingprogramsforwargameswhileinthearmydevelopedtheskillsheneededintheemergingglobalbankingfield.“Atthattime,IwasuniqueonWallStreet,”herecalls.Also at Citibank, his teamworkedwith the Federal Reserve to eliminatepaper certificates for Treasury bonds. He was involved as the New York

Stock Exchange embraced technology for high-volume order processing.SquyresdesignedthetechnologytoclosetheNYSEontriple-witchingdays.Squyres has been successful because he understands the necessity of

gainingsupport.“Changecannotbedictated,”hesays.“Wecannotexpectanenthusiasticworkplace response tochangewithoutexplaining,withouteducating....Byherexample,mywife,Amy,hasbeenshowingmehowtogetsomethingdone,howtoidentifyandappreciatepeople’svalues,howtodealwithdecision-makingsystems.”His Red side views strategy as dependent on necessity. “If something

wasn’tworkingandIthoughtitcouldbefixed,”hesays,“Iaskedtoworkonit.”

ParticipatingInandManagingProductiveTeamsBlue/RedIntrovertsworkbestindependently.Youaremostvaluableduringtheinitialdesign/strategyphasewhenyouenjoydebatingoptions.Here’swhatyoubringtothetable:logic;sharpanalysisofcomplexproblems;

ability to challenge conventionalwisdom; high standards; a calming influencewhenemotionsflare.Yourin-depthknowledgeprovidesvisionaryperceptionofmarketplacetrends.

CommunicationsStyleAdjustingone’svocabularytoalignwithanotherColorQpersonality’sstylecanelicitpowerfulpositiveresponses.Empatheticvs.objectiveanalysis,theoreticalvs. practical, structured vs. adaptable—these clashes fuel most workplaceconflicts.Beingableto“styleshift”createsstrategicadvantageinnegotiations,managing,andinterviewing.Blue/Red Introverts are businesslike and reserved. In your areas of interest,

you communicate with speed, enthusiasm, and banter. You prefer writtenmaterialsbeforemeetingsandarecomfortablewiththeoreticaljargon,statisticaldata, and technical terms.Reds,withwhomyou share somepersonality traits,preferconcretewordsandactionverbslike“move,”“stimulate,”and“expedite.”Golds respond to “facts,” “tradition,” “respected,” and “proven.”Greens focuson abstract concepts and metaphors, emphasizing words like “values,”“relationship,” “feel,” and “friendly.” (The “Political Savvy” section includestips for style shifting.) Blue/Red Introverts are basically skeptical and do notrequiretheagreement,understanding,orsupportofothersfortheirvisions(untilthe implementation phase). Conflict is handled with frankness and logic. Atwork,youaremorelikelytoexpressconcernsthanappreciation.

BlindSpotsThese blind spots are prevalent in Blue/Red Introverts; only some willapplytoyou:

Relyingonlogic;exploringobjectivealternativesratherthanfeelings Initiating too many projects, then missing deadlines andcommitments

Settingcomplexgoalsandexperiencing“analysisparalysis”Beingoverlycritical,blunt,impatient,andcompetitiveIntimidatingthoselessquick-wittedthanyou

Beinguncertainofhowtoachievebuy-infromothers

StressorsThatProduceFatigueandStrifeHereare theworkplaceconditions thatparticularlystressandfatigueBlue/Red

Introverts:Beingconstrainedbydetails,procedures,anddeadlines(limitedoptions)

LackofautonomyMandatedgroupinteractionCoworkerswhocannotgrasptheideasyoupresent

EmotionaloutburstsofothersorillogicalarbitrarinessSuccessthat’smeasuredbyactualimplementation

Blue/RedIntrovertsunderextremestressarepronetodefensiveoutbursts.Youcanbecynical,resistant,resentful,orwithdrawn.Whenyouloseclarity,you’llobsessoverminorinconsistenciesuntilyougetyourfooting.Youmayshutoutall emotions as “irrelevant.” Stubbornness and sarcasm are used to maskchallengestoyourcompetenceandself-confidence.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsTheprimaryfocusoftheBlue/RedIntrovertwhowantstoself-coachforcareeradvancementshouldbeonhowtoimprovepracticalandemotionalcomponentsofyourstrategies.

ProblemSolvingandDecisionMakingTheBlue/RedIntroverthasthesestrengths:

Constantlyscansforthenew,thencritiquesandredesigns

Evaluatespossibilitiesbyobjectivestandards;generatesmanyoptionsReviewsbothtraditionsandnewsystemsusingcriticallogicUsesdebateandskepticismwhencreatingmodelsortheories

Focusesonerrorsinlogic,improvements,andlongtermconsequences

StrategiesforImprovingEffectivenessWhenChallengedAlthough Blue/Red Introverts bring tremendous strategy and vision totoday’s workplace, interpersonal challenges may distract focus. Here areself-coachingstrategiesforyourbiggestchallenges:

Resistancetostructure,rules,andbureaucracy.Youbelieve,rightly,in the value of applying strategic, logical solutions to long-rangeproblems, and you become impatient with bureaucratic obstacles.Workwithinthesystem;developupper-echelonallies.Havingtoworkinlargeteamsoropenoffices.Asktoworkprimarilyon smaller subcommittees. Negotiate a private work space becauseyou’llneverfeelcomfortablewithoutone.

Defeatingbuy-intoyoursolutionsbyignoringtheimpactonpeople.It’sdifficultforyoutounderstandwhyhumansirrationallyresistyourlogicalstrategies.Hurtfeelingsdevelopforunknowablereasons.FindaGreenmentortohelpyoumaster“emotionalintelligence.”Analyzewhatwinspeopleover;use“if...then”equations.Difficultywithdetailsandpracticalities.Details are the strengthofGolds, practicalities of the Reds. If you are not yet in a position todelegatetothem,yousoonwillbe.Meanwhile,formalliancesthroughmutual respect of abilities.When realities conflict with theories, letotherslead. Obsessive searches for truth. If your sense of competence ischallenged, you’ll work until it’s regained. You may ignore yourphysicalneeds for so long thatyoubecome ill.Competence requires

stamina,supportedbynutritiousfood,adequatesleep,andexercise.

Lack of competence in others. How quick are you to dismissnonintellectual competencies? Can you rescue a stalled negotiationlike your Green colleague? Handle practical implementation like aRed?KeepanorganizationrunningassmoothlyasaGold?Whenyousensea lackofcompetence inyourself,youwithdraw(which isself-defeating).KeepyourselfinthegameandgarnerneededsupportfromtheotherColorQtypesthroughmutualrespect.

When dealing with challenges, try physical activity that disengages youroverstimulatedmind.Doingnothingmaybeyourbestbatteryrecharger,ortry activities like card games, chess, travel, lectures, and reading. Valuesclarification exercises are useful, giving you thought-processing time tomake sense of things and reconnect with your sense of competence.Prioritizeyourrealneedforprivacy.


Hiredasanelectronictechnician,withinsixmonthsAlanCaseproposedastrategic system redesign for Barnett & Cole Tooling that saved thecompanymorethan$2millioninthefirstyear.Hewaspromotedtomanagethisnewsystem’sunitatdoublehisentrysalary.Hewastwenty-threeyearsold.Initially, Alan hired three staff members. His Blue/Red eye for

competence helped; he gave his team much autonomy. Blue/Reds enjoyanalyzing problems, taking risks, and exceeding targets. Alan’s staff hadgreatrespectfortheiryoung,capableboss.Theyformedaninsulargroupat thelocalpubafterwork,oftenmakingfunof“incompetent,”“flighty,”or“rule-bound”coworkers.One of those rule-bound coworkers, Howard, overheard the group

laughingat thepubanddecided to teach thema lessonby slowingdowndelivery of needed system parts. After several months, Alan’s analysisuncoveredtheresentfuladministrativeemployee.HegaveHowardapublictongue-lashing,thencomplainedtohissupervisor.“YouneedtolearnhowtoworkwithHoward,”thesupervisorsaid.“I’m

notfiringmybestemployeeoftwentyyears.”Alan consulted Grace, the human resources director. She walked Alan

through some style shifting behaviors, including how to apologize withsincerity. Although Alan will never be entirely comfortable with the“touchy-feelystuff,”henowrecognizespersonality-basedinteractionskillsareimportanttohissuccess.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheGreen’smarketing and people skills, the Gold’s administrative talent, and the Red’spractical implementation to your advantage. Engage irritating coworkers aspowerfulpoliticalallies.

Greens. The Green is the most people-oriented of the four primary Color Qpersonalities. Their understanding of people and emotions seems soft andsecondary,butit’savitalbalancetoyourlogical,strategicorientation.Yourstylecan irritateGreens; youdon’t need their agreementor support and treat socialpleasantriesasoptional.Greensareoftenintimidatedbyyourattitude,andtheysenseyourlowopinionofthem.Youprefertosolveproblemsinrelationships;Greensneedtofeelemotionallyhonest.Theyavoidyourdebateandchallengesbecause they dislike conflict. But challenge their values and you’ll be handedyourhead!You seedisplaysof emotion atwork asunprofessional, dismissingthose that challengementalmodels; toGreens, this reaction seems cold.Theywon’t confront you, but they’ll become distant and unsupportive.Explain thatyoufinditdifficulttodiscusspossiblyoverwhelmingemotions,andaGreenwillinstantlysupportyou.


Findcommongroundthroughyourmutualabilitytoidentifyfuturetrends.Askthemhowyourbehaviorsaffectothers.Theirfeedbackwillbegentleandtactful.

Showrespectandappreciation,evenifit’sirritating,fortheirpeopleskillsand marketing abilities. This gesture increases their buy-in for yourstrategiesandideas,andtheywillbringinothers,too.Toensure theirpoliticalsupport, factor in theirvalueswhenformulatingstrategiesandmakingdecisions.Explainthatdebatingandcritiquingisjustyourprocessandshouldnotbe

taken personally. They’ll have a hard time understanding this about yourpersonality,soreiterateoften.

Golds. Golds are the rule makers and procedure setters of the world. Theiradministrativetalentsrelieveyouofpeskydetails.Theymayirkyoubyrefusingto consider new ideas, but in order to be effective, Golds need structure andstability.AppreciateGoldswhentheyprovidecriticaladministrativesupport.TomakeGoldsyourallies,workwiththemaboutthedetailsofhowyourideasandstrategieswillwork,andkeepatituntilthey’reinagreement.Whenformulatingbusinessplans,invitetheirinput;they’rebrilliantwithproceduraldetails.


To ease tensions, use words like “facts,” “tradition,” “respected,” and“proven.” Bond with Gold/Blues through your mutual preference for logicalthinking.

Explainthatyourcritiquesanddebatesarenotpersonal,justwaystofind“thetruth.”Theywillresistwhenyoutryto“improve”theirstructures,sopickyourbattlescarefully. Acknowledge and flatter their superior detail management, especiallywhentheyperformthesetasksforyou. Make a consistent effort to include them during strategic planning orproduct innovation. They’ll point out implementation issues that mightotherwisesidelineaproject.

Reds. Your style can irritate a concrete-thinking Red with its abstractions,complex explanations, and overanalysis of problems. TheRed’s strength is toaddressimplementationissuesthatcanderail“thestrategy.”YoualsoneedRedstocreateneededrapportwithothers.Youwanttopointoutlogicalflaws;Reds(whooperatecompletelyinthehere-and-now)reply,“Doesthe‘flaw’matteratthismoment?Let’sgetonwithit.”


Findcommongroundinyourmutualability togetaroundproblemsandlimitationsandmakequickdecisions.

Use thesewordsandideaswithaRed—move,expedite,stimulate,“let’sgetsomerealworkdone”—andevaluatetheresponse.Forgetabouttalkingstrategicallyortheoretically.Simplify.Usingconcretewords, discuss specifically what needs to be done now to accomplishdesiredends.Doathree-point“elevatorpitch,”thenwaitforquestions.

Solicittheiropinionsduringinitialstrategysessions.They’llsimplifyyourintellectualcomplexitiesandpointoutpracticalitiesthatcanmakeorbreakaventure.Stepasidefrommakingrevisionsandrefinements;letyourRedcolleague“getonwithit.”Donotmicromanage.LetaRedmentordemonstratethedifferencebetweenabstract“solutions”andreal-worldproblemsolving.


Respect, don’t challenge, their need to recharge their batteries byinteractingwith others—they need this theway you need private time. Itwill,however,bedifficultforyoutounderstandwhytheymustconstantlybearoundpeopleandhowtheycanprefernoisyenvironments.

Engageinthoughtfuldebate;askneutralquestions.Interjectverballyoften,tokeepthemonpoint. Volunteer to handle tasks for them that require working alone. Benefitfromtheirgratitude—andthesolitude.

Recognize any coworkers in the preceding descriptions? Go in-depth byreading each Color Q personality’s overall chapter and then Chapter 25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Blue/RedIntrovertsareintellectual,analytical,andreflective.Youvalueideasandintellectaboveanythingelse.Youseektoexplaintheuniverse,notcontrolit!Lifelonglearningisofhighestimportance,andyoutendtoacquiredegreesandcertificationsmorethanmost,particularlyinabstractortheoretical

subjects.Whateverfieldyouchoose,youbecomethevisionary,scientist,orarchitect;

but you usually prefer tomake your contributions from relative solitude. Themundanedetailsoflifemaybeneglected,asyoufrequentlybecomelostinyourintellectualpursuits.Oftenappearingalooftoothers,youmayhavetogiveextraattentiontoyourpersonalrelationships.Overall,youarecapableofoutstandingcreativeachievements.

20

goldsoverall

GOLDS REPRESENT 46 percent of the overallworld population, by far the largestpercentageofthefourprimaryColorQpersonalities.IfyouarenotaGoldbutwanttolearnhowtoidentifyorimprovecommunicationswithone,goto“HowtoRecognizeaGoldColleague”attheendofthischapter.

SoniaSotomayor,AssociateJusticeoftheSupremeCourtoftheUnitedStatesPerhaps one of themost “Gold” jobs in theUnited States is that of associatejusticeontheUnitedStatesSupremeCourt.AndoneofthewomenwhofillsthispositionexemplifiestheGoldpersonality—SoniaSotomayor.(Thiswell-knownGoldwas tested by author ShoyaZichy in 1999.) In her long journey from aSouth Bronx housing project to the bench of America’s highest court,Sotomayor’s step-by-step achievement style is characteristically Gold. Herfather,aPuertoRicantoolanddiemaker,diedwhenshewasnine.HermotherwasastrongandcapablepracticalnursewhoputSoniaandherbrotherthroughCatholicschool.In their housing development apartment, therewas always a big pot of rice

and beans on the stove or bacon-and-egg sandwiches prepared by hermother,Sotomayor recalls. Itwas theirmother’swayof keeping their friends at homeandawayfromdrug-infestedstairwells.Here, Sotomayor came into contact withmany of the urban disadvantaged.

Therewere “theworkingpoor, thedespairingpoor, or the addictedpoor,” sherecalls.“Andyousawdifferentkidsmakingdifferentchoices.”Sotomayor’s choice?To improve her English, she read all theNancyDrew

books, dreamed of becoming a detective, and devoured the TV show PerryMason.OnoneepisodeshenoticedthatPerryMasonusuallyhadtoaskajudgeforpermission todowhatwasneeded.“Suddenly, the lightbulbpopped inmyhead,”sherecallswithagrin.“Irealizedthatthejudgewasthemostimportantcharacterintheshow.SomehowImadetheconnection,andattheageoften,Idecidedthatwouldbemylifepath.”Throughmentoring and scholarships, shemade it into PrincetonUniversity.

Thegirl fromtheprojectsfelt little incommonwithherfellowstudents,but itdidn’tstopher.“First,Ifoundthatmyvocabularyandwritingskillswerepoor,and I didn’t know anything about the classics,” she recalls objectively. “Soduring college summers, I retaught myself basic grammar, learned ten newwordsaday,andsetupaprogramreadingallthebooksIhadmissed.”Thestep-by-stepGoldeffortturnedherlifearound.ShegraduatedsummacumlaudeandPhiBetaKappa1 fromPrincetonandmade it intoYaleLawSchool.Theresheserved as editor of the Yale Law Journal. (Golds are naturally good editors.)With these credentials, she joined theManhattan district attorney’s office, andafterfiveyearsasaprosecutor,wenttothelawfirmofPavia&Harcourt.Here,sheimmersedherselfinrealestate,employment,banking,contracts,agencylaw,andintellectualproperty.2 In1992,herchildhooddreambecameareality—shebecamea federal district judge.Sixyears later, theU.S.Senate confirmedherappointmenttotheU.S.CourtofAppealsfortheSecondCircuit,makingherthefirstPuertoRicanwomantoreachthenation’ssecondhighestcourt.On August 8, 2009, Sonia Sotomayor became the Supreme Court’s 111th

justice,itsfirstHispanicjustice,anditsthirdfemalejustice.3Her leadership strengths, Sotomayor claims, are due to being highly

organized.“Ifindthemostdirectandquickestroutetoaccomplishthings,”thisGold says. “I just look at someonedoing something and immediately thinkofhow it could be donemore efficiently.”Sotomayor readily admits to a typicalGoldblindspot:“SometimesImakedecisionstooquickly,orImaygetcaughtupinthepurelogicofthesituationandforgettoconsiderhowotherswillreact.”

InvestorWarrenBuffett,BerkshireHathawayAnother highly respected Gold personality (as regarded by the MyersBriggscommunity) is investorWarrenBuffett.HisGoldrelianceonpastperformanceand established companies has lifted the value of hisOmaha,Nebraska-basedfirmBerkshireHathaway from$19.00 a share in 1955 to $116,914 a share in2012.Heseeshimselfasmerelythestewardofhis$45billionfortune.4

Ray Linder, chief executive officer of Goodstewardship.com, describesBuffett’sinvestmentphilosophyasoneverytypicalofaGold.“Hisgreatskill,”saysLinder, “isnotaboutpredicting thevalueof the futurebetter thanothers,butratherunderstandingthevalueofthepastbetterthanothers.”Buffettmeticulouslycombsbalance sheetsof (typicallybluechip) firms ten

yearsandolderforcluesthatthecompanyisworthmorethanitscurrentshareprice. His large investments in companies like IBM, Coca-Cola, Procter &Gamble, and Burlington Northern Santa Fe Railroad carried him through therecentrecessionwithfewerlossesthanmost.LikemostGolds(butonagranderscale),Buffetteschewsdebtandleverage,

keepingup to$20billion liquid5 and ready forgood investmentopportunities.Linder summarizes:“It is saidhe reflectsapractical,down-to-earthattitude ininvestingandpersonallifestyle.”Golds are the backbones of corporate and public institutions. Society’s

administrators,youarenaturally talentedatprotectingothers anddirecting thelogistics of people, goods, schedules, and services. You value detail andprocedures,arerecognizedforyourfollow-through,andcanmobilizeothers toachievewell-definedgoals.Golds shinewhenestablishingpolicy;youaim forstatus,respect,andpower.“Let’sdoitright,”summarizestheGoldmentality.AsaGold,youmaybeskepticalreadingabooklikethis,preferringinsteadto

dealwiththingsmoreconcreteandlessabstract.Tooptimizethisbook’svaluetoyou, study the “Negotiating Strategies” section of your particular personalitychapter.Here youwill find concrete tips for effectively dealingwith even themostunfocusedanddisorganizedcoworkers.Thesestrategieswillhelpwhenallyourbesteffortshavefailed.Alsostudythe“HowtoRecognize...”sectionsofChapters 5, 10, and 15, which give an overall profile of the other Color Qpersonalities,andapplythesuggestionstodifficultcoworkers.Thenevaluatetheresults.

HowtoRecognizeaGoldColleague

ExternalEnvironmentClues

Usuallyanadministratorormanager

MaintainsacleandeskFavorsno-frillsdecorHaswell-organizedfiles

PersonalMannerisms—PersonalBehavior

AlwaysontimeSolid-seemingpersonality

DressesconservativelywithqualityclothingDevisesandfollowsrulesandproceduresDetail-oriented

LogisticallyskilledAccountableRespondstorecognitionandappreciation

PersonalMannerisms—Verbal

Thinks/speaksinconcrete,linearfashionSkepticalandcautious

HowtoCommunicatewithaGold—“StyleShifting”Tips

Acknowledgethisperson’stitleandachievementsMakeyourpointssequentiallyorchronologically

BefactualandaccurateBepreciseanddown-to-earthAvoidbroadideasandabstracttheories

Bereliableandprompt;honorpromisesandcommitments Prepare for meetings; don’t “wing it” (presentations must runsmoothly)Followproceduresandrespectthehierarchy

PrioritizeconservingresourcesUseconcretewordsandphraseslikecosts,returnoninvestment,timeline,proven,and“first,second,third.”

21

gold/backupblueextroverts

YOU’RENOTONLYaGold;youalsohavestrongsecondarycharacteristicsof theBluepersonality.AndyouhavetestedasaColorQExtrovert,whichmeansyourecharge your batteries by beingwith people rather than alone. Logic definesyou; also stability, efficiency, structure, and belonging. You are proficient atcreatingschedulesandsystems.

