How Do I Know Which Type I Am Dealing With?

While it does take experience to identify each of the four personality types, it is not as difficult as it might seem because there are some early clues. None is conclusive, so operate with care. The test is that, when all is said and done, if the person's eyes light up with your ideas or suggestions you are probably on the right path. This article discusses how to speak to different people during information and job interviews.

Speaking the Four Languages

There are four personality types: Producer, Analyzer, Visionary and Friend. We must speak their distinct languages or we will not be listened to by the other person. Let's look at each of the characters.

A. Encountering a Producer (P)

P's are the engines that drive an organization. Bosses love them, while others fear them. Because they get results, they are common in results-oriented enterprises. Theirs is a black-and-white world. "Don't bother me with details."

Because they are achievers, they have an implied status within the company that often exceeds their actual rank; when they speak, others feel they must listen. Thus, their black and white arguments or just let me do it attitude can be influential and often disruptive.

Try to communicate with the P as follows:

Dealing with P's

Keep any message to P's brief because they are impatient with details.
Start with the results or the answer first, to satisfy their impatience.
Supply details later if asked.
If the P is your superior and you're having trouble getting through, remember that you have to hit P's hard to get their attention.
Suggest some degree of urgency; P's are in their milieu responding to immediate crises.
P's can be brutally frank towards you, and you can be brutal back (but fair); they have thick skins.
P's look at what things do--the functionality of the idea; sell P on what the idea does.
Yes from P's means yes.
No from P's means no.

B. Encountering an Analyzer (A)

A's thoroughness and careful attention to detail, while crucial to the success of any enterprise, can lead them off the main issue and quickly into the minutia of the situation.

It can drive mere humans crazy. Their logic will present a picture that is in-arguably factual but may be inappropriate to the situation--the lining up of the deck chairs while the Titanic is sinking.

In situations with A's, you will confront computer-like minds that are always working, always analyzing, minds that need to be fed a constant stream of data. If the picture is not absolutely clear, down to the last detail, A's will not be satisfied. Even in everyday life, A's salads have to have the right mix of vegetables and the right dressings on the side so they can apply the right amount. Exactly the right fluffiness of pillows accompanies A's to their bed-times.

Dealing with A's

When presenting information to A's, don't go on to the next step until they understand and you thus have A's acceptance so far. If you lose them at the beginning, you will lose them altogether.
Go much more slowly than usual, to let A's process information. Watch if they are paying attention. If the A's eyes are wandering, it means they are processing information. Pause to allow that to happen.
Ensure the conventional method is in place or, if different, that it is carefully explained to the A's.
A's like to have the meeting start and end at the agreed time.
A's want to begin with an overall plan of where you are going; an exact schedule of events for the topic at hand. Make sure A's have copies of your meeting agenda or your plan of attack.
When A's ask detailed questions, go to great lengths to acknowledge the question without answering it (unless time permits) and write it down to deal with later. Keep to your overview or you'll not get done on time and A's want you done on time. You must answer the questions, or set a mechanism or a time to answer the questions later.
Use precise numbers; A's will catch you on simple errors easily (and lose confidence in you). It isn't "around 300." It's "308"; or it's not "308" but "317."
Since A's focus on the details of the plan, go into one of the details and sell them on the precision of it.
A's dislike the unpredictability of V's and they dislike flashy presentations.
Yes from A's means yes.
But a no from A's means maybe. Most of the time A's will answer a question with no. That is because "no" from an A is derived from: "I am not sure at this time, so I need to assess the information more. To be safe, I will tell you 'no' at this moment. Later, when I have finished my analysis, I may give you a 'yes' for the issue, if my analysis points that way." So don't be put off by a stream of "no's" from an A; "no" can turn into "yes", later.

C. Encountering a Visionary (V)

V's are driven to be front and center, to have the audience eating out of their hands. This type of obvious recognition fuels the engine of V's. With a limited attention span and a constant need for variety and change, V's.

are the agents of change of any enterprise. They are the trailblazers leading to new paths where others would fear to tread.

Overall, you do not want to compete for the limelight with V's, but leave them alone in the spotlight; as the hero, the genius, the creative innovator, or the star of the show.

Dealing with V's

V's reject ideas that are not theirs. V's want to participate in the excitement of the new idea. Therefore, have creative aspects within your presentation or tasks for V's to work on, to keep them involved and their limited attention spans engaged.
Don't expect V's to write things down or to remember things.
V's change their minds daily, if not hourly. Keep tabs on them later.
V's enjoy conflict, so expect them to try to get you flustered. Stay calm and do not vent your anger at the V's; they are behaving normally for V's.
V's focus on excitement or innovation. Sell them on the uniqueness of your idea.
V's dislike the challenge of other V's. V's will compete with other V team members for your attention.
If you present V's with an inflexible situation or answer, they will resist the straitjacket and react strongly.
For V's, "I want" means "I have." That is, if V's want something, they consider it to be done. For example, if V's want a sale from a particular client, they will talk as if the sale is already in the bag (and be spending the money long before it arrives).
V's need to repeat communications back for confirmation (because they are not good listeners).
"Yes" from V's means "maybe." When V's say "yes," they are saying: "I think your idea is great and I love it. Now if all the stars are aligned, I will go ahead with it. However, if later I find I don't have the time or the money or am not distracted with other things, we can move forward on your project." Thus upon getting a "yes" from a V, you have to keep on checking to ensure it is still a "yes" situation right up until implementation.
"No" from a V means 'no'.

D. Encountering a Friend (F)

F's spell reliability for companies. They can be counted on to stabilize situations, smooth ruffled