TopMotivatorsAs an Extrovert, you find working alone for long periods draining andunproductive.Negotiateworkinginopenenvironments.Youneedtobearoundpeople(whoworkasdiligentlyasyou).Gold/BlueExtrovertsform9percentoftheworld’spopulation;withoutyouthebusinessworldwouldgrindtoahalt.Negotiate, during hiring or review, for the following Gold/Blue Extrovert

motivators:

PowerandauthorityCompensationthat’scommensuratewithmasteredskills

A recognizable position in the organization’s hierarchywith predictableadvancementopportunitiesStabilitythroughcommitmenttotried-and-truemethodsandtraditionsOpportunitytoimprovesystemsefficiency

CorporateCulture—FindingtheOptimalFitIt’s the responsibility of everypersonality to findor create their optimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengths

inonecompanymaybeunneededelsewhere.Thecorporate culture itselfmaynotbedysfunctional;forinstance,GoldssimplyhatewhatRedslove.Conflict,sapped strength, resentment, and feelings of defeat are symptoms of poorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

The Gold/Blue Extrovert’s most preferred work environmentemphasizes:

Workingforarespectedandwell-establishedinstitution

Stabilityandpredictability,withclearrulesandreportinghierarchy Rewards for precision, dependability, administrative skills, andloyalty Sticking to “the plan” (i.e., preferred use of tried-and-truemethodologies)

Participatingonteamswithbusinesslike,hardworkingcoworkersExpectableprogressupanidentifiablecorporateladder

If these points seem obvious to you, it means you’ve tested correctly.(ComparewithaRed/GreenIntrovert’sidealenvironment.)

TheGold/BlueExtrovert’sleastpreferredenvironmentisdefinedby:

Constantchangeandambiguity,andalackofcleargoalsUnreliable,irresponsible,disorganized,oroverlysensitivecoworkers

Uncertainty about the future, especially during business or projectstartup(i.e.,no“tried-and-true”procedures)Littlesenseofbelonging(e.g.,peopleworkingalone)

LeveragingExecutivePresenceandBuildingPersonalBrandOne of the critical tasks of a Gold/Blue Extrovert manager is to build one’sexecutivereputationor“brand.”Theopportunitycostofignoringthistaskisthesameasinvestinginahigh-riskstock.Don’tdoit. . .unlessyoucanaffordto

loseeverything.Yourbrandallowsyoutodotherightthingswithinternalpowerandmarketyourselfexternallywhennecessary.

TheGold/BlueExtrovert’sleadershipbrandshouldbebuiltaroundyourbolddrivetomapoutwhatneeds tobedone:assigningtasks to thestrongeststaff,settinggoals,andcontrollingschedules.Yourimageisoneofbeingabletogetthejobdone.

Youareanaturalleader—apillarofyourcommunity—withastrongsenseofduty. With your outstanding logistical skills, you define needed actions, thenimplementefficiently.Staff and clients describeyou as cool-headed and reliable.Yougiveprecise

instructions to achieveclear andmeasureablegoals.Acautious risk taker, youarecapableofmakingtough,unpopulardecisionswhennecessary.Youbelieveifyouwantthejobdoneright,tackleitwithtried-and-truemethods.

CASESTUDY1:TheSuccessfulGold/BlueExtrovert

MarthaClarkGoss,BoardMemberSheisoneofthosebehind-the-scenessuper-competentpeoplewhoactuallyruntheworld.Aprofessionalboardmember,MarthaClarkGosscurrentlyserves on three high-profile corporate boards forAmericanWaterWorks,NeubergerBermanMutualFunds,andAllianzLifeofNewYork.Herfieldsofexpertiseencompassinvestmentmanagement,auditing,governance,andinternalcontrols.“I am clear,” Martha says, “on how important the internal control

environmentandprocessesaretoacompany’ssuccess.”Martha became treasurer of the Prudential Insurance Company of

America at age 33—aposition usually occupied by professionals in theirfiftiesatthetopoftheirgame.TheGold/BlueExtroverttalentforanalysisandreorganizationwasparticularlypronouncedinMartha,andsheusedit.“I took the treasury froma back-office, cashmanagement operation to aworldwide financial function. I had a lot of input on how the corporatefinancialstructurewasmanaged,”sheexplains.This success led to the opportunity to organize an industry-specific

investment group as president of Prudential Power Funding Associates.Focusing specifically on electric and gas utilities and alternative energypowerprojects,Marthamanageda$7billionportfolio.ShealsoservedaschieffinancialofficerofBoozAllenHamilton,Inc.,wheresherestructuredthe company’s worldwide financial organization, saving the firm $40millionayear.IntypicalGold/BlueExtrovertstyle,shedescribesherselfas

“highly focused—I get to the core of a situation quickly and haveoutstandinglogisticalabilities.”Today, her financial analysis and restructuring expertise is in high

demand by global corporations who need to integrate and improve theirfinancialandbusinessoperations.

ParticipatingInandManagingProductiveTeamsCreamrises,soyouoftenfindyourselfleadingtheteam.Collaborationincreasesyour productivity. Bringing order during startup is your first priority (but payattention to diplomatic niceties as you organize details and operations).Resources go where they should; progress is evaluated fully; no detail fallsthrough the cracks under your watch. You achieve goals on time and underbudget.At times, though, you’ll need to remind yourself that diplomacy is just as

importantasschedulesanddeadlines.

CommunicationsStyleAdjusting vocabulary to align with another Color Q personality’s style elicitspowerful positive responses. Empathetic vs. objective analysis, theoretical vs.practical,structuredvs.adaptable—theseclashesfuelmostworkplaceconflicts.Being able to “style shift” brings major strategic advantages in negotiations,managing,andinterviewing.Bottomlineisthatforyou,it’saboutchoosingthelogicalrightwayoverthe

many illogical wrong ways. You’re a simple, clear, direct thinker andcommunicator.Youunhesitatinglyshareyouropinions, thinkonyour feet,andreply quickly.You respond towords like “facts,” “tradition,” “respected,” and“proven.” By contrast Blues (with whom you share some personality traits)prefer theoretical jargon, statistical data, and technical terms. Reds like activewords—“move,”“stimulate,”and“gusto.”YouareuncomfortablewithGreens,who prefer metaphors and feelings, emphasizing words like “values,”“relationship,”and“friendly.”Gold/Blue Extroverts prefer to be businesslike and favor direct talks with

businesscolleaguesoverwrittencommunications.Conflictissomethingtodealwith logically and impersonally,with quick closure.You avoid small talk andpersonaldisclosures,focusinginsteadonschedulesanddeadlines.Styleshiftingforyoumeansaccommodatingtheemotionsandabstractideasofothers.

BlindSpotsTheseblindspotsareprevalent in theGold/BlueExtrovert (someof themwillapplytoyou):

Decideswhat’s“right”andpressuresotherstofollow

Interrupts others to critique their logic; may be too abrupt orconfrontationalTakeschargewithoutbeingasked May rely too heavily on past experiences and miss currentopportunities (i.e., weak at foreseeing or responding to marketplaceshifts)

Canstalltheprocessbypickingoutflaws Prematurely dismisses the nonlogical or nonlinear thinking ofintuitivetypesas“incompetent”

StressorsThatProduceFatigueandStrifeHere are specific workplace conditions that stress and fatigue Gold/BlueExtroverts:

Thosewhoflauntcustomsandrules

Thejobnotbeingdone“right”thefirsttimeUncertaingoalsordeadlinesWorkingalonefortoolong

Self-doubtwhenhandlingchaosorleadingthroughacrisisBeingaskedtodisregarddeeplyrootedprinciplesInadvertentlyhurtingothersinpursuitofgoals

If you are under extreme stress, emotions may threaten to overwhelm you.Whenyouractionsfail tocorrectaproblem,you’reata loss.Youmaystart toattribute unrealistic, negativemeanings to other people’swords or actions andbecomedetachedorcold.Itmaybedifficulttocontrolyoururgetobeverballyaggressive, interruptive, and judgmental. During leisure hours you mightexperience self-pity, depression, physical symptoms, or outbursts fueled byignoredfeelings.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsTheprimaryfocusoftheGold/BlueExtrovertwhowantstoself-coachforcareeradvancementshouldbeonhowtohandletheemotionalissuesandabstractideasofotherpeople.

ProblemSolvingandDecisionMakingTheGold/BlueExtroverthasthesestrengths:

Useswhat’slearnedfrompastexperiences

Controlstheprocesswithlogical,cause-and-effectanalysisAbsorbsandassesseslotsofstatisticsandempiricaldata Organizes projects and people effectively; devises systems, procedures,andschedules


Having to work alone. Delegate these tasks to Introverts (who’llthankyouforthealonetime!)ornegotiateworkingwithpeers.Emotionalreactionsthatcloudrealityandlogic.Therearedifferenttypesofintelligences.Feelingscanbevaluable,make-or-breakinputs.Find a Green to mentor you through emotional logic. Try thistechnique:Viewemotionsas“if...then”equations;forexample,“Ifhefeelsthis,thenhe’lllikelydothat.”

Peoplerejectingyourcontributionsbecauseyouhaven’t factored intheir needs. Accommodate the needs of Reds and Blues for lessstructure.AskGreensfortheirinputaboutthehumanimpactofyourplans. Acknowledge, with appreciation, other people’s contributionsbeforeproposingyourown.Doubting your ability to cope—with a situation or with your ownemotions. In order to achieve, you often ignore your emotions.Emotions build up and may feel explosive. This is especially truewhenyou’vedoneyourbestandnothingisworking.Trythesecopingmechanisms:IdentifyaRedcolleagueandaskforhelpwithmidcoursecorrectionsorcrises.Calmpent-upfeelingswithphysicalexercise.Pushing through to closure by dismissing others’ opinions. You’veperformed logical analysis in order to identify the “right” direction;you’ve no use for thosewho go “with the gut” or gravitate “towardnewways.” To overcome this challenge, pick one low-risk situation

and then step back and let others do it their way. Then analyze theoutcomes.

Whendealingwith challenges, slowdown.Revisit facts and details.Addinputs(e.g.,theimpactonpeople,thelongtermstrategy)thatrequireextraeffort. Sort through your emotions with any of a number of tools; forexample, take up journaling, painting, even jogging.Reestablish order byarranging books by author or cataloging a collection. Reemphasize yourneedforstructureandbelonging.


ThedogunderveterinarianRolandPetty’scarewashowling,andwouldn’tstop.ItseteverynerveintheGold/BlueExtroverteddoctoronedge.Hehadusedseveraltried-and-truemethodsforcalmingtheanimaltonoavail.Aftersedatingthedog,Dr.Pettysteppedoutforair.He’djustconfronted

the part of veterinary medicine that was his weakness—cases that didn’trespond to set protocols. Itmade himwant to abandon the small animalpractice he recently inherited from his dad, only that was not a realisticoptionforatradition-mindedGold/Blue.Hewasplanning expansion—intopet accessoriesand feed, orperhaps

openinganexoticanimalpractice.Buthe’dhavetohire—maybehandoverhispatients—toanothervet.This pleasant Gold/Blue daydream was interrupted by the vet tech

reporting an emergency intake. The dream became a reality ten monthslater, when Dr. Petty handed over his last patient chart to one of hisrecentlyhiredveterinariansandpromptlymadethefirstorderforanewlycompletedfeedandaccessoryannex.Hehassinceundertakensomeprivateconsulting with exotic pet owners (e.g., treating a chimpanzee’s skindisorder)andplansfurtherimprovementstothepractice’scomputersystemto accommodate its new employees and ventures. The administrativechallengeshaveenergizedhim.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheGreen’smarketing and people skills, the Blue’s longterm strategizing, and the Red’s

crisis management capabilities to your advantage. Learn to utilize irritatingcoworkersaspowerfulpoliticalallies.

Greens. Gold/Blue Bob, the recently promoted head of new productdevelopment, called his firstmeetingofGreen/Reds to brainstorm the top twoprojects for the comingyear.Hegave them twentyminutes,notunderstandingtheirprocessrequiredfarmoretime.Theproductivityofthedemoralizedgroupplummeted.After studyingColorQ,Bob now callsmeetings at 9:00 a.m. andhaslunchbroughtin.Heaskseveryonetobrainstormalldayuntilhis4:00p.m.return. The options the group now generates are innovative and exciting, andBobgainsbackhiswholeday.Greensarethemostpeople-orientedofthefourprimaryColorQpersonalities.

Theirunderstandingofpeopleandchangemayseemlikeasoftandsecondaryfocus, but it’s a vital balance to your logic.Your style can irritate aGreenbyoverlooking social niceties while trying to achieve your goals. The Green’sunusualmannerofdresscanoffendyourappropriate tastes.Youwant tofocusongetting the jobdone today;Greenswant tounderstandhowthemarketwillshift tomorrow.Make a blunt comment or dismiss their values as not logicalenough to consider, however, and your potentialGreen allywill become coldanddistant.Explain that you find it difficult todiscuss emotionsbecause theymightbeoverwhelming,andaGreenwillinstantlysupportyou.


Use these words with a Green and evaluate the response: feel,relationship,andwarm.

Emphasizethatyoudon’twanttoinadvertentlyhurtanyoneandneedtheirhelp. Show respect and appreciation for their people skills and substantialmarketingacumen.Toensuretheirpoliticalbuy-in,factorintheirvalueswhenmakingplansanddecisions.

Don’t interrupt to critique their logic or to pick flaws. Greens talknonsequentially, and their logic is completely different from yours. Theywillcirclebacktothepointifyougivethemtime.

Reds.“I was just about to fire Asanti (a Red). He was always laughing and

throwingpaperairplanesaround theoffice;but thedaywehad the fire in thecomputer room, his quick actions saved data and lives. I see him differentlynow,”saysQuentin(aGold/Blue).Your style can irritate aRedwith its emphasis on sticking to the plan.The

Red’sstrengthis toexpect,evenwelcome,midcoursecorrections;Redsliketoseehowthingsplayoutintherealworld.YourdetailedschedulesmaynotseemrealisticenoughtoaRed,whowillchallengewithon-the-groundscenarios.TotheGold/BlueExtrovert,theRed’sstyleappearstobebarelycontrolledchaos;infact, itseemstobemostlyplay, littlework.Thisisasetupforchronicconflictwithanachievement-orientedGold/BlueExtrovert.Butifacrisislooms,sendinaRed,who’llbeenergizedbyit.


EvaluateaRed’sresponsetowordsandphrasessuchasmove,stimulate,expedite,“let’sgetsomerealworkdone.”Don’targuesemantics.

Forgetabout talkingstrategically.Usingconcrete, factualwords,discussspecificallywhatneedstobedonenowtoaccomplishdesiredends. Solicit their opinions during strategy sessions. Reds can createcontingencyplansonthespotwhenneeded.Donotmicromanage;letthemhandledelays,ambiguities,andunforeseenchanges.

Findcommongroundinyourmutualfocusontheissues. Invite input fromRedsduringbusinessplanning.They’llminimizeyourintellectualcomplexitiesandaddnecessaryconcretesteps.

Blues.“Whatdoyoumean,youdon’tlikeANYofmyideas?!”Robert(aBlue)exclaimed.“Couldn’tyouatleasthaveconsideredwhathasworkedelsewhere,instead of wasting time starting from scratch?” replied exasperated Kent (aGold/Blue).To a Gold/Blue Extrovert, Blues appear to put all their formidable mental

energyintocreatingstrategiesthatmayignorewhathasworkedinthepast.Yourstylecan irritateaBluebydismissing thepossiblebenefitsofchange;besides,howcanyourespectsomeonewhoseofficehassomanypaperpiles?Allisnotlost,however,becauseyoucanbondoveryourmutualloveofusingsystemstoaccomplishgoals.



Tellthemyou’llsupportthemiftheyallowyoutodotheimplementationplanning.Bluesneedyoutofindworkablesolutions. Adjust your vocabulary and use theoretical jargon, statistical data, andtechnical terms. To prove a proposal’s worth, point out several longtermbenefits.Useingenuity,logic,andwittomakethecase.

Extrovertvs.IntrovertIf thepreviouslydescribedstrategiesarestillmissing themark,yourcoworkermaybeanIntrovert.Ifso:

Accept that it will be difficult for you to understand why they shuninteractionandpreferworkingalone.Respect,don’tchallenge,theirneedtorechargetheirbatterieswithprivacy—it’snotpersonal.Tonedownyourenthusiasm;listenmore. Invite them to speak, but don’t force them until they’ve thought thingsthrough.


Recognize any of your coworkers in the preceding descriptions? Findmorenegotiating strategies in each Color Q personality’s “overall” chapter and inChapter25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Gold/BlueExtrovertsareassertive,loyal,opinionated,anddecisive.You are a take-charge typewho gets things done.Respectful of tradition, yousupportestablishedpracticesandchannelsofauthority.Outgoinganddirect,youarebasicallyeasytoknow—“whatyouseeiswhatyouget.”While some people may find you too blunt, you express your concern by

lookingaftertheneedsofthoseunderyourcare.

22

gold/backupblueintroverts

YOU’RENOTONLYaGold;youalsohavestrongsecondarycharacteristicsof theBluepersonality.AndyouhavetestedasaColorQIntrovert,whichmeansyourechargeyourbatteriesbybeingalone.Gold/BlueIntrovertsmaythinkachapterabout “feelings” is a waste of time. However, this chapter is actually aboutpreferences.TheColorQ system is basedon the researchof theMyersBriggscommunity, which has conducted studies worldwide for more than seventyyears.Hereare thefourmainadvantagesof reading thismaterial:1)Gainmastery

overcoworker interactions.2)Developstrongercorecompetencies fordealingwithirritationsandenergydrains.3)Identifytherootsofongoingconflicts.4)Understandtheexactstepstoachievingbuy-inforyourproceduresandplans.

TopMotivatorsResearchhasproventhattheGold/BlueIntrovert’sstrongestmotivatorsare:

SettinggoalsandmakingplansEstablishingandmaintainingorder,structure,andcontrolUndertakingresponsibility

BeingappropriateBelongingAchievingbottom-lineresults

A finalmotivator is that, as an Introvert, youneed aworkplacewhere yourintenseconcentrationwillbeuninterrupted.Alwaysnegotiateforprivatespace.Gold/Blue Introverts account for 9 percent of the world’s population, but

withoutyourorderliness,societywouldbelesscivilized.

CorporateCulture—FindingtheOptimalFitIt is theresponsibilityofeverypersonality tofindorcreate theiroptimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeunneededelsewhere.Thecorporate culture itselfmaynotbedysfunctional; it’s just thatGoldshatewhatRedslove.Conflict,sappedstrength,resentment,andfeelingsofdefeataresymptomsofpoorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

TheGold/BlueIntrovert’smostpreferredworkenvironmentemphasizes:

Tangibleprojects/productsandmeasurableresultsClearchainofcommandandadvancementopportunitiesWorkingononetaskatatimewithoutinterruptions

Neat,orderlysurroundings,withappropriatedecoranddresscodeDiligentcoworkerswhofollowrulesandproceduresAstable,well-respectedinstitutionthatofferslongtermsecurity

If these points seem obvious, itmeans you’ve tested correctly. (ComparewithaRed/GreenExtrovert’sidealenvironment.)

TheGold/BlueIntrovert’sleastpreferredenvironmentischaracterizedby:

Uncleargoals

Open-endedness,loosecontrols,andnoiseLittleprivacywithmanyinterruptionsCoworkerswhoareinefficientandcasualaboutdeadlines

Peoplewhoholdgrudgesorwastetimediscussingpersonalissues

Rewardsforintuitionoverfacts

LeveragingExecutivePresenceandBuildingPersonalBrandOne of the critical tasks of a Gold/Blue Introvert manager is to build one’spersonal executive reputation or “brand.” Objectively speaking, thiscommunicatesyourachievements,skills,andhonors;inshort,yourhierarchicalstatus. Your brand enables you to implement organizational structure andpromoteyourself externallywhennecessary.Here is an executive summaryoftheGold/BlueIntrovertleadershipbrand:

Youareamongthebestatsettinggoals,makingplans,andgettingthejobdone.Giftedatimplementingwell-definedpolicies, youhonor“the system,” trust contracts,andorganizeworkaroundprocedures.

Youarenaturallydecisiveandadroitat timeplanning.With thesestrengths,you rise topowerquickly.Rewardingsubordinateswhoplayby the rules, youearnrespectandareputationforfairness.Youprovidesecurityandstabilityforyourstaff;bymidcareer,youoftenarerecognizedasapillarofyourcommunity.

CASESTUDY1:TheSuccessfulGold/BlueIntrovert

StevenBrill,TheLightingDesignGroupYou have seen Steven Brill’s work. You probably were unaware of it,becausehe’ssogoodatit.BrillisthepresidentandfounderofTheLightingDesignGroupinNewYork,thelargesttelevisionlightingdesignfirmontheEastCoast.Gold/BlueIntrovertBrillisthereasonactorsandsetslookgood.Hehas

more than twenty years of broadcast lighting design experience andmultipleEmmyawards.He has done lighting designwork onTheCosbyShow, CBS’s The Late Show with David Letterman, CNN’s AndersonCooper360,anddozensofOlympicsandpresidentialdebates.Keeping things on track and orderly during projects such as timed

television shows are natural strengths of theGold/Blue Introvert. Brill isstimulated by the chance to work independently, with efficiency andaccuracy. “I am extremely determined; Imanage towork through failureandturnitintoasuccess,”hesays.His Gold/Blue managerial preferences are evident and help him excel

underpressure.Hesays:“It’sdifficultgettingtheteamtoworkproductivelyunder stressful conditions. I try to handle conflict by breaking down thestressful issues into component parts; I find that people aremore able tohandle the stress when they can look at the situation from that point ofview.”

ParticipatingInandManagingProductiveTeamsGold/BlueIntrovertsworkbestindependently.Youconsistentlydeliverontimewithin budget. “I analyzewhat the client needs are, andmodify our responseappropriately,” says Steven Brill. You’re a reality check for others’ abstractideas, analyzing procedures and costs. Focusing on one thing at a time, youimplementplansevenunderpressure.“Iamgoodatorganizinganeffectiveteamthatisappropriatetoourclients’needs,”saysBrill.You contribute efficiency, accuracy, predictability, thoroughness, and

responsibility.While recognizing the core of problems and how to get thingsdone,youneedtoguardagainstproceduralrigidity.

CommunicationsStyleAdjustingone’svocabularytoalignwiththestyleofanotherColorQpersonalitycan elicit powerful positive responses. Empathetic vs. objective analysis,theoretical vs. practical, structured vs. adaptable—these clashes fuel mostworkplaceconflicts.Ithasbeenproventhatbeingableto“styleshift”providessubstantialbenefitsduringnegotiations,managing,andinterviewing.Gold/BlueIntrovertsareoutwardlycomposedandbusinesslike;theyarequiet

observerswithaninward,wrysenseofhumor.Youpreferwrittenmaterialsandwant to think before replying. You respond to words like “facts,” “tradition,”“respected,”and“proven.”Blues(withwhomyousharesomepersonalitytraits)prefertheoreticaljargon,statisticaldata,andtechnicalterms.Redslikeconcretewordsandactionverbslike“move,”“stimulate,”and“expedite.”Greens(withwhom you are least comfortable) prefer abstract concepts and metaphors,emphasizing words like “values,” “relationship,” “feel,” and “friendly.” (The“PoliticalSavvy”section listsstep-by-stepsuggestionsforstyleshifting.)Yourcommunication style is clear and direct, asking for specifics and talkingsequentially.Youhandleconflictlogically,objectively,andimpersonally.Whenthe discussion’s over, it’s over. Logic rules.You are uncomfortable discussingpersonalmattersatwork.

BlindSpotsCertain blind spots are prevalent in Gold/Blue Introverts (only some ofthemwillapplytoyou):

PrioritizingpresentefficiencyanddismissingnewideasprematurelyIgnoringmarketplaceshiftsandavoidingplanmodifications

RelyingtooheavilyonpastexperienceOveranalyzingcausesofconflictandpushingtoohardforclosurePointingoutflawsanddisregardingtheneedforrapportbuilding

StressorsThatProduceFatigueandStrifeTheworkplaceconditionsthatstressandfatigueGold/BlueIntrovertsinclude:

Seeingwell-laidplansfailtocorrectaproblem

DoubtingyourabilitytohandleasituationHavingtoendureinterruptionsandlast-minutechanges,orbeingaskedto“wingit”

Seeingthings“fallthroughthecracks”Workingwiththoughtless,overlycasualcoworkersBeingtakenforgranted

Underextreme stressyoumayexhibit theemotionaloutburstsyoudislike inothers.Ifyoufearlosingcontrol,you’llwithdraw,freeze,orbarrageotherswithfacts. Longterm stress can cause physical pain. “I had fifteen years of backtroubles,” says Gold/Blue Introvert Elizabeth D. “When I got divorced, theydisappeared.”

Self-CoachYourWaytoMoreProductiveWorkRelationshipsTheprimaryfocusoftheGold/BlueIntrovertwhowantstoself-coachforcareeradvancement should be on improving how you handle change, emotions, andabstractthinking.

ProblemSolvingandDecisionMakingTheGold/BlueIntroverthasthesestrengths:

IdentifiesandanalyzeskeyfactsDevelopsexistingideasConcentratesonimprovingefficiency

Plansahead,setsgoals,andcontrolsthescheduleImplementswhathasworkedelsewhereMeasurescostsbeforeproceeding

StrategiestoImproveEffectivenessWhenChallengedInterpersonal challenges detract from productivity. Here are step-by-stepself-coachingstrategiesforyourbiggestchallenges:

Challenges to the status quo. You believe that power resides instructure andhierarchy.Somedoes,but there also areotherkindsofpower. Feelings and innovative ideas contain power, too.Learn howtheymight be utilized to improve current procedures.Keep an openmind; offer planning assistance to maintain control. Remember,today’stried-and-truemethodsstartedasinnovativeideas.Havingtoworkinlargeteamsoropenoffices.Asktoworkprimarilyon smaller subcommittees. Bring physical order to your space.Negotiateprivateworkspaceforgreaterproductivity.

Foreseeing/respondingtomarketplaceshifts.Departingfromtheplanisuncomfortable,but sometimesnecessary.CultivateaBlueyoucanturn to for strategic help and a Green for people/marketplaceintelligence.Bepreparedto“styleshift.”Defeating buy-in to your plans by ignoring emotional components.Youoftendon’tunderstandwhyothersirrationallyresistyourlogicalprocedures. Find a Green mentor to help you master “emotionalintelligence.”Use “if . . . then” equations. Focus on appreciation towinpeopleoverandtosoftenyourbluntness. Being asked to lead through a crisis. This situation raises innerdoubts, preventing you from moving forward with full capability.

Delegate to a Red, who will find the crisis energizing. If you can’tdelegate,followaRedcolleague’sadviceeven(orespecially)ifitgoesagainstyourgrain.Working alongside lazy, gossipy coworkers. This is a “style shift”challenge.Redsmightseemlazy,but they’re likefirefighterswaitingfor the next call. Greens foster relationships, through which theyidentify needs that translate to sales. The best solution to thesedifferences?Acknowledge and laugh appreciatively about them, andusethemasnecessary.

Whendealingwithchallenges,prioritizeyourneedforprivacy.Imagineallworst-casescenariosandplanstep-by-stepresponses,butfocusononetaskat a time.Communicate toyourboss that, tobemost effective,youneedstructureandasenseofbelonging.Duringleisurehoursmixbusinesswithpleasure. Volunteer, watch or coach sports, design a garden, or plan aholiday.


BrentSamuelslovedthelaw.Asaboy,healwaysplayedpoliceman,tellingpeoplewhat to do andwhatwas right.Gold/Blues believe people shouldbehaveproperlyandbeheldaccountableiftheydon’t.Afterhighschoolhewasaccepted into thepoliceacademy.He learned

how to make arrests, use firearms, and render attackers powerless. Adiligent student, he especially enjoyed the simulation exercises andgraduatedtopofhisclass.Thenhebeattheodds.Whilegettingcoffee,heinterruptedaconvenience

store holdup. In the split second it took Brent to remember appropriatefirearmsuse,theperpetratorshothimandshatteredhisrightfemur.Months of medical care followed. His supervisor expressed concerns

aboutBrent’sfitnesstocontinuewithpolicework—notonlyphysically,butalso because of Brent’s hesitation in a crisis. Brent became deeplydepressed;hissenseofbelongingwithhispolicefamilywasasshatteredashisleg.X-raysrevealedslow,steadyhealing,buthiscareercrisislefthimfrozen.Inthislowplace,BrentobservedtheradiologistperforminghisX-rays.

Gold/Blues find set procedures and attention to detail soothing and

engaging. After a few weeks Brent was on a first-name basis with Curt;after two months, the pair had mapped out a plan for Brent to enterradiologytraining.Thepolicedepartmentpickedupthecostsofretraining.Today,Brentenjoysdoingthingsright—athisownpace.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheGreen’smarketing and people skills, the Blue’s strategic talents, and the Red’s crisis-handling strengths toyour advantage.Engage irritating coworkers aspowerfulplanningandimplementationallies.

Greens.“You’re really going to make Karen and all her clients angry if youimpose penalties on all accounts unpaid after thirty days,” warned Lisa (aGreen). “I don’t thinkweneed to factor in feelings. This is just a bottom-lineissue,”repliedJared(aGold/Blue).ButLisareplied,“Yeah?Whathappens tothebottomlineifKarenjumpsshipandtakesallthoseclientswithher?”Greens are the most people-oriented of the primary Color Q personalities.

Theirunderstandingofemotionsmayappearsoftandsecondary,butit’salsoavital balance to your logical, structured orientation. Your style can irritateGreens;youareobviousinyourdisapprovaloftheircolorfuldressstyle,andyoutestthemonfactsanddetails.Abstract-thinkingGreensareoftenintimidatedbyyour sequential logic; they immediately sense your low opinion of them.Youprefertodothingsforotherstoshowaffection;Greensleadwiththeiremotionsall the time.Youdismiss values that challenge rules andprocedures as highlyunprofessional. To Greens, your style seems blunt and critical. They won’tconfrontyou,butthey’llbecomedistantandunsupportive.Explaintothemthatyoufinditdifficulttodiscussemotionsatworkbecausethoseemotionsmightbeoverwhelming,andaGreenwillinstantlysupportyou.


FindcommongroundwithGreens,especiallyinmidcareer,asyoubecomemoreopentoconsideringpeople’semotions.

AskGreens how to develop emotional patience.Their feedbackwill begentleandtactful.Whentheyusemetaphors,askthemto“styleshift”andspeakmoreconcretelytoyou.Showpatience,respect,andappreciation(evenifitirritatesyou)fortheir

substantialpeopleandmarketingskills.Thiseffortwillincreasebuy-inforyourplansandprocedures.Toensuretheirsupport,factorintheirvalues.

Explain thatyour loveofdetails,questioning,andcritiquing is justyourprocess and should not be taken personally. They’ll have a hard timeunderstandingthispartofyourpersonality,soreiterateoften.

Blues.“Whyareyourejectingthisproductimprovement?It’sgotaguaranteed22percentprofitmargin,possiblyashighas50percent,”askedDoug(aBlue)heatedly. Max (a Gold/Blue) replies: “We’ve never risked implementing anyimprovementthatdidn’tbringinatleasta30percentreturn.”To a Gold/Blue Introvert, Blues appear to put all their formidable mental

energy into creating strategies that may ignore the details of implementation.Although you share some traits, your style can irritate aBlue by emphasizingdetails,procedures,andcostanalysesrather thanoverallstrategy.IntheBlue’smind, your desire to stick with the tried-and-true must be challenged withcriticismandquestions.Youwon’ttakethechallengepersonally.Remember,it’sactuallyacompliment,sobondovertheshowofinterest.



Relate your procedures to their strategies. For instance: “In order tointroducethisnewproductbyAugust,you’llhavetolineupX,Y,andZ,”or “I’ll research the legal andpatent ramifications, so theydon’t trip youup.” Adjust your vocabulary to use theoretical jargon, statistical data, andtechnical terms.Toproveaproposal’sworth,pointout longtermbenefits.Useingenuity,logic,andwittomakethecase.AcceptthattheBlue/Red’sworkspacemayhavemanypilesonit.Ignoretheneat-and-tidystuff;chooseotherbattles.

Bond with Blues over your mutual desire to innovate. You improveexisting products/services; Blue starts from scratch. You innovate whenneeded;Blueinnovatesconstantly.

Reds.“Weneedtosuspendworkonstore322.Thetornadodamagedthestreetandhalfthetown’spopulationhasbeenrelocated,”reportsBlythe(aRed).ButTory (aGold/Blue) replies:“Moveaheadas scheduled.Our builders say theycangetlocalworkersin.I’mnotgoingtobethefirstprojectmanagertomissacompletiondeadline.”Your style can irritate Red by limiting their autonomy and enforcing

establishedprocedures.TheRed’s strength is to handlemidcourse corrections,last-minute changes, and those stressful crises that derail “the plan.”You alsoneedRedstocreateteamrapport.Youpointoutlogicalflaws;Reds(whooperateinthehere-and-now)ask,“Doesthe‘flaw’matteratthismoment?”


Usewordsandphraseslikemove,expedite,stimulate,“let’sgetsomerealworkdone”withaRed,andevaluatetheresponse.

Rein in the tendency to criticize “lazy” Reds. They are coiled springswaitingtojumponthenextcrisis.Downtime(whichtheyfillwithgadgetplayandcamaraderie)keepsthemontopoftheirgame.Findcommonground inyourkeenobservationofdetails,workingwithtangibleitemsandtrustingyourownexperience. Invite Red input into a business plan.Whenmidcourse corrections areneeded,Redswillbeuptospeed.


Respect, don’t challenge, their need to recharge their batteries byinteractingwithothers—theyneedthisthewayyouneedprivatetime.Butexpect that it will be difficult for you to understand why they must beconstantlyaroundpeopleandwhytheyprefernoisyenvironments.Askasmanyquestionsasyouwant,butbeneutral,notchallenging.Interjectverballyoften;keepthemonpoint.

Volunteer to handle tasks for them that require working alone. Benefitfromtheirgratitude—andthesolitude.

Recognize any of your coworkers in the preceding descriptions? FurtheradvanceyourunderstandingoftheotherColorQpersonalitiesbyreadingtheiroverall chapters and then Chapter 25, “Adjusting to theWorkplace Styles ofOthers.”

In summary,Gold/Blue Introvertsare responsible,patient, loyal, andsteadfast.Oftenyouserveasanchorsinyourworkorpersonalcommunities.Yourstrengthiscreatingandenforcingpolicies,procedures,schedules,anddeliverables.Younaturallyadapttotherolesassignedtoyou—beitleaderorfollower—ensuringthatyourorganizationremainsefficientandontrack.Decisiveandduty-bound,yougetthingsdoneandarefairwithothers.Youneedtobeneededandreadilytakeonparentalrolesinyourprofessionalandpersonalrelationships.

23

gold/backupgreenextroverts

YOU’RENOTONLYaGold;youalsohavestrongsecondarycharacteristicsof theGreen personality.And you have tested as aColorQExtrovert,whichmeansyou rechargeyourbatteries bybeingwithpeople.As aGold/GreenExtrovert,you are one of the friendliest,most outgoing, and engaging types. Traditions,harmony, and cooperation are prominent for you. Whether as leader or teammember,youcarefullyutilizebothhumanandtangibleresources.Workingaloneforlongperiodsisdrainingandunproductive,however.Asan

Extrovert, you need to work with people. Negotiate working in openenvironments.Gold/GreenExtrovertsform14percentoftheworld’spopulation;of all the personality types, onlyGold/Green Introverts also form this large apercentage.Yourmostnotablecontributiontotheworldisacriticalcombinationofresource-handlingandpeopleskills.

TopMotivatorsNegotiate,duringhiringorreview,fortheseGold/GreenExtrovertmotivators:

Avalues-basedmissionOpportunitiestohelpothersaccomplishgoalsAnenvironmentthat’srespectfuloftraditions

PredictabilityHarmoniousinteractionRecognitionofyourcontributions

CorporateCulture—FindingtheOptimalFitIt’stheresponsibilityofeverypersonalitytofindorcreatetheirpreferredworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeunneededelsewhere.Thecorporate culture itselfmaynotbedysfunctional;forinstance,GoldshatewhatRedslove.Conflict,sappedstrength,resentment,andfeelingsofdefeataresymptomsofpoorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

The Gold/Green Extrovert’s most preferred work environmentemphasizes:

Stability,organization,predictability,rules,andprocedures

AchievableexpectationsControloverdeliveryofatangibleproductorservice Frequent interaction with customers and cooperative coworkers;friendlyadministrativeinterface

InclusionindecisionmakingRewardsforefficiency,loyalty,andamicability

If these points seem obvious, itmeans you’ve tested correctly. (ComparewithaRed/BlueIntrovert’sidealenvironment.)

TheGold/GreenExtrovert’s leastpreferredenvironment ischaracterizedby:

EmphasisonabstracttheoriesCompetitionand/orunreliable,unpreparedcoworkers

UnresolvedconflictsConstantchange,uncertainty,andchaosInstructionstoignoreyourvalues

Futurefocus

LeveragingExecutivePresenceandBuildingPersonalBrandOne of the critical tasks of aGold/Green Extrovertmanager is to build one’sexecutive reputation or “brand.” A brand communicates your strengths in amemorableway toothers.Yourbrandgivesyou thepower toestablishvalues,procedures, and harmony internally and market yourself externally whennecessary.

The Gold/Green Extrovert’s leadership brand should be built on your strength foranticipatingneeds,handlingdetails,andorganizingresourcesandprocedures.Buildingonwhatalreadyexistsandconservingresourcesareyourstrengths.

Schedules,calendars,andlistsareyourpreferred tools.Staffwoulddescribeyou as loyal, attuned, and responsive; you excel at motivating others tocooperateandachievegoals.Subordinatesfeelimportantbecauseyoukeepthemin the decision-making loop. You also are highly observant; employees knowthey’llbeheldaccountable.Butyoushowlittletoleranceforthosewhomisuseresourcesorquestionyourauthority.

CASESTUDY:ASuccessfulGold/GreenExtrovert

MarthaSloane,CertifiedNursingAssistantAtypicalGold/GreenExtroverthasnaturaltalentsforworkingwithpeople,planning/development, and budgeting. These are the exact skills MarthaSloane listed as her top three. Currently, Martha is a retired executiverecruiterwhohastrainedtobeacertifiednursingassistant.Inboththesepositions,Martha’scoretalentscometothefore.“Mystrengthsaretheabilitytolistenandtalkwithpeopleofallages,”

Marthasays.“Itwasduringmyfather’sillnessthatIbecameinterestedincaring for the elderly. But I am most proud of the recruiting business Ideveloped and ran. It was fulfilling whenever I was able to place acandidate at a firm where they were successful. I also enjoyed coachingcandidatesonhowtointerviewandrewritetheirresumes.”Martha’smajorstressorsaredeadlinesandshorttimeframes,whichmay

forcehertoproduceworknotinaccordancewithherownhighstandards.“Ihandlethosetimesbytakingshortbreaksand[doing]deepbreathing,”shesays.Sometimesshewill“putthedeadlineorshorttimeframeonholdandworkonsomethingelse”toregainhersenseofcontrol.“Myfirmwassuccessfulandwellknownuntilthe2008financialcrisis,”

Martha recounts. Facing the future, this typical Gold/Green Extrovert

wants to continue helping others. “It is hard to strategize for the futureconsideringthemanychangesthathaveoccurredoverthepasttenyears,”saysMartha.“Itrytoplan,makebudgets,andfollowthroughonmyplansandbudgeting.Fornow,Ienjoyworkingwiththeelderly,helpingthemtofeelwellcaredfor,andthattheirlifeisstillimportant.”

ParticipatingInandManagingProductiveTeamsTeamcollaborationisinspiringforyou,iftheteamisharmonious.Youresolveconflict by promoting win-win solutions. During chaotic startups, you createorderwithstructure,schedules,systems,agendas,budgets,andrecords;thenyouapplyconscientiousfollow-through.Teammatesfindthemselvesrisingtoyourstandards,beingmoreaccurateand

ontimethanusual.MobilizingothersisparticularlysatisfyingtoaGold/GreenExtrovert.

CommunicationsStyleAdjusting vocabulary to align with another Color Q personality’s style elicitspowerful positive responses. Empathetic vs. objective analysis, theoretical vs.practical,structuredvs.adaptable—theseclashesfuelmostworkplaceconflicts.Learn how to “style shift” to create harmony and cooperation duringnegotiations,managing,andinterviewing.Gold/Green Extroverts are warm and attentive, preferring face-to-face

interactionoverwritingortexting.Youaskquestions,knowyourfacts,thinkonyour feet, and reply quickly. Your preferred vocabulary includes words like“facts,” “tradition,” “respected,” and “proven.”Greens (withwhom you sharesomepersonalitytraits)prefermetaphorsandanalogies,emphasizingwordslike“values,” “relationship,” “feel,” and “friendly.” By contrast, Blues prefertheoretical jargon, statistical data, and technical terms. Reds use active wordssuchas“move,”“stimulate,”and“expedite.”Gold/GreenExtroverts seek similaritieswith others, often sharing stories of

otherswho’ve faced similar challenges. Be alert to your listener’s capacity toabsorb,especiallythenonlinearthinkers.

BlindSpotsCertainblindspotsareprevalent inGold/GreenExtroverts; someof themwillapplytoyou:

Prefer establishedways and the resulting efficiencies to innovationandfuturethinking

DislikeengaginginconfrontationorcorrectivefeedbackAvoidgivingbadnewsSeecriticismasapersonal,notprofessional,challenge

AllowpeopleproblemstodelaytaskcompletionIgnoreownneeds;mayhaveunclearlimitsondemands


Here are specific workplace conditions that stress and fatigue Gold/GreenExtroverts:

UncooperativeteamsChallengestoyourvalues

When others are hurt, despite best efforts to showpersonal concern forothersOverwhelmingresponsibilitiesandchaos

Ifyouareunderextreme stress,you’ve likelysuppressednegativeemotions.Youmay focus on others, overburdening yourself.You can become critical orbossy.Worryingabouttheworstcreatesgloomandself-doubt.Overanalysisandrelyingtoomuchonexpertsaretoolsthatbecomecrutches.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsThe primary focus of the Gold/Green Extrovert who wants to self-coach forcareer advancement should be on how to handle other people’s innovations,abstractornonlinearthinking,andmidcoursecorrections.

ProblemSolvingandDecisionMakingTheGold/GreenExtroverthasthesestrengths:

Definingtheproblem,thenapplyingbestpractices

Asking,“Whatdoesthepastteach?Whatarethecosts?Whatmatterstorelevantparties?Whohastosignoff?”Listeningtoeachparty’sconcernsMakingpresenttaskdecisionsquicklyandlonger-termdecisionsslowly


Having to work alone. Delegate these tasks to Introverts, who’llthank you for the alone time! Negotiate working with others forincreasedproductivity.Dealingwiththosewhoquestionauthority.Listencarefully,becausepeople who feel they are heard becomemore cooperative.What dotheysuggesttoaccomplishthegoalmoreeffectively?

Enduring rather than confronting difficult people. Harmony andcooperationprovidevaluableproductivity,butoverextendingyourselfcreates resentment that saps your energy. Study how your Bluecolleagues confront others impersonally; role-play the iron-fist-in-velvet-gloveapproachbeforeconfrontingadifficultcolleague. Handling necessary innovation. You are a “best practices”professional, overanalyzing “new” practices that provokeuncomfortable uncertainty. Try allowing conservative innovation toproceedwhile providing input on costs, implementation, and humanresources.Takingcriticismpersonally.Criticismfeels likedisharmony toyou;emotions overwhelm content. When a coworker offers criticism,acknowledge your discomfort, thank your coworker, then reiterateyourconcerns.Forexample:“Thanks,Clara.JustsoI’mclear,you’resayingI’minterruptingyourtrainofthoughtbyprematurelyfocusingoncosts?”Makesuretheotherpersonagreeswithyou;thenpropose

win-winsolutions.

Dealing with abstract or nonlinear thinkers. Blues use abstract“if...then”strategicthinking.Offeryourimplementationcapabilitiesafter they’ve conceived a plan. Nonlinear Greens stay on track byfocusingonpeople’sresponses.Allofyouwillhavetodosome“styleshifting.”

When dealing with challenges, you will usually attempt to reestablishharmony and belonging. Accept your need for belonging and structureratherthantryingtogetattentionbyfallingintodepressionorreactingwithoverprotectiveness.Makeneededlifeadjustments.Releasestrongemotionsbyexercisingwithfriends.


PeterMcIvor felt lucky to get the purchasing agent position at a factoryonly two miles from his house, saving him commute time and gas.Gold/Green Extroverted Peter knew he could quickly build relationshipswiththevendorsandmakefastdecisions.Heenjoyedmeetingvendorsat thecompany’sholidaypartyandgotoff

to a good start by negotiating for lower piece prices on several criticalcomponents. But, after three months, Extroverted Peter started feelingstressedsittingaloneinhissmalloffice.Hecompensatedbycallingvendors.Thefrequencyofhiscalls irritated

someofhisvendorsandmadeothershesitanttoreturnhismessages.Then one of his key vendors unexpectedly went bankrupt, leaving the

factory short of $150,000worth of key components.Peter offered to visitaffected clientswith the salesmanager.Peter explained the details of theproblem;together,theyworkedonsolutionswitheachclient.“You’reterrificwithcustomers,Peter,”themanagerremarked.“I’dlike

youtoconsiderjoiningourclientretentionteam.”Petermade themove.He nowworks in an open office and spends his

daysonthephoneoratclientmeetings.Hisenergyhasskyrocketed,andhisGold/Greendiplomaticskillshaveearnedhimseveralraises.

PoliticalSavvy—MakingYourWordsCount

AvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheGreen’smarketingandpeopleskills,theBlue’sinnovativeandstrategicthinking,andtheRed’s crisis-management capabilities to your advantage. Learn to utilizeirritatingcoworkersaspowerfulpoliticalallies.

Greens.“Weneed toget thatbudgetoff toHoward today.Oh,didyou talk toMarta about her insurance questions? I’ve got some, too . . . so we shouldconferencecall...andifwegetJakeonthelinewithuswecansolvehishiringproblem,”saidSarah(aGreen)inonebreath.Colter(aGold/Green)struggledto keep up with all the steps these four sudden, nonlinear demands required.“Slowdown,Sarah!Onethingatatime!”hefinallyinterjected.Greensarethemostpeople-orientedofthefourprimaryColorQpersonalities.

They are also the most nonlinear thinkers; as you converse with them, youstruggle to sort out details and step-by-step procedures. Instead of followingprocedures, theywant to “get creative.”Youwant to focus on getting the jobdone efficiently today; they want to sense how the market will respondtomorrow.Don’t“guide”themwithabarrageofdetails,however;yourpotentialGreenallywillbecomecoldanddistant.Butexplainthatyoufinditdifficulttodealwithintenseemotionsorbeingtakenforgranted,andaGreenwillinstantlysupportyou.


Usewordslikefeel,friendly,andrelationshipwithaGreenandevaluatetheresponse.

Ask them how your plans will be perceived; emphasize that you don’twanttoinadvertentlyhurtanyone. Show respect and appreciation for their ability to identify marketplaceshifts. To ensure their political buy-in, factor in their valueswhen developingschedulesandplans.

Donotinterruptthem(evenwhentheytalknonsequentially).Takenotes.You’llfindtheyaddressallthenecessarypoints,justnotinsequentialorder.

Reds.“Thecitizens’committeehashaltedourexpansionplans; theysaywe’rethreatening that indigenous species. Let’s explore expanding in the oppositedirection,” saysMargaret (aRed). In reply,Hanson (aGold/Green) observes,

“We’llgetbehind.It’stwiceasexpensivetodothat.Let’slookataccommodatingtheneedsofthespeciesinquestionfirst.”Your style can irritate a Red with its emphasis on sticking to rules and

procedures. The Red’s strength is to expect, even welcome, midcoursecorrections. Your detailed schedulesmay not seem realistic enough to a Red,whowillchallengewithon-the-groundscenarios.TotheGold/GreenExtrovert,theRed’sstyleappearstobeeitherlazyorsprintingofftoacrisis.ThisisasetupforchronicconflictwiththeGold/GreenExtrovert,whothrivesonstabilityandpredictability.Butifacrisislooms,calluponaRed,who’llbeenergizedbyit.


Usewordsandphraseslikemove,expedite,stimulate,and“let’sgetsomerealworkdone”withaRedandevaluatetheresponse.

Bondoveryourmutual focuson thepresent.Using theconcrete, factualwordsyoubothprefer,discuss specificallywhatneeds tobedonenow toaccomplishdesiredends.InviteRedinputintoabusinessplan.Ifacrisisarises,Redswillbewell-informedallies.Donotmicromanage;letthemhandledelays,ambiguities,andunforeseenchanges.

Curbinsistencethatrulesandproceduresbefollowedwithoutexception.

Blues.“Here’sthesolutiontodecliningenrollmentinourcreditcardbusiness:Lower penalties and lengthen the grace period,” says Chang (a Blue). ButBrandon(aGold/Green)replies:“That’snotanoption.Itwouldshaveourprofitmarginsrelativetocompetitors.Seniormanagementwillneverapprove.”To aGold/GreenExtrovert,Blues appear to put all their formidablemental

energyintocreatingstrategiesthatmayignorethedetailsofimplementation.ItbecomesBlueinnovationvs.Gold/Greenbestpractices.YourstylecanirritateaBlue by overanalyzing implementation and emphasizing the human impact.Emotions are irrelevant distractions to a Blue; to you, emotions are a centralconcern.However,youcanbondoveryourmutualloveofdesigningsystemstoaccomplishgoals.


Beverballybriefandconcise.

Use“if...then”sentences,whichareveryeffective.Tryofferingyoursupport,providedtheyallowyoutodoimplementationplanning. Blues need you to structure the details and get others’cooperation. In this case, you may just create tomorrow’s best practicestogether.

Adjust your vocabulary and use theoretical jargon, statistical data, andtechnical terms. To prove a proposal’s worth, point out several longtermbenefits.Useingenuity,logic,andwittomakethecase.

Extrovertvs.IntrovertIf thestrategiesdescribedarestillmissingthemark,yourcoworkermaybeanIntrovert.Ifso:

Accept that it will be difficult for you to understand why they shuninteractionandpreferworkingalone.Respect,don’tchallenge,theirneedtorechargetheirbatterieswithprivacy—it’snotpersonal.Tonedownyourenthusiasmanddesireforchitchat,andlistenmore.

Invite them to speak, but don’t force them until they’ve thought thingsthrough.Donotfilltheirpauses.

Recognize any coworkers in the preceding descriptions? Find morenegotiatingstrategiesfordealingwitheachColorQpersonalitytypebyreadingtheoverallchaptersandthenChapter25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Gold/GreenExtrovertsareoutgoing,practical,andorganized.Youprideyourselfonyourabilitiestocreateharmony,nurtureothers,andrememberimportantdetails.Youhavefirmopinionsandliketobeinenvironmentsthataredecisiveandsettled.Loyaltoestablishedinstitutions,youneedtobeactiveandproductive.Often

volunteeringoncommittees,youarehighlyrepresentedincharitable,social,andcivicorganizations.

Youhavelittletoleranceforthosewhohurtthefeelingsofothers,andyouareapttolettheoffenderknow!Youalsoneedfrequentexpressionsofappreciationforyourefforts.Iftheseacknowledgmentsarenotforthcoming,youcanbecometouchyandirritated.

24

gold/backupgreenintroverts

YOU’RENOTONLYaGold;youalsohavestrongsecondarycharacteristicsof theGreenpersonality.AndyouhavetestedasaColorQIntrovert,whichmeansyourecharge your batteries by being alone rather than being with people. Youperform a constant balancing act in your life—you are deeply motivated toprovide for thewelfare of others but need lots of alone time to recharge yourinnerbatteries.Beinghighlyobservantallowsyou to targetwhat’sneededandprovide it, while still having enough time to yourself. Today’s demands,however,challengethebalance.

TopMotivatorsHerearetheGold/GreenIntrovert’sstrongestmotivators:

Predictabilityandstability

EnsuringthewelfareofthosearoundyouFulfillingpersonalcommitmentsandhonoringtraditionsHarmony

BeingneededandincludedFollowingavisionbasedonyourinnervalues

Afinalmotivator is that,asan Introvert,youneed towork inprivatewhereyoucan thinkand reflect.Gold/Green Introverts account for14percentof theworld’s population; but without your ability to meet others’ needs, everyone

wouldbelessproductive.

CorporateCulture—FindingtheOptimalFitIt is theresponsibilityofeverypersonality tofindorcreate theiroptimalworkenvironment.OptimalculturesdifferamongColorQpersonalitytypes.Strengthsinonecompanymaybeunneededelsewhere.Thecorporate culture itselfmaynotbedysfunctional;forinstance,GoldshatewhatRedslove.Conflict,sappedstrength,resentment,andfeelingsofdefeataresymptomsofpoorculturalfitandcanbeavoidedbyunderstandingyourpreferences.

The Gold/Green Introvert’s most preferred work environmentemphasizes:

Focusononethingatatimewithminimalinterruption

ApplyingmasteredskillstotangibleproductsWidely accepted procedures, standards, clear rules, and achievableexpectationsFriendly,cooperative,organizedatmosphere

Predictablerewardsforaccuracy,follow-through,andendresultsLongtermsecurityatastable,well-respectedinstitution

If these points seem obvious, itmeans you’ve tested correctly. (ComparewithaRed/BlueExtrovert’sidealenvironment.)

TheGold/GreenIntrovert’sleastpreferredenvironmentisdefinedby:

Constantchange,ambiguity,tensionLittleprivacy,manyinterruptions

FrequentcommunicationinmetaphorsHighlycompetitivecoworkersRewardsystemthatfavorsintuitionoverfactualaccuracy

Rewardsfarinthefuture

LeveragingExecutivePresenceandBuildingPersonalBrandOne of the critical tasks of a Gold/Green Introvert manager is to build one’spersonal executive reputation or “brand” that immediately conveys yourachievements, skills, honors, and reliability. Your brand enables you to createstability and structure internally and introduce yourself externally whennecessary.HereisanexecutivesummaryoftheGold/GreenIntrovertleadershipbrand:

Youarepractical,detail-oriented,andgiftedatanticipatingwhatemployeesandcustomersneed.Yourfollow-throughandlogisticalcapabilitiesareexceptional.

Harmonyandstabilityaretoppriorities.Naturallydecisive,youassigntasksto those well suited to perform them; at crunch time, you pitch in with yourhighly developed work ethic. Everyone on your team is well informed.Leadership is seenas away to serveothers inconspicuously.Youpreferbeingsecond-in-command—outofthespotlightandfocusedonyourobligations.

CASESTUDY1:SuccessfulGold/GreenIntroverts

Dr.SilvesterLango,OrthopedicSurgeonBorn in Slovenia, Dr. Lango survived the Nazis, fascists, and communists; then he studiedmedicine in Switzerland and theUnited States. Today he is an orthopedic surgeon treatingdegenerativeconditionsofthebonesandjointsinNewYorkCity.Despitehisearlyhardships,hisGold/Greenabilitytobuildapracticeteamtriumphed.“Myofficeisnotrunasabusiness,butasanextendedfamily,”Dr.Langosays.“Icherishmyrelationshipwiththestaff.”Heisproudofhisaccomplishments.“Iwasable,withoutmuchhelpand[encountering]

many hurdles, to achieve a reasonable emotional and professional well-being,” he saysmodestly.His greatest challenges are insurance paperwork and demanding people. But hisGreen

sideprevails:“Imostenjoyworkinmyownpractice,interactingwithpatients,helpingthemreducestressandpain,”hesays.

GeorgeYarocki,AuthorandIndianMotorcycleRestorerDespitefoundingthreesuccessfulmanufacturingbusinessesinhislongcareer,GeorgeYarockiinsists, “I neverwanted to be a boss.”LikemostGold/Green Introverts,George prefers toleadinconspicuously.Atage21,Georgeopenedhisfirstbusiness—ametalworkingshop.Hewaschallengedby

two employees who openly defied him. “As ‘prima donnas’ do, they had made themselvesindispensable,” George recalls. “But firing them would have been a definite loss to thebusiness.”George tolerated theirbehavior for thesakeofprofitsuntilhesold thebusiness,“partlytoridmyselfofthesetwoforgood.”Hethenfoundedabusinessmakingbackhoeandloaderattachments.Hecarefullyselected

hisnewstaffwithadvicefromamanagementprofessorwhosaid:“Youmustsurroundyourselfwithpeopleyoulookforwardtobeinginthecompanyof,eachandeveryday.”“Ididexactly[that],”saysGeorge,“andenjoyedtwenty-nineyearsofpeaceandcomfort

asmybusinessprospered.”

Pursuing a lifelong passion, today George runs an antique motorcycle restorationbusiness. He has also written five publications on antique Ace and Indian motorcycles.ShowingtheGold/Greenpreferencefortradition,stability,andfamily,heislocatedlessthanamilefromhischildhoodhome.

ParticipatingInandManagingProductiveTeamsGold/Green Introverts are true team players. Practical, conscientious, detail-oriented . . . the team counts on you. You pride yourself on efficiency andreliability—never missing a deadline. Achievement means following rules,upholding procedures, anticipating needs, attending to details. You’ll assertyourselfonlytoenforceharmonyandstability.As team leader you are organized, caring, patient, and conscientious,

supporting the team both with positive feedback and necessary resources.Although a cautious innovator, you encourage other people to express theirviewsandideas.

CommunicationsStyleAdjustingone’svocabularytoalignwiththestyleofanotherColorQpersonalitycan elicit powerful positive responses. Empathetic vs. objective analysis,theoretical vs. practical, structured vs. adaptable—these clashes fuel mostworkplaceconflicts.Ithasbeenproventhatbeingableto“styleshift”providessubstantialbenefitsduringnegotiations,managing,andinterviewing.Although quiet and reserved, Gold/Green Introverts are also warm and

people-oriented.One-on-onecommunicationispreferred,withwrittenmaterialsand time to prepare before going face-to-face.You ask specific questions andlistenattentively,respondingtowordslike“facts,”“tradition,”“respected,”and“proven.” Greens (with whom you share some personality traits) prefermetaphors and abstract concepts, emphasizing words like “values,”“relationship,”“feel,”and“friendly.”Bluesprefer theoretical jargon, statisticaldata, and technical terms. Reds like concrete words and action verbs such as“move,”“stimulate,”and“expedite.” (Theupcoming“PoliticalSavvy” sectionlists step-by-step suggestions for style shifting.) Getting to know peoplepersonally,butappropriately,istheGold/GreenIntrovertstyle.Whileaffirmingothers,you tendnot to shareyourownfeelings.Focusingonothersputs themquickly at ease; but you do enjoy sharing opinions and advice. Personalinfluenceisexercisedbehindthescenes.

BlindSpotsThese blind spots are prevalent in Gold/Green Introverts (although onlysomeofthemwillapplytoyou):

Cangetdiscouragedifunappreciatedandbecomeoverburdened Underestimate your own value and ability; shy away from thespotlight

Overreacttochallengeslikenewconcepts,competition,andpoliticalinfightingAvoidconflict toensureharmony;maynotbeassertiveaboutyourownneedsHavedifficultyarguinglogically;needtimetoformulate

StressorsThatProduceFatigueandStrifeHere are specific workplace conditions that stress and fatigue Gold/GreenIntroverts:

Noisy,discourteous,unreliablecoworkers

BeingthefocusofconflictorcriticismToomuchinteractionwithpeopleor,conversely,alostsenseofbelongingNoclearsenseofdirection(e.g.,whenchangeshappenwithnopreptime)

Feelingused,underappreciated

Gold/GreenIntrovertsunderextremestressexperiencegloomandself-doubt,imagining theworstanddoubting theirability tocope.Youmaybecomecold,snappy,andcriticalorturnintoarigiddefenderofthestatusquo.LikeGeorgeYarocki,youmightleaveadifficultsituationratherthanconfrontorexpressyourneeds.

Self-CoachYourWaytoMoreProductiveWorkRelationshipsThe primary focus of the Gold/Green Introvert who wants to self-coach forcareer advancement should be on how to improve your abilities to handle oradapttochange,innovation,andabstractthinking.

ProblemSolvingandDecisionMakingTheGold/GreenIntroverthasthesestrengths:

Goesstep-by-stepusingpastexperience

SeeksevidenceofpriorsuccesstominimizeturmoilofchangeAbsorbs,assesses,andorganizescostandschedulingdataEvaluateseffectsofchangeonselfandothers

Vigilantaboutthings“fallingthroughthecracks”

StrategiestoImproveEffectivenessWhenChallengedInterpersonal challenges detract from productivity. Here are step-by-stepself-coachingstrategiesforyourbiggestchallenges:

Challenges to the status quo. You believe that power resides instructureandhierarchy.Itdoes,buttherealsoareotherkindsofpower.Ifsomeonebelievesinthepowerofafeelingoraninnovativeidea,forexample,askhowpastexperiencesdemonstrateeffectiveness.Offertohelpimplementtheidea.

Having towork inopenoffices.Organizeyour space andnegotiateforprivacy(you’llneverfeelcomfortablewithoutit).Foreseeing/respondingtomarketplaceshifts.Departingfromtheplanis uncomfortable, but sometimes necessary. Cultivate a Blue forstrategic help and a Green for people/marketplace intelligence. Bepreparedto“styleshift.”Having to lead throughchangeorcrisis.Thissituationraises innerdoubts, reducing effectiveness. Delegate the crisis, if you can, to aRed,whowillfinditenergizing.OrfollowaRedpeer’sadviceeven—orespecially—ifitignoresprocedure.

Coworkerswhoinsistonconstantinnovationorsharingemotionsatwork. These are “style shift” challenges. Blues are hardwired toinnovate.Greens read clients’ needswell in advance ofmarketplaceshifts.Thebest response to thesedifferences?Recognize, appreciate,utilize.

When dealing with challenges like criticism, remember such feedback isusually professional, not personal. If situations escalate into conflict,respondASAP;avoidancebreedsresentment.Schedulefreetimetopreventburnout; refuse to complete other people’s assignments. Call attention toyour very real achievements to get the appreciation you deserve. Whenforcedtoworkwithstrategicorintuitivethinkers,takecalculatedrisks.


Gold/Green IntrovertElainaMontez started her career as a secretary for one ofAmerica’slargest executive recruitment firms. After three years she was promoted to recruiter,specializingintheLatinomarket.FluentinSpanish,ElainabecamewellknownintheupperechelonsofLatinoexecutives.Duringher twentiesand thirties,Elainamade frequent international trips tohigh-profile

events. Instead of pursuing marriage and children, which Golds desire, she found itincreasingly difficult even to date. Introverted Elaina started feeling drained in ways sleepcouldn’tfix.Ittookalong,hardfightagainstbreastcancertogetElainaoffthemerry-go-round.After

breakingdownwithnoonetocomforther,shedecidedtolivewhateverlifeshehadleftwithcompletelydifferentpriorities.Elaina quit her job, opening her own recruitment firm and hiring two recruiters. She

discoveredhernaturalGold/Greenmanagerialtalents.Givinguptravelanddealingwithjusttwopeopleinsteadof200,shefeltheroldenergyflowingback.Shedatedfrequently,makingupforlosttime.Flash-forwardthreeyears.Elainanowmakes85percentofherprevioushighest income.

Sheisgroomingoneofheremployeestotakeoverthemajorityofherdutiessothatshecanjoin her husband for threemonths ofmaternity leavewhen they have their first child.Hercancer has been in remission for two years. She now works with, instead of against, herGold/GreenIntrovertneedsforalonetime,stability,predictability,andfamily—allthethingsheroldpositiondeniedher.

PoliticalSavvy—MakingYourWordsCountAvaluablepartoftheColorQsystemliesinlearninghowtoharnesstheGreen’smarketingandpeopleskills,theBlue’sstrategicandinnovationtalents,andtheRed’scrisishandlingtoyouradvantage.Engageirritatingcoworkersaspowerfulallies.

Greens. “My coleader Tripp (a Green) always asked me how I felt aboutsomething in themiddleofameeting.When Ipulledoutmyspreadsheet,he’dinterrupt me, saying ‘Forget the facts, what does your gut tell you?’With allthosepeoplelookingatme,myguttoldmetocheckthefacts!IfinallytoldhimIdidn’tlikedealingwithemotionsatworkbecausetheycouldgetoverwhelming.

He was great—now he asks me before the meeting, in private. That works,”recalls(Gold/Green)BruceL.Greensarethemostpeople-orientedofthefourprimaryColorQpersonalities.

How theyhandlepeopleandemotionsmaybeuncomfortablynonlinear,but itbalancesyourfactual,step-by-stepstyle.


Findcommongroundinyoursharedconcernforpeople.

WhenGreensusemetaphors or analogies, ask them to “style shift” andspeakmoreconcretelytoyou.Showpatience, respect, andappreciation (even if it’s irritating) for theirnonlinearpeopleskillsandmarketingabilities.You’llgetmorebuy-inforyourplansandproceduresasaresult.Explainthatyouneedthestructureofdetailsandprocedures,butit’snotmeantasapersonalaffronttothem.They’llhaveahardtimeunderstandingthisaboutyou,soreiterateoften.

Blues.“Ittakesmehourstomakemyfinancepeople(Golds)consideranynewideathatwillmakethecompanymoney!”JasonM.(aBlue)complains.ToaGold/GreenIntrovert,Bluesappeartoputtheirformidablementalenergy

intocreatinginnovationsthatmaydisruptproceduresandignoreimplementationdetails. Your style can irritate a Blue by challenging strategy with details,procedures, and cost analyses. Stand your ground: A Blue’s criticism is notpersonal. It’s actually a compliment; it means the Blue is interested in whatyou’resaying.


Beverballyshortandconcise.Use“if...then”sentences,whichareveryeffective.Relateyourdetailorientationtotheirstrategies:“InordertointroducethisnewproductbyAugust,you’llhavetolineupX,YandZ,”or“I’llresearchthelegalandpatentramifications,sotheydon’ttripyouup.”

Adjust your vocabulary and use theoretical jargon, statistical data, andtechnical terms.Toproveaprocedure’sworth,pointout several longtermbenefits.Useingenuity,logic,andwittomakeyourcase.

Don’t take offense when Blues see warmth as work distraction. Bluesdon’t always respect social niceties, especially when engrossed in afascinatingproject.Thisisnotmeanness;justdifferentpriorities.

Reds.“Ineed$5,000frompettycashtopurchaseausedinjectionmolderatthebankruptcyauctionofourcompetitor. It’shappeningthisafternoon,anditwillsave us tens of thousands,” insistsDirk (a Red). But Camille (aGold/Green)says,“I’mafraid$5,000cash isbeyondmy limit toauthorize.You’llneedmyboss’ssignature.”Dirkanswers,“He’soutoftown!Thiscan’twait!Justdoit!”Your style can irritate Reds by limiting their autonomy and insisting they

conform to procedures. TheRed’s strength is to handlemidcourse correctionsand crises that can derail “the plan.” You want to keep things stable andpredictable;Redsreply,“Reallifeisn’tlikethat!”


Use thesewordsandphraseswhendealingwithaRed:move,stimulate,expedite,and“let’sgetsomerealworkdone.”

Refrain from calling Reds disorganized. They require regular crises; ifthere are none, they’ll create them out of lost keys and misplaceddocuments!Don’thelp—theyneedthestimulation. Find common ground in your keen observation of details, interest inworkingwithtangibleitems,andtrustingyourownexperience.InviteinputfromRedswhendoingbusinessplanning.Then,ifmidcoursecorrectionsareneeded,they’llbeuptospeed.

Extrovertvs.IntrovertIf the aforementioned strategies aren’t enough, the colleague may be anExtrovert.Ifso:

Accept that it will be difficult for you to understand why they mustconstantlybearoundpeopleandprefernoisyenvironments.Respect,don’tchallenge,theirneedtorechargetheirbatteriesbyinteractingwithothers—theyneedthisthewayyouneedprivatetime.Askquestions;sharemoreofyourself. Volunteer to handle tasks for them that require working alone. Benefit

fromtheirgratitude—andthesolitude.

Recognizeanyofyourcoworkersintheprecedingdescriptions?Goin-depthby reading each Color Q personality’s overall chapter and then Chapter 25,“AdjustingtotheWorkplaceStylesofOthers.”

Insummary,Gold/GreenIntrovertsareconscientious,sensible,andprivate.Youenjoybeingneeded.Highlyobservant,youhaveasuperiormemoryfordetails.Youalsoareextremelyloyal.Veryaccurateand thorough,youcanbecountedon toget thingsdone.You

lendstabilityandordertoyourfamily,workplace,andvolunteerorganizations.Because you are not normally assertive, youmay feel taken advantage of andmustworkonexpressingyourneedstoothers.

25

adjustingtotheworkplacestylesofothers

Jane (a Green) heads the client-servicing area at a major Chicagoinsurancecompany.Sheneedstomakeapresentationtoherboss,Rich(aBlue),toobtainmorestaff.Richisambivalent;heacknowledgesthatJane’sexcellentclientrelationshipshavesignificantlyincreasedthefirm’sbusinessbutthatshehasdifficultymanagingconflict.Asamanager,sheisweakatgiving her staff clear and concise feedback. Rich wonders if she couldhandlemorepeople,butheknowsthathecanbetoobluntandcritical;hewantstomakesureheaddressesthesituationwell.

PEOPLE TEND TO leave jobs because of their bosses and coworkers, not the jobitself. “If it weren’t for my manager, I’d really love my work.” “If my bosswould just stayout ofmyhair, I’d be able to completemyprojects on time.”Soundfamiliar?There are reasons—and solutions—for such jarring relationships. Certain

Color Q personalities clash with others; they don’t recognize each other’sstrengths.Ifyouwantyourmanagerstoactuallymakeyourlifeeasier,yourfirststep is learning to identify their personality color. Then you can use theseinsights to your advantage.Asyouwill seehere, it’s possible to learnhow tospeakanother’slanguage,ormakea“styleshift.”Often it’s not feasible to give someone else—like your boss—the self-

assessment test inChapter2.This iswhereColorQdetectivework comes in.The tips outlined in this chapterwill help you assess someone else’sColorQpersonality. (These tips also work outside the office when trying to improverelationswith your dates, spouse, parents, in-laws, even your children!) Onceyou’ve assessed someone’s Color Q personality, you can begin to change the

wayyoucommunicatewith thatperson.Then, two thingswillhappen:1)Youwillgetmorehelp(evenrespect)fromadversariesandtroublesomeassociates,and 2) youwill come to appreciate their strengths (and perhaps even come tolikethem).

Richhas learnedaboutpersonalitydifferencesandrecognizesheneedsto change theway he dealswith Jane, amajor revenue producer for thecompany. Instead of his usual quick, twenty-minutemeeting, he takes herout to lunch and spends a little time at the beginning of themeal askingabout her son’s chess skills, a game he enjoys, too. Then he asks her toexplain staff conflicts,without jumping in toprovide immediate solutions.Together they brainstorm various ways of handling the issues. Jane isrelaxed and ready to admit that sometimes she avoids dealing with herteam’s disagreements. She agrees to seek his advice when she feelsoverwhelmed and to take managerial-communications training. Rich isenergized by his success at coaching a valued employee. He gives Janepermissiontohiretwopeople,halfofherrequest,withapossibleincreaselater.

HowtoAssessSomeoneElse’sColorQPersonalityDeterminingsomeone’sstyle takes timeandcloseobservation.But ifyoucan assess their primary Color Q personality and Introvert/Extrovertpreference,itwillgoalongwaytowardimprovingcommunications.

Let’ssimplify:EveryonehaseitheraGoldoraRedcomponent,aswellasaBlueoraGreencomponent.Inaddition,rememberthateveryoneiseitheranExtrovertoranIntrovert.

To find clues thatwill reveal these components, first look at theperson’swork space. Scan it in themorning, at noon, and after the individual hasgonehomefortheday.Thenassesstheperson’scommunicationstyle.

IfPeopleHaveaGoldComponent:Theirdeskisusuallyunclutteredwithnopilesofpapers;everythingisneatlyfiled.Goldsbeginandendprojectsbeforestartingnewones.Theyareserious,formal,andalwaysontime.(Findmorein-depthtipsinChapter20,“GoldsOverall.”)

IfTheyHaveaRedComponent:Thedesk is amess of papers andpiles.Everything is awork in progress.Other clues:Reds are loose,

relaxed, and humorous (often sittingwith their feet up on the desk),but they are also time-pressured or late. (Findmore in-depth tips inChapter10,“RedsOverall.”) If They Have a Green Component: Their office decor may becolorfullychicorbohemian,withmanypicturesoffamilyandfriends.They’lloftenengage ina lotof small talk inaneffort topersonalizethe relationship and put you at ease. (Find more in-depth tips inChapter5,“GreensOverall.”)

If They Have a Blue Component: Their office will be filled withresearchstudies,businessreferences,andawards.Bluescreateasenseofdistanceandhaveadesiretokeeptherelationshiponaprofessionalbasis.Typicallytheywillbebrief,terse,andconstantlyappraisingyou.Chitchat is limited. (Find more in-depth tips in Chapter 15, “BluesOverall.”)

Jean (a Gold), an advertising executive, is calling on a new prospect,Henry.Shefirstcallsonhisboss,Cathy,tolearntheirgroup’sneeds.JeannoticesmanypersonalphotosoffamilyandfriendsinCathy’soffice.Cathygreets her warmly, offers coffee, and inquires about her years with theadvertisingfirm.BeforelongtheydiscoverthattheybothtakeclassesattheArt Students League, and make plans to meet for coffee after their nextclass.When Jean turns to business,Cathy is quick to provide the neededinformation. Then Jean continues to Henry’s office for her formalappointment. Henry has several achievement awards on his walls and asignificantreferencelibrary.HelooksatJean,waitingforherpresentation.Jeanhandshimtheappropriatematerialandmakesherpitch,thenasksforhis input. When he makes a series of critical comments about herpresentation,shedoesnottakeitpersonally.Sheknowsit’sactuallyhiswayofshowinginterest.Forthetimebeingsheseeksonlytoconvincehimofthesuperior professionalism of her company’s services. Jean recognizes thatCathy isaGreenandHenry isaBlue.Readingboth individualsproperlyhasgonealongwaytowardhelpingJeanlandthisnewaccount.

EveryoneisalsoeitheranIntrovertoranExtrovert.Bothhavegoodpeopleskillsbutexpressthemindifferentways.Herearecluesthatwillrevealthiscomponentofsomeone’spersonality:

Extrovertsaremoretalkative,speakinaloudervoice,andgesticulatemore.Theymayspeakbeforethinkingandlaterchangetheirmind. Introverts listen more, tend to have more subdued energy, andgesticulate less.They thinkbeforeansweringand rarelychange theirminds.

Observe people’s stylewhile they are speaking and adjust your behavioraccordingly.Theywillbecomemorecomfortableandactuallylistentowhatyouhavetosay.

GettingAlongwithOtherColorsatWorkWhetheryouaremanaging,sellingto,motivating,orworkingwithothers,ColorQhelpshoneyourapproach.Usethetipsofferedherewithtroublesomebosses,colleagues,orstaffmembersandnotetheresults.Ifyou’veaccuratelyassessedoneorbothcolorcomponents(i.e.,primaryandbackupcolors),theeffectswillbe significant. You will see a dramatic change in how you work with andmotivateothers.Now,here’showtoworkbestwitheachColorQpersonality.

CommunicatingSmoothlywithGoldsDiane(aGreen)isavicepresidentofmarketingforachainofhome-goodsstores. She is known for her innovation and creativity. She likes to spendtime with her staff and encourage ideas (even crazy ones!). But she ishavingtroubleworkingonaprojectwithPatrick,thevicepresidentofsales(aGold).Under hismanagement, his department has exceeded companysales goals for two years. Diane and Patrick have been ordered to linkmarketingandsalesefforts.Patrickisasticklerfordetails;Dianeseesthebig picture. Patrick is clearly impatient with Diane and wants to see abudget and sales projections. She thinks ideas are more important thannumbersintheplanningstageandrefusestoworkonprojectionsuntilthebigpicture is clarified.The tensionbetween the two isgrowing.Bothareunderpressurefromtheirbossestodevelopamajorcampaign.

WhenManaging Golds. Tell them your precise expectations; then provide astable environment with clear channels of communication and authority. Youneedtobedecisiveandorganized,emphasizingfirmproceduresanddeadlines.Thengetoutoftheirwayandrespecttheiruniqueabilityto“getthingsdone.”

WhenSelling to,Persuading, orWorkingwith aGold.All presentations andmeetings must run smoothly. Be reliable, on time, and follow requestedprocedures. At all costs avoid vagueness; be factual, accurate, precise, anddown-to-earth.Avoidwordslike“feel”and“believe.”Usewordslike“proven,”“traditional,” and “respected.” Respect the hierarchy of their department orcompany; if theysayyouhave to talk tosomeoneelse, theynormallymean itandarenotputtingyouoff.

Upon studying Color Q, Diane saw that Patrick had all thecharacteristicsofaGold.Shebeganusinghis“language.”Shewasmorepreciseandorganizedandmadesureshewasontimeformeetings.Patrickbegan paying attention to Diane’s ideas and was impressed with hercreative vision. Together, they developed an innovative, highly successfulcampaignstrategyandnowoftenworktodevisenewprograms.

CommunicatingSmoothlywithRedsJohn(aGold)isvicepresidentoffinanceforamajorproduct-designfirm.Hethinksthenewcompanypresident,Donald(aRed), isdifficultandtooinformal.Donaldisaction-oriented,wantingquickresults.Hedoesn’tpayattentiontoJohn’sdetailedreportsandproposals,orevenreadhismemos.Instead,Donaldwants John togivehim final resultswhilewalkingdownthehall.DonaldgetsimpatientifJohndescribesalltheinformationleadingtohisconclusions.HeoftentellsJohnto“cuttothechase.”Meanwhile,colleaguesinotherdepartmentsaremoreenthusiasticabout

theirwork.Creativity is up and projects are completed faster. John can’tunderstandwhyhisboss issopopularandsuccessfulwhenJohnfeelshisownhard, detail-orientedworkhasgoneunappreciated.He is angry thatDonaldhasn’tpromotedhimorgivenhimaraise.

WhenManaging aRed. Talking face-to-face is always better; memos and e-mails do not engage Reds. They need stimulation, fun, freedom, andindependencetobeontopoftheirgame.Theyaremostproductiveinaflexibleand self-paced environment. Not only do Reds enjoy crises; they will createthem if they are bored. Reds are difficult to control and impossible tomicromanage,buttheywillnotdisappointyouifyougivethemfreedom.Avoidmeetings, rules, and lengthymemoswherever possible.Allow them to followtheirinstincts.

WhenSellingto,Persuading,orWorkingwithaRed.Bebriefanduseactionverbs like stimulate, liven up, challenge, enjoy, or confront. Use hands-ondemonstrationsinsteadofcomputerslideshows.ForReds,timingiseverything.Don’t continue if they’re distracted. Acknowledge the distraction (such aspicking up the phone) and ask tomeet again later that day. Get to the point,avoid theories, and stress the immediacy of your solutions. Be very flexible,open-ended,andreadyfortheir“flybytheseatofthepants”decisionsandfastcloses.

GoldJohndidn’tbelonginDonald’sRedworld.Humanresourcestriedto counsel John. He refused to edit his information and believed he wasentitled to proper meetings with Donald, complete with PowerPointpresentations.Johnalsorefusedtoupgradehiscomputerforfasterresults,asDonaldhadbeentellinghimtodoformonths.(Donaldhadnopatiencefor peoplewho couldn’t orwouldn’t keep upwith him.) Johnwas finallyasked to leave. He is now a vice president at a bank, where his bossrequiresdetailedreportsandstrictprocedures.Johnthrivesinthisjob.

CommunicatingSmoothlywithBluesBob(aBlue)andMary(aGreen)arecolleaguesinthewealth-managementunitofamajorbankinCincinnati.Theyhaveworkedinadjacentcubiclesfor the past five years, yet they continuously quarrel over priorities andclient-managementstrategies.Bob is knowledgeable about finance and uniquely gifted in handling

complexinvestmentissues.Hegetsirritated,however,byhiscustomerswhowant tomeet frequently.Marytakesgreatprideinherability togrowherclientbasethroughfrequentreferrals.UnlikeBob,sheenjoystakingclientphone calls and meeting with them regularly. Discussions of marketperformance are more problematic. She feels she doesn’t know enoughabout investment trends to provide high-level advice. Bob finds theinterruption of Mary’s constant telephone conversations irritating andmakessnidecommentsaboutthepersonalnatureofherconversations.

WhenManagingaBlue.Youneed tobe strategicallyvisionary tocapture theinterestofBlues.Explainto themthefuture implicationsofwhatyou’redoingandhow itmight evenhaveglobal consequences.Above all, provide themanautonomousenvironmentwithminimalguidelines.Establishdemandinggoalsorelse they’ll get bored and distracted. Debate with them and don’t take their

challengespersonally;it’sasignyou’vegottheirinterest.Listentotheirinsightsandanalyticalskills;they’llmakeyoualotofmoney.

WhenSellingto,Persuading,orWorkingwithaBlue.BehighlycompetentandinnovativeorBlueswilldisregardyourmessage.Present the“bigpicture”andlongtermpotentials first; limit the facts.Don’t becomepersonally offendedbyanythingtheysay—instead,counterwithwit,ingenuity,andlogic.Avoidwordssuchas“feel”and“believe”;substitutewordslike“think”and“know.”

Mary and Bob attended a personality-style seminar suggested by theirboss. After the session, they realized they made different yet equallyvaluable contributions to the success of their unit. They began jointlymanagingtheirsharedclients.Bobenjoystheinvestmentexpertrole,whileMary is the relationshipmanagerwhohelps families set goals.Companybusiness has grown by 40 percent. Even more important, they recognizeeach other’s value and actually enjoy discussing their differentperspectives.

CommunicatingSmoothlywithGreensWhen Managing Greens. Green employees like Mary (from the previousexample) need a harmonious environment with opportunities for personalgrowth. They become troubled and distracted by competition and conflict.Personalizeyourworkrelationship;askabout theGreen’s family,hobbies,andpetsinappropriateways.Beinspiringandpositive.EstablishasharedvisionandallowGreenscreativefreedomtoaddressit.Givefrequentfeedback,butkeepitdiplomatic.Harshcriticismandfeartacticsdestroytheirproductivity,asdostricthierarchies;theyprefertoworkcollaboratively.

WhenSellingto,Persuading,orWorkingwithaGreen.AskGreenswhattheyneed, then listen with empathy. Expect nonsequential conversation and allowthemtimetoreturntotheoriginalpoint,whichtheywill.Whenpresentingyourproductorsolution,givethebigpictureandshowthefutureimpactonpeople.

BoblearnedtospeakinMary’s“people”languagewhileMarylearnedtospeaktoBobin“numbers.”Theresult:awin-winrelationship.

Introvertvs.ExtrovertOftenyouwillbecommunicatingwithanExtrovert.These individuals tend to

be energetic. They aremore talkative and gesticulatemore than other people.Theyfrequentlyspeakbefore thinkingandlaterchange theirmind.Beingwithpeoplefurtherenergizesthem.Extrovertsarethenetworkersoftheworld.Introverts listenmore, tend to have amore subdued energy, and gesticulate

less.Theythinkbeforeansweringandrarelychange theirminds. IfyouareanExtrovert speaking with an Introvert, bring your energy level down a notch.Loweryourvoiceandcontrolyourhandgestures.Wheneverpossible,sendane-mail ahead of time about what youwant to discuss.Never jump in to fill anIntrovert’ssilence,nomatterhowuncomfortableitmakesyou.

OnetimeIwasaskedtoorganizeapanelforamajorfinancialservicesconference.IcalledanexecutivevicepresidentatBankofAmericatoinvitehimtospeakandalsotogethissuggestionsforotherpanelists.IknewhewasadeepIntrovertandwaspreparedforalengthysilenceonthecall.Forsevenminutes,Isatquietlywithoutmakinganycommentswhilehe

mentallyconstructedanentirepanelforme,includingtopic,speakers,andcopy,without saying aword! After he finally spoke, he shared his ideas,offeredtomakethephonecallstoinvitetheotherpanelists,andthankedmefor not interruptinghis thinking.Byhonoringhis style, I completedwhatwouldhavenormallybeenathree-dayprojectinlessthanfifteenminutes!

If you are an Introvert speaking with an Extrovert, you may experienceuncomfortable lulls in the conversation. Ask a lot of questions to keep thedialoguegoing.Raiseyourenergylevelbynoddingandsmilingappropriately.

When you learn how to adjust your workplace style, you should see animmediate improvement in your dealings with anyone whose Color Qpersonality you’ve assessed correctly. Relationships improve,work goesmoresmoothly,andteamsexperiencefewerconflicts.Youmayevengetapromotion,salaryincrease,ordiscoveryoualreadyhavethejobofyourdreams!

26

approachtoinnovation

theprimarystyles

LilyKlebanoffBlake,BoardMemberwithEmergingMarketsExpertiseGREEN/REDS ARE some of Color Q’s most innovative personalities, as LilyKlebanoffBlake’s career illustrates.Blake says she ismost proud of “movingintomarketswhentheywerejustemergingandbeingabletonavigateeffectivelythroughthoseuntestedandoftenundefinedshoals.”The SovietUnion imploded in the 1990s, breaking into fifteen independent

states.Blake“wasat theforefrontofbusinessdevelopment inanumberof theformer Soviet Republics as they were moving from a planned to a marketeconomy. Itwas a timeof abrupt changewhereold commercial systemswereshattered, effective new ones had not yet been put into place, and one had tonegotiateandnavigate inuncharted territory toget thingsdone.”Despite thesechallenges, Blake was able to navigate complex tax and legal issues and getaccess to landand local approvals for ahotel-and-office-complexdeveloper inKazakhstan.Blake also has been at the forefront of America’s health care evolution.

Working for the New York City Office of Management and Budget, sherepresented thecity innegotiationswith stateand federal authoritiesonhealth

care and legislative issues. She has served on theBellevueHospitalAdvisoryBoard and helped staff the capital committee of the Health and HospitalsCorporation.“There has never been a roadmap or template for any of the positions I’ve

undertaken,” remarksBlake. “Often Iwas the first person in a newly definedrole.”Webster’sNewWorldDictionarydefines theword innovateas“to introduce

new methods, devices, etc.; to make changes.” Authors Mark Dodgson andDavidGann, in their book Innovation: A Very Short Introduction, shorten thedefinitionevenmore:“Ideas,successfullyapplied.”1Innovation,theywrite,“isfoundinwhatorganizationsproduce:theirproductsandservices.It isfoundinthe ways in which organizations produce: in their production processes andsystems,workstructuresandpractices,supplyarrangements,collaborationwithpartners,andveryimportantly,howtheyengagewithandreachcustomers.”2Itisclearthatinnovationencompassesavastarrayofbehaviors.Introducinga

newmethodrequiresstrengthsandskillsverydifferentfromintroducinganewdevice.When companies ask employees to innovate, four different responsesimmediatelyoccur.

1. Golds (the procedure and resource managers) get nervous andconcerned.2. Greens (the ideas/client experiences/marketing specialists)inventorythedissatisfactionthey’vebeenhearingexpressedandtrytofindanswers.3. Blues (the knowledge and strategy specialists) inventoryperformanceshortfallsandstrategizeimprovements.4.Reds(thepracticalskillsandcrisismanagers)getexcitedandlookaround for the first material thing they can lay their hands on toimprove.

EachColorQpersonality(andyes,especiallythenervousGolds)hasuniquecontributionstomaketotheprocessofinnovation.CompaniesthatutilizeColorQpersonalitystrengthscanharnesstheirpeopleformoresuccessfulresponses.Here’show.Let’sbreakinnovationintotwotypes:conceptualandconcrete.

ConceptualInnovation

Innovationofthistypeisaboutcreatingnewideas,customs,trends,regulations,orprofessionalorganizations...anythingthatisbasedinthementalratherthanmaterial world. Let’s anchor this definition with an example: You work forfictional Upstart Software Company. Its goal is to develop a word-processingprogram that will outsell Microsoft’s. Here’s how to make your strongestcontribution at the conceptual stage: Golds. Sit back and relax. Yourcontributionswillcomelater,figuringouthowtoadministerthenewemployeesand procedures it will take to make the final concept work. Rein in yourtendencytoexpressadministrativeconcernsabouteveryfieldedidea.Waituntilthe final three are on the table, and then express only your biggest concerns.However, if the innovation involves government regulation, your contributionwillbecritical.YourStrength:Makingtheadministrativedetailswork.

Greens.Makealistofallthefrustrationsyou’vehadandallthethingsyoulikebest aboutword processing. Talk to other people and gather their input.Howpeople feel about using the newproductwill be a key component in both themarketing effort and the product’s eventual acceptance in the marketplace.Addressthequestion:Howdowecreateword-of-mouththatsaysthisproductisreally(great,easy,fun,hip)touse?SharethisinputwiththeBluesonyourteam,so they can incorporate it into their technical thinking. Nominate yourself toattendrelevantprofessionalmeetings(especiallyifyou’reanExtrovert).Your Strength: Identifying the “wow” factor that makes people like the

productenoughtobuyitandrecommendit.

Blues. Evaluate all key and secondary components of the competing product.Address questions such as: What are the future trends? What’s antiquated?Wherearetheflaws?Whatcanbeimproved?Howcanwemakeaproductthatis technically better overall? Make sure you work with Greens and includecomponentsthatpeoplerespondtoonanemotionalaswellasatechnicallevel.It’sgoingtotakeboththoseinputstoknockyourcompetitoroutofthewater.YourStrength:Strategizingthebestnewconceptsandimprovements tostart

theprocessoffright.

Reds. Strategizing a longterm future concept is not your strength; hands-on,concrete, short-termproblemsare.Like theGolds,at thisphaseyoushouldsitbackandrelax;maybeplaywiththerivalsoftwaretoseehowitcouldbemademorefuntouse.ShareanyfindingswithGreensandBlues.Whenthefinalthreeconcepts are on the table, discuss any concrete, practical steps that will be

needed tomake ithappen,andcontributecontingencyplans for the real-worldscenarios that might possibly arise. Address the question: How can we makesureournewconceptdoesn’tgetboggeddown?YourStrengths:Keepingtheuser-friendlyfactoruppermostinpeople’sminds

and/ordealingwithmidcoursecorrections.

MaterialorProductInnovationInnovationofthistypeinvolvescreatingnewrawmaterials,newproducts,newdistributionchains. . .anythingthatisbasedinthematerialratherthanmentalworld. Fictional Upstart Software Company has determined that in order todevelopaword-processingprogramthatwilloutsellMicrosoft’sproduct,ithastoinventafun,newtypeofcomputingdevicetodeliverit.Hereishowtomakeyour strongest, best contribution to this challengeat thematerial stage:Golds.WorkcloselywithBluesandRedswhenthefinalthreedesignsreachthetable.Your resource-management abilitieswill help determinewhich design ismosteconomically feasible. Research prices, vendors, availabilities of all keycomponents; if manufacturing on premises, research raw materials,manufacturing components, and human resource needs. Address the question:Whatresourceswillneedtobeprovided,andhowwillthecompanyadministeremployeeneeds,payments,deliveries,andspaceneeds?Your Strength: You are a key contributor among the four Color Q

personalitieswithregardtoresourceallocation.

Greens.Themechanicalworldisnotyourpreferredarena.Yourcontributiontothe inventionprocess is communicatinghowpeoplewill likely respond toanygivenfeatureofthenewcomputingdevice.Isitfuntouse?Canyouintuitivelyfigure out its function without a manual? Is the device attractive and nicelydesigned?Addressthequestion:Howwillpeopleinteractwiththisnewdevice?YourStrengths:Anintuitiveunderstandingofwhatpeoplewant,andhowthey

willinteractwithanewdevice,bothasbuyersandusers.

Blues.AmongthefourColorQpersonalities,youarethemostnaturallyabletobuild detailed models of things in your head. Sequester yourself so that youwon’tbeinterrupted.Doodle,scribble,drawonthecomputer . . .get theideasdownbeforethey’relost.Yourinventingreveriemaylastdays—soprepareyourcoworkers for a communications blackout.But don’t skip updatemeetings, oryou’ll find yourself out of the loop and all your hard work ignored at finaldecision time. Answer the questions: What’s never been done before? Why

hasn’tanyonetriedXYZ?Whatcouldwemakethisdevicedothatwouldblowusersaway?YourStrength:Goingwherenoonehasgonebefore.

Reds.Youareneverhappierthanwheninmechanical,hands-ontinkeringmode.This is your time:—Build miniature models, make sparks fly, blow thingsup...aboveall,makesurethedevicefeelsgoodtothehand,isfun,iseasytomaster,ordoessomethingthatwillmaketheuser’slifeeasierandbetter.WorkwithBluesandGreens—they’retheideapeople,you’rethepracticalperson.Butyouallcontributewhenitcomestoimprovingsomething.Answerthequestions:Howcanwemake thisproductwork?Howcanwemake iteasy touse?Howcanwemakethisfuntouse?YourStrengths:Mechanicalaptitude,abilitytosolveshort-termproblemson

theflywithoutgettingflusteredorfrustrated.When innovation fails, it’s usually because corporations assign the wrong

personalities to thewrongpartsof theprocess.UpstartSoftwarewill fail in itsbidtounseatMicrosoftifit:

Asks amechanically gifted Red to create a longterm technical strategy(useaBlue). Asks a marketing gifted Green to objectively quantify the potentialaudience(useaGold).

AsksanadministrativelygiftedGoldtoacceptorrejectabstractconcepts(useateamofallfourColorQtypes).AsksastrategicallygiftedBluetoplanstep-by-stepimplementationoftheconcept(useaRed/Goldteam).

Themorediversea teamis, thebetter thesolutionsgenerated.Thekeyis tobalanceboth theconcreteand theabstract thinkersand toaskall tocontributeonlyfromtheirstrengths.Teamconflictcanbeminimizedbyallowingthecolorsbest suited foreachproject stage to lead theway, thenhaving themstepasidewhenthatstageiscomplete.A“BestBusinessBookfor2011”recognizedbyCIOInsight,BreakingAway:

How Great Leaders Create Innovation That Drives Sustainable Growth—andWhyOthersFail,defines four levelsof innovation.3Theycoincideneatlywiththe four primary Color Q personalities. Transformational innovation, whichchanges societies, is the province of the visionary Blue. Category innovation,

which recognizes and meets customer needs sometimes before customers areaware of them, is driven by the intuitiveGreens.Marketplace innovation thatengagescustomers innew, funways requires thepractical, fun-loving inputofthe Red; and operational innovation, which makes internal organizationalimprovements,isthebailiwickoftheadministrativeGolds.Bottom line: If you are going to innovate, put the right people to the task.

Failureisacertaintyifyoutrytoinnovatefromacoreofhumanweaknessratherthan strength; breathtaking transformations occur when you get your peopledoingwhattheywereborntodo.

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negotiatingcompensation

EACHCOLORQpersonalityhasitsownstrengthsandweaknesseswhenitcomestomoney. But notice that the name of this chapter isn’t “negotiating salary.”Compensation for work takes two forms—monetary and nonmonetary. EachColor Q personality needs to feel adequately compensated, but the kinds andlevelsofeachtypeofcompensationdifferbypersonality.Monetaryrewardsincludesalary,bonuses,andperks,includingvacation,sick

time,education,healthinsurance,pensioncontributions,clubmemberships,andthe like. Nonmonetary rewards include appreciation, mentoring, creativefreedom, prestige, power, or control.With the exception of appreciation, youmustnegotiatetoobtainmostnonmonetaryrewards,sonegotiatingskillsblendwithwhatyouvaluetoformyour“compensationstyle.”The personalities most comfortable with compensation negotiations are the

Blues,Reds,andGold/Blues.Youleavenothingonthetableandoftenwalkoutwiththetable,too!TheGold/Greensareinthemiddle.TheleastcomfortablearetheGreens.Arguingaboutmoneydestroystheharmonyyouvalue.You’dalmostratherquitajobthannegotiatecompensationbeyondwhatisoffered.Herearetwocasestudiesoftwoworkersinthesameoffice:

Jake (a Blue/Red) strides into his boss’s office for his annual workevaluation.Hehas three things toworkharderonand severalareas thatshowimprovement.“That’scauseforacelebration!”Jakesaysbrightlytohisboss.“Howabouta15percentraisetorewardthoseimprovementsandincentivizemethroughnextyear’schallenges?”Thebosshasbeengreen-lighted to give 7 percent raises across the board to all staff members;higher raises are to be given only in special cases to retain top talent.

“Jake,Idon’tthinkwe’reintheballparkfor15percent,”hesays.“Ihada5percentraiseinmind.”“You and I both know that’s the mandatory lowball offer,” says Jake,

warmingtothechallenge.“Givemeyourrealnumbers.”“Well, Imightdiscuss6percent,but I’dwant tohearmoreabouthow

you’re going to tackle these three areas where improvement is neededfirst,”saystheboss.Jakenowhasanideawheretherealnumberslie.“YoucanseeI’vemade

all last year’s improvements. Plus you’ve said that you depend on mebecauseIcansolveproblemsquickly.RememberinFebruaryhowIsavedtheRoysteraccount?ForthataloneIdeserve10percent.”The boss pauses; theRoyster account has contributed 5 percent to the

bottomlineof the firmthisyear.Thatwouldmakehis10percentaneasysell.“You’reright,Jake.IthinkIcancoax8percentoutofthebudgetforyou.”Jakefrowns.“Thatonlybringsmeupto$73,000.Mycollegebuddyover

atLMNCompanygets$80,000forthesameposition,andhe’stoldmehe’sbeingpromotedthisyearandthey’llneedsomeone.Hesaysthey’dstartmeat$75,000.Idon’twanttoleavehere,butIhavetodowhat’sbestformeand my family. What can you do for me? Maybe pay my out-of-pockethealthinsurancepremiums?”His boss answers, “I can’t set that kind of precedent with the health

insurance.ButIthinkwecando$75,000.”“Great, boss!” Jake says. “Gonna start those improvements today. By

theway,theRoysterpeoplehaveinvitedmetotheirbrainstormingretreatinMarch.It’s inMaui.Will thecompanypayformywife toattend?She’sfriendswithRoyster’ssister.”“Ofcourse,Jake.”Tony’sevaluationisnext.AGreen/Red,Tonyhasaglowingreport,with

improvement in all areas and outstanding performance in one. He onlyneeds to work on giving clearer critical feedback, a small item. Tonydeflates. He had planned to ask the boss for a 3 percent raise; now hishopesofdeservingitaredashed.The boss starts with his opening gambit. “We’d like to give you a 5

percentraisethisyear.”Tonyiselated.Hishardworkhasbeenappreciated,afterall,hethinks.

Afterhisboss’scommentabouthisfeedbackabilities,hewasn’tsurehewasgoing to get anything. “Five percent! That’s great, boss! Thank you so

much!My familywillbe thrilled!”Tonysitsback,hoping thiswillbe theyeartheyofferhimacompanycar,whichhereallyneedsforhisfieldwork.“You’rewelcome,Tony.Keepup thegoodwork.”Theboss standsand

extendshishand, feelinggood that themoneyhesavedonTonywillhelpcover Jake. In the coming year, Tony hears snippets about the 7 percentraisesothersgot, but thinkshis lower raise isdue tohis inability togivegoodcriticalfeedback.

Itisn’t.Tony’slowerraiseisduetohisunhonednegotiatingskills.Tonycouldhave gotten at least 7 percent (or even more, because of his outstandingperformance)andacompanycarwithnoproblem...ifhehadjustasked.Butarguingabouthisworthmakeshimsouncomfortable thathe reliesonpassiverecognition instead.Tonyneeds to role-play to recognizewhathisoutstandingperformanceisworth.Ifyoucompare theBlue/Redwith theGreen/Red,you’ll seeextremes—one

goesforthewholeenchilada,whiletheotherjustgetsalittlelettuce.MostColorQpersonalitiesareinbetween.

TheGreenCompensationStyleMoney motivates Greens less than other colors. It’s a means to support theirpersonal development, aesthetic surroundings, and those they love.Greens aremore motivated by nonmonetary compensations—creative freedom, personalimprovements, appreciation, connection with coworkers, and belief in thecompany’s mission. Money produces tensions; Greens have a deep need forharmony.“Mycoworkersarelikefamily,”saysTheresaW.“Thepayisn’tgreathere,butIwouldreallygrieveifIhadtoleave.”Yourpreferrednonmonetarycompensationisharmoniousworkrelationships,

creative expression, and ability to improve theworld.Negotiate for educationcoursesandadditionaltimeoffforpersonaldevelopment.

Green/Gold Negotiating Tips. You usually don’t push hard enough for yourraises. Recognize that the company isn’t withholding compensation as areflectiononyou;thecompanyisdrivenbythebottomline.Thisisonetimetovaluemoneyabovearelationship.

Green/RedNegotiatingTips.Yes,wepickedonyoualready(inthecasestudy),butforyourowngood.Negotiate!You’llbesurprisedbyhowmuchmoreyoucanget.Ifyoucan’tbringyourselftoaskformoney,requestmorevacationtime,

more skills improvement courses, or a senior-level mentor. Role-play with aBlueorRed, ifpossible.Focuson thevalueofyourcontributionsandhow toimproveyournegatives.Everyoneelsedoes.

TheRedCompensationStyleRedsdon’tworryaboutmoney—itcomes,itgoes;you’llmakemoretomorrow.It’stheexperiencesitbuystodaythatmatter!“Whatgoodismoney,”saysRedTerenceP.,“ifyoucan’tspenditonthebetterthingsinlife,especiallythefun?”Yoursavingsaccount,ifitexistsatall,isfrequentlytappedtofundthenextbigthrill. Lucrative investments keep you afloat, because your keen observationsleadyoutobefirstinline.Thishelpsthesavingsaccountsituation,asdoesyoureasyabilitywithsalarynegotiations.Your preferred nonmonetary compensation is collegiality, physical freedom,

project independence, and excitement. Negotiate for project control, flexiblehours,andtravel.

Red/BlueNegotiatingTips.Dowhat you’re doing andbe generouswith yourtimetomentorotherColorQpersonalitytypes,especiallyGreens.You’reoneofthebest.

Red/GreenNegotiating Tips. You’re a good negotiator, perhapsmore relaxedthanRed/Blues, and you’ll leave them smiling as youwalk out the doorwitheverylastpossibledollarandperk.You,too,shouldmentorothercolors.

TheBlueCompensationStyleFor you, money is validation of competence and accomplishments. Yourecognize money as a flow rather than a stagnant resource. Your superiorstrategicskillsmakeyouamorecapableinvestorofyourearnedassets,butyoucangowrongbybeingoverconfident.Moneymirrorsemotion,andinvestmentsoften act irrationally. Fortunately, your expertise and high achievementsultimatelyattractequallyhighcompensation,asdoyournegotiatingstrategies.“To leave money on the table is simple incompetence,” says Martin O. “It’sunconscionable,especiallyifyouwanttosendyourkidstocollege.”Your preferred nonmonetary compensation is underwritten education,

prestige, and administrative support.Negotiate for an assistant, education, andtime to write professional articles or make speeches at industry-recognizedevents.

Blue/GoldNegotiatingTips.You’veresearchedyourworthdownto thepennybeforenegotiating.Youunderstandstrategicgive-and-takeandneveracceptaninitialoffer.Nomoneyorbenefit evergoesunclaimed; if it’s available,you’llget it. Be careful not to let your confidence sound arrogant, or to ignore thehuman side. If the boss is tired or preoccupied, pressing the case couldworkagainstyou.

Blue/RedNegotiatingTips.Youknowwhatyou’reworth,what’savailable,andhowtogetit.Youaretalentedatcompensationnegotiations,combiningstrategy,innovation,andinitiative.Youareverylikelytogetmorethanthebossplannedtogiveyou,oftenincludingperksnoonehasthoughtofbefore.Ifthebossbalks,useyoursubstantialwittobluntthetensionofnegotiationimpasses.

TheGoldCompensationStyleYourgroupwasnamedtheGoldsforitsabilitytohandlemoney.Foryou,moneyis security. Meticulous records are kept. Budgets are detailed. Statements arereconciled . . . promptly. Cash flow is accurately controlled, perhaps daily.Impulse purchases are forbidden; your “rainy day” fund always coversemergencieswhilepreventingdebt.Goldsoftenachieveearlyretirement.“About two months before job evaluations are due, I inventory all my

accomplishments of the past year.Then I look at the company’s performance,especially compared to our competitors,” says Sarah A. “I have facts at myfingertipswhenIspeaktomyboss.”Your preferred nonmonetary compensation includes titles that reflect your

ability to handle details and the power to control all areas for which you areresponsible.Negotiate forpromotions thatputyou in chargeandextra staff tooverseeallproceduresadequately.

Gold/BlueNegotiatingTips.Youaretoughnegotiators,drivenbyfearoffallingshortandlettingyourfamilydown.Youdoyourhomeworkandunderstandyourvalue to the penny.Youmay come acrossmore demanding or desperate thannecessary;ifyourbosstriestogiveyoua5percentraiseratherthan7percent,youmayfeelyoursecurityisontheline.

Gold/GreenNegotiatingTips.YourGreen component seeksharmony; arguingaboutmoneymakesyouuncomfortable.Youresearchyourworth,butmayleavethebargaining table feeling thatyoudidn’tgeteverythingpossible.Youwon’taccept the first offer, butwill likely accept the second as discomfortwith the

process grows. Your highly developed work ethic deserves top-tiercompensation,andyour family isdependingonyou.Role-playwithaBlueorRedfriendtolearnhowtogetmorethanexpected.

The bottom line—knowyour personality type,work its strengths, and face itsweaknesses.Thewordtorememberwhenitcomestocompensationismaximize.

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generationconflictorpersonalityconflict?

THEREHAVEBEEN conflicts between the generations, seemingly, since recordedtimes.Howmanyofthesemightbeclashesofpersonalityratherthanage?ColorQtoolscananalyzethesecommunicationsbarriers.Worldwide,thepercentagesofeachcolortypeinallpopulationsremainfairly

constant—Greens at 17 percent; Reds at 27 percent; Blues at 10 percent; andGolds at 46percent. (These findings are according tomy research and that ofpartsof the temperamentcommunity,which isanoffshootof theMyersBriggsType Indicator.) But each generation has overarching values and patterns ofbehavior thatcanbedescribedby theseprimaryColorQpersonalitiesaswell.For example, baby boomers as a group have embraced and emphasizedGold-typevaluesandbehaviors . . .moreonthatshortly.WhileGoldbabyboomersfeelanaturalfitwiththeirtimes,theothercolorshavetoadapttobesuccessful.Characteristics of the older generation—conservative, invested in stability,

cautiousaboutnewways—aretypicallyfoundintheGoldpersonality.Goldsarethemostpopulousofthefourpersonalitytypes(46percent)andholdthemostmanagerialpositions.TheGoldpersonalityistheprimary“boss”rolemodel.The characteristics of the younger generation—interested in the “now,”

wanting tobalanceplay andwork, seeking constant stimulation—are typicallyfound in the Red personality. It’s Reds who excel at the high-pressure, high-performance jobs of theworld—firefighter, police officer, andmilitary. Thesepositionsaremainlyfilledbytheyounggenerationoftheday.Consider the following case study, and try to guess what the source of the

conflictis.

Redvs.GoldorYoungvs.Old?

Jim,aGoldmanagingdirectorat awell-knownbank,has calledhisRedassistantWillintohisofficeandtoldhimtoshutthedoor.Jim begins by saying, “Will, I’ve got to see some performance

improvementsfromyou,startingnow.Makingyourownhourswillhavetobecurtailed; therehavebeen toomanydetails fallingbetween thecracksbecauseyou’vebeenout.Two-hour luncheswillno longerbeacceptable,even if you do stay late tomake up the time.And I’muncomfortable notknowingwhetheryou’reonFacebookordoingtheresearchI’verequested.I’mgoingtoneedmorereportingofyouractivitiesandlessfeelingthattheendsjustifythemeans.Whatdoyousuggestyoumightdoaboutthis?”Will feelsblindsided.Up to thispoint,Jimhasdonenothingbutpraise

hisperformanceandresults,albeitonlyoccasionally.Will frowns,shiftingdefensively in his now-hot seat. “I get all thework done, and I’ve nevermissed a deadline,” Will says. “I don’t know what details have fallenthroughthecracks,becausethisisthefirstI’veheardofanythinglikethis—canyougivemeanexample?”Jim falters. He had just assumed that things were falling between the

cracksas theynormallydowhenanemployee isn’tat theirdesk.Nowhefrowns.“Well . . . for example, I almost missed that conference call Tuesday

becauseyoudidn’ttellmeaboutituntiltenminutesbeforeithappened.”Will is confused. A ten-minute warning seems like ample time to

him...andJimdidn’tactuallymissthecall...IsthisacaseofRedvs.Goldoryoungvs.old?It’sboth.It’sawork/lifebalanceGenYRed(Will)tryingtounderstanda

workaholicbabyboomerGold(Jim).Andalthough the issuesaremodern(work/life balance, Facebook vs. face time), all the sources of conflict inthis case study are personality-oriented—namely, Red (spontaneous,adaptable,crisis-oriented)vs.Gold(predictable,stable,procedural).

Below the surface of cultural references, today’s workplace conflicts areusuallymorepersonality-typeclashes.ThesemosttypicallyareRedvs.Gold(asdescribed in the case study) or Green vs. Blue (people and feelings vs.detachment, strategy, and logic). To a lesser degree, there’s Gold vs. Blueconflict (stability vs. innovation) and Red vs. Green conflict (practical andconcretevs.intuitiveandabstract).Therearefourmajorgenerationsnowoperatingintheworkplace:1.Traditionalistswerebornbetween1925and1945.AsdescribedbyRitaM.

Murray and Hile Rutledge inGenerations: Bridging the Gap with Type, thisgroupenduredtwoWorldWarsandtheGreatDepression,leavingthemvaluingsecurity,community,hierarchy,andauthority.Theirworkmodelwasthemilitarystructure.1TheseareGoldpersonalityvalues.2.Babyboomers,bornbetween1946and1964,areageneration80million

strong. Competition for jobs has been fierce among boomers, breeding agenerationofworkaholicswhoputinsixty-hourweeksjusttostayinthegame.Boomers are competitive, seeking visible signs of accomplishment, whethertrophies, corner offices, or salary increases; they define themselves by theirwork.2 The boomers, like their parents, emphasizeGold values. Although thepercentages of the four color groups remain the same as the worldwidepopulationatlargeineverygeneration,babyboomerswhowereGoldsexcelled;otherColorQpersonalitiesadapted.3.GenerationXerscamerightbehind theboomers.Bornbetween1965and

1979,theyrejecttheboomers’work-centeredlifeinfavorofwork/lifebalance.Intergenerational challenges expert Phyllis Weiss Haserot of PracticeDevelopmentCounselhasdoneextensivestudiesonthecurrentfourgenerationsof workers. Now reaching their peak earning years, Gen Xers, according toHaserot, have amassed considerable expertise, still use face-to-facecommunicationaswellaselectroniccommunications,aremoreflexibleinworkstyle, havegreater acceptanceofworkplacediversity, andhave thrownoff the“entitled” label of their youth to become today’s hardworkers.3GenerationXexhibitBluevalues,favoringasrolemodelspeoplesuchasBillGates,whoareinnovativeandvisionary.4.Millennials(alsoreferredtoasGenerationY)werebornbetween1980and

2000.Theyarenotedfortheirambitionandwillworkhardforrecognition.BeaFields, coauthor of Millennial Leaders: Success Stories from Today’s MostBrilliantGenerationYLeaders,4listswork/lifebalance,information,speed,fun,creativity, and simplicity as their group values. In 2011, they constituted 28.8percentoftheworkpopulationandin2016willbeat28.3percent.Millennialsas a group exhibit Red patterns of behavior, rewarding spontaneity and theabilitytotakethingsastheycome.

At work, the generations usually relate to each other either throughmentor/menteeorboss/subordinaterelationships.Sincethedot-comdays,theserelationships do not always have the olderworker in thementor or boss role.“Themodel that interestsme,”saysChristineBirnbaumofhumanresourcesat

NewYorkLifeInvestments,“istheFacebookone—MarkZuckerbergpairedupwithanexperiencedmanager,SherylSandberg.”LoisZachary, authorofTheMentor’sGuide, saysGenYers are particularly

interested inbeingmentored forcareeradvancement,butalso inhelpingoldergenerations develop socialmedia and technology skills.5MeganAtkinson, anenergy-efficiencyprofessionalandmemberofGenY,says,“Mymostvaluableassets have beenmentors that recognizemy generation’s need for a longtermvision.”6Twoprimeexamplesof“intergenerational”conflictareolderworkershaving

to report to younger bosses and the adoptionof communications technologies.HowdotheseconflictsplayoutbetweenColorQpersonalities?

Goldvs.RedExample1:Goldyoungerboss,Redolderworker.TheGoldwillinsistthattheRed adhere to Gold’s structure and will be intolerant of the Red’s casual,freewheeling (andmisperceived, on theGold’s part, as seemingly defiant anddisrespectful) attitude. The Red may rebelliously not adopt the Gold’stechnologyimmediately,atleastuntiltheytryitandfindittobefun.

Example2:Redyoungerboss,Goldolderworker.TheGoldwillkeepaskingtheRedbossforproceduralguidance,andtheRedwillbecomeimpatientwiththeGoldsubordinate’sseeminginabilityto“wingit.”TheRedwilltypicallybeattheupperendoftechsavvy,whiletheGoldmayfinditdifficulttotransitioninto new communications. (To reiterate—these are not generational conflicts,theyareColorQpersonalityconflicts.)Goldvs.GreenExample1:Goldyoungerboss,Greenolderworker.TheGoldwill insist thatthe Green adhere to the Gold’s structure. The Green will have a hard timeadhering to linear, step-by-step procedures and will constantly bring upemotional responses or ideas that will cause customers to respond morefavorably.TheGoldyoungerbossmaybegintherelationshipmoretechsavvy,buttheGreenwillsoonseeandproposepotentialnewusesfortechnologythattheGoldmayfindirritatingandmaynotwishtoadopt.

Example2:Greenyoungerboss,Goldolderworker.Greenbosseswill try torelate warmly to their older Gold workers and prioritize making themcomfortablewiththerelationship.ThisapproachmayboomerangandmaketheGolduncomfortable.TheGreenwillspendalotoftimeworkingwithGoldsto

get them to feelcomfortableusingnew technology,giving lotsofpraisewhentheGoldmastersaskill.Goldswillgrittheirteethuntiltheirtechskillsbecomestandard operating procedure, or else they will ask for an interdepartmentaltransfer to get away from their eccentric, stream-of-consciousness, overlyfriendlyboss—attributes theGoldwillblameon theirboss’syouthbut insteadbelongtotheirGreenpersonalitytype.

Goldvs.BlueExample1:YoungerGoldboss,olderBlueworker.TheGoldwillinsistthattheBlueadheretotheGold’sstructure.Blueswilldotheminimumthatisrequiredtokeeptheiryoungerbossofftheirbacksothattheycanstrategizeandinnovatewherever possible. It is likely thatBlueworkerswill come to the relationshipequallyormoretechsavvythantheiryoungerGoldboss,andmayevenusetheirinnateloveoftechnologytosubtlyimplytheirGoldbossisn’tascompetentastheBluewouldbeintheseniorposition.

Example 2: Younger Blue boss, Gold older worker. This is almost a classictextbookcaseofwhatpeopleperceivetobeagenerationaldifference;butitis,infact,entirelypersonality-based.TheyoungerBluebosswillbethemosthighlytech savvyof all; theGoldolderworker the leastwilling toadopt technology.Thiscombinationwillbepainfulforbothparties.TheBluewillhavenopatiencefor theGold’sresistanceto techadoption; theGoldwill findhavingayoungerbossadifficultadjustmentatbest,sinceitisanuntraditionalarrangement.Thepressuretoadoptnotonlynewtechnologiesbutallthelatestpermutationswillstretch the structured and stability-oriented Gold to the brink (again, apersonality,notagenerational,conflict).

Redvs.GreenExample1:YoungerRedboss,olderGreenworker.Thisisacombinationthatcan work rather well. The younger Red boss will adopt technologyenthusiasticallyfor itspracticalaswellasentertainingapplications.TheGreenolderworkerwillbeeagertoformagoodrelationshipandwillrespondwelltotechnology’s ability to surprise and delight.Most of their conflicts will occurwhen concrete, factual, linear Reds try to communicate with abstract,metaphoric,nonlinearGreens.YoungerRedbosseswillbealternatelyamusedorannoyedbytheirolderGreenworkers,sayingthingssuchas,“Whatthehellareyoutalkingabout?SayitinEnglish.”

Example2:YoungerGreenboss,olderRedworker.GreenbosseswillgooutoftheirwaytomaketheolderRedfeelcomfortable.TheRedwillwanttobeleftaloneto“getonwithit.”TheGreenislikelytofeelunderminedbytheRedovertime(althoughRedsmayjustbetryingtogetthingsdonewithouttheburdenofhavingtodealwiththeirboss’sfeelingsallthetime).TheRedandtheGreenarelikelytobeequallytechsavvy,orwillingtobringoneanotheruptospeedwithlittleconflict.Redswillusetechnologytogetthejobdone;Greenswillexploreitsmoreartisticandmarketingpotentials.

Redvs.BlueExample1:YoungerRedboss,olderBlueworker.ThisisarelationshipwhereitwillbedifficultfortheolderBluetorespecttheyoungerRed.TheolderBlueislogical,strategic,highlyachievement-oriented,andquitetechsavvy.YoungerReds are spontaneous, collegial, fun-loving, and enjoy crises (which, if bored,they will create). Crises are anathema to Blues, who think proper strategicplanning should prevent them. Blues will disrespect younger Reds who don’tseem to “control” projects; Reds will disrespect the Blue’s inability to makeneededmidcoursecorrectionswithoutcomplaintandcriticism.Blueswillthinktheyarebetteratseeingandexploitingmoreoftechnology’spotentialthantheiryoungerbutmorepracticalRedboss.

Example2:YoungerBlueboss,olderRedworker.Thehighlytech-savvyBluebosswill attribute theRed’s resistance toadopting the latest technology to theRed’s age, but it is actually due to the Red’s preference for tools that havepracticalratherthantheoreticaluses.YoungerBluebosseswillperceiveRedsasbeinginsubordinatewhentheyputtheirfeetuponthedeskandchatorplaywithgadgets instead of putting nose to the grindstone. This is not insubordination,merely a style difference, since Reds are more casual and spontaneous. (TheBlue will realize this during the next crisis, which the Red will excel athandling.)Greenvs.BlueExample1:YoungerGreenboss,olderBlueworker.Greenbosseswillgooutoftheirway,atfirst,tomaketheBlueworkercomfortablewiththerelationship.TheBluewillbecriticalofhoweverythingisdone,challengingtheGreen.TheBluewilllikelybeequallyormoretechsavvythantheGreenandmayactuallyoffend the Green with challenging remarks. (Blues are hardwired fornonpersonalcriticisms,butGreenstakeitpersonally.)WhileGreensarethemostemotionally savvy Color Q personality, Blues often ignore social niceties(especially when engaged in a project). Young Green bosses may feel this is

insubordinationbytheirolderBlueworkerwhenitisactuallyastyledifference.

Example2:YoungerBlueboss,olderGreenworker.TheolderGreenworker,eagertoconnect,willworkveryhardtomeettheyoungerBlue’sexpectations.TheGreenwill trydiligently tobeas techsavvyas theboss,butwillbecomehighlydiscouragedwhentheBlue’s(impersonal)criticalremarksneverseemtostop.IftheGreengoesinwithemotionalcomplaints,theBlue’sresponsemaybeadetached“Livewithit.”

Although there are some cultural references and worldviews that createcommunications gaps between today’s generations, it is more likely thatconflicts are personality style–based. If addressed with a “style shifting”approach(suchasthosedescribedinthischapter,andinChapters5,10,15,20,and 25), such conflicts can transform into increased intergenerationalunderstanding and cross-generational support. “Style shifting” can build theneededbridgesthatproductivelyblendeachgeneration’suniqueexperience.

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self-coachyourwaytosuccess

THIS CHAPTER SUMMARIZES themainways to useColorQ for self-coaching, tolearnnewskills,andresolveworkplace(andpersonal)conflicts.

BLUES: Use this chapter to determine content validity and the value ofapplyingstrategieslistedinotherchapters.GOLDS:Usethismaterialasastudyguidetosummarizeyourlearning.GREENS:Useitasaquickrefresherbefore“styleshifting”todealwithadifficultcolleague.REDS:Ifallyoureadinthisbookisonechapter,makeitthisone.Gotoyourpersonalitycolorsectionbelow.

BluesWilliam (a Blue) addresses his budget committee teammates: “Our budgetingprocessisantiquated.Weneedtoincorporatethisstate-of-the-artsoftwarenow,”hesays.“No!”criesElla(aGold).“Thatcan’tbedoneinthetimeframewehave.”“Yes!”saysJohn(aRed).“Ibeta-testedit,it’sgreat!”“Maybe,”saysTerry(aGreen).“Whatdothedepartmentheadsthink?”

Bluesself-coachbestby:

Harnessingyourdesireforcompetenceandexpertise.Seekinginstructorswhoarelogical,tough,top-of-their-gameexpertswho

canpresentaccurateinformationstraightforwardly.Beingopentodebate,competition,andcriticalfeedback.

Beingfreetoexploreindepth,evaluatematerial,setgoals,measureyourprogress.

Bluesmaycomeintoconflictwithothersby:

Critiquinginwaysthatsoundlikeexcessivecriticism(Greens)Emphasizinglogicoveremotions(Greens)Constantlytryingtoinnovateand“improve”(Golds)

Disregardingdetailsandprocedures(Golds)Focusingonstrategyratherthanpracticalities(Reds)Arguingsemanticsandabstracttheories(Reds)

GoldsCamille (aGold) is inchargeof thepettycashwindowata largecorporation.Robert(aGreen)asks:“Ineed$500travelingmoneyandalso$150foraclientbreakfast;anddoyouthinkI’llneedtoupmycorporatecredit-cardlimit?”“Bringmethreeseparaterequestslips,”saysCamille.“I’llneed$12,000forthethirdquarter’sresearchmaterials,”saysQuentin(a

Blue). “My limit is $500, and it’s only July. Submit individual requests,” shereplies.“Igottahave$1,000now,Camille.I’mofftotheairport,”saysLouie(aRed)

withagrin.Camillerollshereyes.“Onlywitharequestslip,yourogue.Here.Makeitout.”

Goldsself-coachbestby:

Learningandpracticinguntilexcellenceisachieved. Finding competent instructors who provide abundant data, one-on-onefeedback,realisticdeadlines,andclearexpectations.

Reviewingmaterialsbeforeclass,thenquestioningandcritiquing.Usingchecklistsforachievingstep-by-stepimprovement.Employing real-lifedemos, case studies, labs, and simulations.Practical

experiencemustprecedetheory.

Goldsmaycomeintoconflictwithothersby:

Emphasizingproceduresoverintuitions(GreensandBlues) Preferring concrete, step-by-step planning over longterm strategizing(Blues)

Resistingchangeandinnovation;favoringefficiencyandtradition(BluesandReds)Focusingonrulesratherthanrespondingtochange(Reds)Insistingthatproceduresbefollowed(Reds)

Showingirritationwithnonsequentialdiscussion(GreensandBlues)

GreensStacey(aGreen)isteamleaderforherfirm’sofficemove.“Let’sstartbyaskingwhateachemployee’sneedsare,”shesays.“Alternatively,let’sresearchsquarefootrentalpredictionsforthenexttwenty

years,”saysOlson(aBlue).“Makeastep-by-stepToDolist,”saysRita(aGold).“Justgetthecheapestspaceandmakeitwork!”saysCarl(aRed).

Greensself-coachbestby:

Usingyourtimemanagementtalentandsettingachievablegoals.

Workingwithastudygroup(Extroverts)orworkingalonewithmanualsandreferences(Introverts).Usingalphabeticallists,metaphors,oranalogies.Graspingthebigpicturefirst,thenembellishingwithdetails.

Seeinghowmaterialwillimproveselforbetterothers.

Greenscomeintoconflictwithothersby:

Using stream-of-consciousness rather than sequential communications(Golds)Emphasizingintuitionoverstep-by-stepprocedures(Golds)

Placingvaluesbeforelogicanddetachedanalysis(Blues)Emphasizinghumanresponsesoverlongtermstrategy(Blues)

Showingempathyratherthantakingaction(Reds)Avoidingcommunicatinginconcreteterms(Reds)

Reds“Fire!”yellsAlex(aRed),whorunstogetthecomputerroom’sextinguisher.Dolores (aGold) frantically searches for the emergencyproceduresmanual.

Harry (a Blue) immediately envisions the location of each fire exit andstrategizestheoneleastlikelytobeovercrowded.Lilly(aGreen)grabshercellphone so that she can call her husband and races over to help a wheelchair-boundcoworker.

Redsself-coachbestby:

Keenly observing details and being involved, hands-on, in solvingimmediateproblems.Linkingfactstopersonalexperience,trial-and-errorexperimentation,andstoriesaboutpeople.

Seekingexperiencedsourceswhocanprovideimmediatefeedback.Usinglabs,demos,fieldtrips,andinteractivemultimedia.Being alonewith yourmanual (Introverts); learning through cause-and-effect.

Beingflexibleaboutrules,structures,anddeadlines.Keepingitfastandfun!

Redscomeintoconflictwithothersby:

Makingmidcoursecorrectionsratherthanstickingto“theplan”(Golds)Emphasizingspontaneityoverstep-by-stepprocedures(Golds)

Preferringpracticalthinkingoverabstractstrategy(BluesandGreens)Challenginginnovativestrategywithreal-worldscenarios(Blues)Takingactionratherthanshowingempathy(Greens)

Preferringconcretecommunicationtometaphorsandanalogies(Greens)

Ifyouareinleadershiprole,itisimperativetodevelopconflict-resolvingskills.Thisbookhasbeendesignedasaself-coachingresourcetouseatthestartofanymiscommunication.Give it toallyouremployees.Even ifyou’ve inheritedanemployeeconflictoflongstanding,ColorQ’s“styleshifting”techniquesbreakdownbarriersandmakepeoplereceptiveagain.The cost for improving communications in your workplace?Minimal. The

costofnotdoingit?BillionsofdollarsannuallyinlostproductivityaloneintheUnitedStates.Dohappierpeopleworkharder?WeleaveyouwithaquotefromaNewYorkTimesarticlethatexaminedthatveryquestion:“Workers’well-beingdepends,inlargepart,onmanagers’abilityandwillingnesstofacilitateworkers’accomplishments—by removing obstacles, providing help, and acknowledgingstrongeffort.”1Youholdinyourhandsallthetoolsyouneedforlongtermsuccess.

NOTESChapter3:HowtoUseThisBookforFastResults1.TeresaAmabileandStevenKramer,“DoHappierPeopleWorkHarder?”NewYorkTimes,September3,2011.

Chapter4:TheColorQPersonalitySystem:ItsFoundationandHistory1.NormanWinski,UnderstandingJung(LosAngeles:SherbournePress,1971),p.10.2.TeresaAmabileandStevenKramer,“DoHappierPeopleWorkHarder?”NewYorkTimes,September3,2011.

Chapter5:GreensOverall1.DaneenSkube,“BecomeaWizardofMultitasking!”ChicagoTribune,September12,2010

Chapter8:Green/BackupRedExtroverts1.MeganBungeroth,“EastSideroftheYear,”OurTown,March29,2012,p.20.

Chapter10:RedsOverall1.WilliamStadiem,TooRich(NewYork:Carroll&Graf,1991),p.3.2.DonaldTrumpwithTonySchwartz,Trump:TheArtoftheDeal,(NewYork:RandomHouse,1987),p.43.3.Ibid.

Chapter11:Red/BackupBlueExtroverts1.DepartmentofJusticeOfficeofPublicAffairs,“AttorneyGeneralHolderNamesSheilaL.BirnbaumasSpecialMasterofSeptember11thVictimCompensationFund,”newsrelease,May18,2011.

Chapter15:BluesOverall1.EvanThomas,“BillandHillary’sLong,HotSummer,”Newsweek,October19,1998,p.41.2.U.S.DepartmentofState,www.state.gov/r/pa/ei/biog/115321.htm.3.Ibid.

http://www.state.gov/r/pa/ei/biog/115321.htm

Chapter20:GoldsOverall1. Nico Pitney, “Sonia Sotomayor, Supreme Court Nominee: All You Need To Know,” June 1, 2009;www.huffingtonpost.com/2009/05/01/sonia-sotomayor-supreme-c_n_194470.html.2.WhiteHousenewsrelease,May26,2009;www.whitehouse.gov/the_press_office/Background-on-Judge-Sonia-Sotomayor.3.“SoniaSotomayorOverview,”NewYorkTimes,February1,2010,p.A17.4.RanaForoohar,“WarrenBuffettIsonaRadicalTrack,”Time,January23,2012,pp.34and38.5.Ibid.,p.34.

Chapter26:ApproachtoInnovation:ThePrimaryStyles1.MarkDodgsonandDavidGann,Innovation:AVeryShortIntroduction (NewYork:OxfordUniversityPress,2010),p.xi.2.Ibid.3.JaneStevensonandBilalKaafarani,BreakingAway:HowGreatLeadersCreateInnovationThatDrivesSustainableGrowth—andWhyOthersFail(NewYork:McGraw-Hill,2011),pp.15-26.

Chapter28:GenerationConflictorPersonalityConflict?1. Rita M. Murray and Hile Rutledge, Generations: Bridging the Gap with Type (Norman, OK:PerformanceConsultingPublishers,2009),p.4.2. Cam Marston of Generational Insight, presentation at the LOMA Financial Forum, 2011;www.generationalinsight.com.3. “Gen X and Y Advantages in the Business Development Game” E-Tips by Phyllis Weiss Haserot,PracticeDevelopmentCounsel,www.pdcounsel.com,June,2011.4. Bea Fields, Scott Wilder, Jim Bunch, and Rob Newbold,Millennial Leaders: Success Stories fromToday’sMostBrilliantGenerationYLeaders(BuffaloGrove,IL:WritersoftheRoundTablePress,2008).5.AllisonCheston,“HowtoFindtheRightMentor,”GlobeandMail,November18,2011.6.Ibid.

Chapter29:Self-CoachYourWaytoSuccess1.TeresaAmabileandStevenKramer,“DoHappierPeopleWorkHarder?”NewYorkTimes,September3,2011.

http://www.huffingtonpost.com/2009/05/01/sonia-sotomayor-supreme-c_n_194470.html

http://www.whitehouse.gov/the_press_office/Background-on-Judge-Sonia-Sotomayor

http://www.generationalinsight.com

http://www.pdcounsel.com

RECOMMENDEDRESOURCESFORPROFESSIONALDEVELOPMENT

BusinessCoachingCoachingandCareerReports:www.ColorQPersonalities.com.CoachingforHighPotentialWomen:LynneMorton,www.pisols.com,[email protected] Consulting and Transition Coaching: Susanne Mueller, www.susannemueller. biz,[email protected].

Emerging and High Potential Leader Coaching: Kathryn C. Mayer, www.kcmayer.com,[email protected].

ExecutiveImageCoach:AnnaWildermuth,www.personalimagesinc.com,[email protected]:RobertW.Cuddy,rwcuddy.com,[email protected]:BeaFields,http://beafields.com,[email protected].

SmallBusinessCoach:CraigJennings,www.craigjennings.com,[email protected].

CareerCoachingCareerCoach:LauraS.Hill,www.careersinmotionllc.com,[email protected] and Job Search Strategist: Cynthia Shapiro, www.CynthiaShapiro.com,[email protected].

CommunicationsCoachingandTrainingBusiness Communication Coach: Nancy Ancowitz, www.NancyAncowitz.com,[email protected].

Media Training and Presentation Coaching: Diane DiResta, www.diresta.com, [email protected],www.speechmakersite.com(SpeechMakeronlinetemplateforcraftingaspeech).

OrganizationalDevelopmentConsultant to Corporate Wellness Programs: Suzanne Brue, www.the8colors.com,[email protected].

Executive Training and Business Workshops: Andrea R. Nierenberg, www.NierenbergGroup.com,

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[email protected]:MaryLippitt,www.enterprisemgt.com,[email protected].

ManagementConsultant:RobToomey,www.Type-Coach.com,[email protected] Development and Training: Hile Rutledge, www.oka-online.com, [email protected].

OrganizationalTrainerandConsultant:RayLinder,[email protected],OrganizationalEffectiveness,andLeadershipCoaching:MaryGrahamDavis,www.davisbatesongroup.com,[email protected].

Team-Building Training and Coaching: Jane Maloney, www.interaction-inc.com, [email protected].

Workplace Intergenerational Solutions Consultant: Phyllis Weiss Haserot, www.pdcounsel.com,[email protected].

SocialMedia,Online,andTechnologyResourcesSocial Media Writer and Project Manager: Jeannette Paladino, http://writespeaksell.com,[email protected].

TheSmallBusinessWebsiteGuy:JohnSawyer,http://chonresources.com,[email protected] and Online Technologies Project Management Consulting: Janet Handal, http://janethandal.com,[email protected].

RecommendedBusinessBooksAncowitz,Nancy.Self-PromotionforIntroverts:TheQuietGuidetoGettingAhead.NewYork:McGraw-Hill,2009.

Baber,Anne andLynneWaymon.MakeYourContactsCount:NetworkingKnow-How forBusiness andCareerSuccess.NewYork:AMACOM,2007.

Butler, Susan.Women Count: A Guide for Changing the World.West Lafayette, IL: Purdue UniversityPress,2010.

Carson,Nacie.TheFinchEffect:TheFiveStrategiestoAdaptandThriveinYourWorkingLife.Hoboken,NJ:Jossey-Bass,2012.

DiResta,Diane.KnockoutPresentations.Worcester,MA:ChandlerHousePress,2009.Fields, Bea.Millennial Leaders: Success Stories from Today’s Most Brilliant Generation and Leaders.BuffaloGrove,IL:WritersofTheRoundTablePress,2008.

Hammerness,PaulandMargaretMoore.OrganizeYourMind,OrganizeYourLife,TrainYourBrain,andGetMoreDoneinLessTime.Buffalo,NY:Harlequin,2011.

Haserot, PhyllisWeiss.TheRainmakingMachine:MarketingPlanning, Strategies, andManagement forLawFirms.Eagan,MN:ThomsonReuters/West,2012.

Kay,Andrea.Life’saBitchandThenYouChangeCareers.NewYork:Stewart,TaboriandChang,2005.King,Patricia.MonsterBoss.Avon,MA:AdamsMedia,2008.Mayer,Kathryn.CollaborativeCompetition:AWoman’sGuide to Succeeding byCompeting.NewYork:CollaborativeCompetitionPress,2009.

Nelson, Audrey, Ph.D. and Claire Brown, Ph.D. The Gender Communication Handbook: ConqueringConversationalCollisionsBetweenMenandWomen.Hoboken,NJ:Pfeiffer/Wiley,2012.

Nierenberg,Andrea.MillionDollarNetworking: The SureWay toFind,Grow, andKeepYourBusiness.Herndon,VA:CapitalBooks,2005.

Sedlar, Jeri. Don’t Retire, REWIRE! 5 Steps to Fulfilling Work That Fuels Your Passion, Suits YourPersonality,andFillsYourPocket,2nded.Indianapolis,IN:Alpha/PenguinGroup,2007.


http://www.enterprisemgt.com


http://www.Type-Coach.com


http://www.oka-online.com



http://www.davisbatesongroup.com


http://www.interaction-inc.com


http://www.pdcounsel.com


http://writespeaksell.com


http://chonresources.com


http://janethandal.com


Shapiro,Cynthia.WhatDoesSomebodyHave toDo toGetaJobAroundHere!NewYork:St.Martin’sGriffin,2008.

Wildermuth,AnnaSoo.ChangeOneThing.NewYork:McGrawHill,2009.Zichy,ShoyawithAnnBidou.CareerMatch:ConnectingWhoYouArewithWhatYou’llLovetoDo.NewYork:AMACOM,2007.

BooksontheMyersBriggsandTemperamentModelsBaron,Renee.WhatTypeAmI,DiscoverWhoYouReallyAre.NewYork:Penguin1998.Berens, Linda and Dario Nardi. The 16 Types: Descriptions for Self Discovery. Huntington Beach/LosAngeles:TelosPublications,1999.

Brue, Suzanne.The 8Colors ofFitness:DiscoverYourColor-CodedFitnessPersonality andCreate anExerciseProgramYou’llNeverQuit!DelrayBeach,FL:OakledgePress,2008.

Dunning,Donna.10CareerEssentials.Boston:NicholasBrealeyPublishing,2010.Hammer,Allen.IntroductiontoTypeandCareers:CareerManagementandCounseling.MountainView,CA:DaviesBlackPublishing,1993,1996.

Hirsh,Sandra and JeanKummerow. Introduction to Type inOrganizations.MountainView,CA:DaviesBlackPublishing,1998.

Keirsey,David.PleaseUnderstandMeII.DelMar,CA:PrometheusNemesisBook,1998.Kise,Jane.IntentionalLeadership:12ToolsforFocusingStrengths,ManagingWeaknesses,andAchievingYourPurpose.Bloomington,IN:TripleNickelPress,2012.

Kroeger,OttoandDavidB.Goldstein.CreativeDifferences:UsingYourPersonalityTypetoThriveatWorkandatPlay.NewYork:Simon&Schuster,2013.

Kroeger,Otto,JanetThuesen,andHileRutledge.TypeTalkatWork.NewYork:DellPublishing,2002.Linder, Ray.What Will I Do with MyMoney? How Your Personality Affects Your Financial Behavior.Chicago:NorthfieldPublishing,2000.

Murray, Rita and Hile Rutledge.Generations: Bridging the Gap with Type. Norman,OK: PerformanceConsultingPublishers,2009.

Myers,IsabelBriggswithPeterMyers.GiftsDiffering.MountainView,CA:CPP,1995.Myers,KatharineD.andLindaK.Kirby.IntroductiontoTypeDynamicsandDevelopment.PaloAlto,CA:DaviesBlackPublishing1987,1998.

Nash,Susan.Let’sSplit theDifference:YourGuide toClarifying theDifferencesBetweenSimilarTypes.LosAngeles:RadianceHouse,2009.

Nardi, Dario.Neuroscience of Personality: Brain Savvy Insights for All Types of People. Los Angeles:RadianceHouse,2011.

Pearman, Roger and Sarah Albritton. I’m Not Crazy, I’m Just Not You. Boston: Nicholas BrealeyPublishing,1997.

Quenk,NaomiL.WasThatReallyMe?Boston:NicholasBrealeyPublishing,2002.Segal,Marci.AQuickGuidetotheFourTemperamentsandCreativity:APsychologicalUnderstandingofInnovation.HuntingtonBeach,CA:TelosPublications,2006.

Tieger,PaulD.andBarbaraBarron-Tieger.TheArtofSpeedReadingPeople.Boston:Little,Brown,1998.

Foradditional booksand resourceson theMBTIandTemperaments, checkout:CenterforApplicationofPsychologicalType(CAPT)

www.capt.org;1-800-777-CAPTCAPTofferstraining,publishestype-relatedmaterials,compilesresearchtoadvancetheunderstandingoftype,andmaintainstheIsabelBriggsMyers

http://www.capt.org

MemorialLibrary.

ConsultingPsychologistPress(CPP)www.cpp-db.com;1-800-624-1765CPP is the publisher and distributor of the MBTI Indicator and relatedmaterials.

TheMyers&BriggsFoundationwww.myersbriggs.orgAnot-for-profitfoundationestablishedbytheIsabelBriggsMyersfamily.

http://www.cpp-db.com

http://www.myersbriggs.org

KeirseyTemperamentTheorywww.keirsey.comPublishesandrepresentstheworkofDavidKeirseyandothersspecializinginthetemperamenttheory.

http://www.keirsey.com

INDEXTheindexthatappearedintheprintversionofthistitlewasintentionallyremovedfromtheeBook.Pleaseuse the search functiononyoureReadingdevice for termsof interest.Foryour reference, the terms thatappearintheprintindexarelistedbelow

Aldosari,MobarakAbdulhadiAlsted,MatthewB.AristotleAssociationforPsychologicalTypeInternational,Atkinson,Megan

babyboomersBirnbaum,ChristineBirnbaum,SheilaL.Blake,LilyKlebanoffblindspots

inBlue/GoldpersonalitiesinBlue/RedpersonalitiesinGold/BluepersonalitiesinGold/GreenpersonalitiesinGreen/GoldpersonalitiesinGreen/RedpersonalitiesinRed/BluepersonalitiesinRed/Greenpersonalities

Blue/GoldExtrovertsblindspotsincommunicationbyproblemsolvingself-coachingMarkW.Smith

Blue/GoldIntrovertsblindspotsincommunicationbyVanessaA.McDermott

problemsolvingself-coachingMarkTaylor

Blue/RedExtrovertsMatthewB.Alstedblindspotsincommunicationbyproblemsolvingself-coaching

Blue/RedIntrovertsblindspotsincommunicationbyproblemsolvingself-coachingJamesG.Squyres

BluesHillaryRodhamClintoncommunicationwithcompensationstyleGold/BlueinteractionwithGold/GreeninteractionwithGreen/GoldinteractionwithGreen/RedinteractionwithPhyllisHabermanintergenerationalconflictwithBluesintergenerationalconflictwithGoldsintergenerationalconflictwithRedsoverviewpercentageinworldpopulationrecognizingRed/BlueinteractionwithRed/Greeninteractionwithresponsetoinnovationrequestself-coaching

Briggs,KatharineCookBrill,StevenBuffett,Warren

Case,Alancasestudies

Dr.MobarakAbdulhadiAldosariMatthewB.AlstedSheilaL.BirnbaumStevenBrillWarrenBuffettoncareernotworkingHillaryRodhamClintonMargaretDavisErikDetiger

ChristopherL.DuttonMarthaClarkGossPhyllisHabermanHughHeislerRandolphA.HoganEdwardKochSilvesterLangoCarolynMaloneyVanessaA.McDermottKatharineMyersMichaelNasoCountessEdithaNemesDr.MehmetOzDianeSawyerMarthaSloaneMarkW.SmithSoniaSotomayorJamesG.SquyresMarkTaylorFionaThompsonDonaldTrumpGeorgeYarocki

categoryinnovationclients,colorgroupsClinton,HillaryRodhamColorQmodel

assessmentofothersbasicscolorgrouppercentagesinworldpopulationfoundationandhistorywhatitisnot

communicationbyBlue/GoldpersonalitiesbyBlue/RedpersonalitieswithBluesbyGold/BluepersonalitiesbyGold/GreenpersonalitieswithGoldsbyGreen/GoldpersonalitiesbyGreen/RedpersonalitieswithGreensbyRed/BluepersonalitiesbyRed/Greenpersonalities

compensationnegotiationsconceptualinnovationconflictinworkplace

generationvs.personalityconflictstyle,ofGreensCormun,Martin

corporatecultureoptimalfitforBlue/GoldpersonalitiesforBlue/RedpersonalitiesforGold/BluepersonalitiesforGold/GreenpersonalitiesforGreen/GoldpersonalitiesforGreen/RedpersonalitiesforRed/BluepersonalitiesforRed/Greenpersonalities

Davis,Margaretdecisionmaking,seeproblemsolvinganddecisionmakingDetiger,ErikdisengagedworkersDodgson,Mark,Innovation:AVeryShortIntroductionDutton,ChristopherL.

executivepresenceforBlue/GoldpersonalitiesforBlue/RedpersonalitiesforGold/BluepersonalitiesforGold/GreenpersonalitiesforGreen/GoldpersonalitiesforGreen/RedpersonalitiesforRed/BluepersonalitiesforRed/Greenpersonalities

Extrovert/IntrovertdimensionforBlue/GoldpersonalitiesforBlue/RedpersonalitiescluesforassessingothersandcommunicationforGold/BluepersonalitiesforGold/GreenpersonalitiesforGreen/GoldpersonalitiesforGreen/RedpersonalitiesforRed/BluepersonalitiesforRed/Greenpersonalities

Ferguson,FatherWilliamFields,Bea

GalenGann,David,Innovation:AVeryShortIntroductiongenerationconflict,vs.personalityconflictGenerationXersGenerationYersGold/BlueExtroverts

blindspotsincommunicationbyMarthaClarkGoss

problemsolvingself-coaching

Gold/BlueIntrovertsblindspotsinStevenBrillcommunicationbyproblemsolvingself-coaching

Gold/GreenExtrovertsblindspotsincommunicationbyproblemsolvingself-coachingMarthaSloane

Gold/GreenIntrovertsblindspotsincommunicationbySilvesterLangoproblemsolvingself-coachingGeorgeYarocki

GoldsBlue/GoldinteractionwithBlue/RedinteractionwithWarrenBuffettcommunicationwithcompensationstyleGreen/GoldinteractionwithGreen/RedinteractionwithintergenerationalconflictwithBluesintergenerationalconflictwithGreensintergenerationalconflictwithRedsoverviewpercentageinworldpopulationrecognizingRed/BlueinteractionwithRed/Greeninteractionwithresponsetoinnovationrequestself-coachingSoniaSotomayor

Goss,MarthaClarkGreen/GoldExtroverts

blindspotsincommunicationbyErikDetigerproblemsolvingself-coachingFionaThompson

Green/GoldIntroverts

Dr.MobarakAbdulhadiAldosariblindspotsincommunicationbyproblemsolvingself-coaching

Green/RedExtrovertsblindspotsincommunicationbyCarolynMaloneyproblemsolvingself-coaching

Green/RedIntrovertsblindspotsincommunicationbyKatharineMyersself-coachingstressorsfor

GreensBlue/GoldinteractionwithBlue/RedinteractionwithcommunicationwithcompensationstyleGold/BlueinteractionwithGold/GreeninteractionwithintergenerationalconflictwithBluesintergenerationalconflictwithGoldsintergenerationalconflictwithRedsoverviewDr.MehmetOzpercentageinworldpopulationrecognizingRed/BlueinteractionwithRed/GreeninteractionwithresponsetoinnovationrequestDianeSawyerself-coachingSheikaHessaSalemAlSalmanAlSabah

Gregory,Bruce

Haberman,PhyllisHaserot,PhyllisWeissHeisler,HughHippocratesHogan,RandolphA.HumanCapitalReport

innovationconceptuallevelsof

Innovation:AVeryShortIntroduction(DodgsonandGann)intergenerationalconflictIntrovert,seeExtrovert/Introvertdimension

Jung,Carl

Keirsey,David,PleaseUnderstandMeKoch,Edward

Lango,Silvester

Maloney,CarolynmarketplaceinnovationmaterialinnovationMcDermott,VanessaA.McIvor,PeterTheMentor’sGuide(Zachary)MillenialsModernSurveymonetarycompensationMonte,PhilippeMontez,ElainaMyers,IsabelMyers,KatharineD.Myers,PeterMyersBriggsTypeIndicator(MBTI)

Naso,MichaelnegotiationsoncompensationNemes,CountessEdithanonmonetarycompensation

Ogilvy,MaxoperationalinnovationOz,Dr.Mehmet

peopleskills,ofGreenspersonalbrand,seeexecutivepresencepersonalityconflict,vs.generationconflictPetty,RolandPleaseUnderstandMe(Keirsey)problemsolvinganddecisionmaking

byBlue/GoldpersonalitiesbyBlue/RedpersonalitiesbyGold/BluepersonalitiesbyGold/GreenpersonalitiesbyGreen/GoldpersonalitiesbyGreen/RedpersonalitiesbyRed/BluepersonalitiesbyRed/Greenpersonalities

productinnovation

Red/BlueExtrovertsSheilaL.BirnbaumblindspotsincommunicationbyMichaelNasoself-coachingstressorsfor

Red/BlueIntrovertsblindspotsincommunicationbyMargaretDavisself-coachingstressorsfor

Red/GreenExtrovertsblindspotsincommunicationbyHughHeislerself-coachingstressorsfor

Red/GreenIntrovertsblindspotsincommunicationbyChristopherL.Duttonself-coachingstressorsfor

RedsBlue/GoldinteractionwithBlue/RedinteractionwithcommunicationwithcompensationstyleGold/BlueinteractionwithGold/GreeninteractionwithGreen/GoldinteractionwithGreen/RedinteractionwithRandolphA.HoganintergenerationalconflictwithBluesintergenerationalconflictwithGoldsintergenerationalconflictwithGreensEdwardKochCountessEdithaNemesoverviewpercentageinworldpopulationrecognizingresponsetoinnovationrequestself-coachingDonaldTrumpyoungerpopulationin

Samuels,Brent

Sanchez,TobySawyer,Dianeself-assessmenttestself-coachingSloane,MarthaSmith,MarkW.Sotomayor,SoniaSquyres,JamesG.stressors

forBlue/GoldpersonalitiesforBlue/RedpersonalitiesforGold/BluepersonalitiesforGold/GreenpersonalitiesforGreen/GoldpersonalitiesforGreen/RedpersonalitiesforRed/BluepersonalitiesforRed/Greenpersonalities

Taylor,Markteamparticipation

byBlue/GoldpersonalitiesbyBlue/RedpersonalitiesbyGold/BluepersonalitiesbyGold/GreenpersonalitiesbyGreen/GoldpersonalitiesbyGreen/RedpersonalitiesbyRed/BluepersonalitiesbyRed/Greenpersonalities

Thompson,FionaThoreau,HenryDavidTraditionaliststransformationalinnovationTrump,Donald

workplaceadjustmentsgenerationsoperatingin,seealsocorporatecultureoptimalfit

worldpopulation,colorgrouppercentagesin

Yaroki,George

Zachary,Lois,TheMentor’sGuide

ABOUTTHEAUTHORS

ShoyaZichy is the creator of the award-winning Color Q personality profilesystem.FormerlypresidentofAPTNYC,theMyersBriggsAssociationofNewYork,herrosterofimpressiveclientsincludesMerrillLynch,BankofAmerica,UBS,andtheU.STreasury.SheistheauthorofCareerMatch.ShelivesinNewYorkCity.

Ann Bidou is the coauthor of Career Match and has written for variouspublications.ShelivesinFallsVillage,Connecticut.

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Personality Power: Discover Your Unique Profile--and Unlock Your Potential for Breakthrough Success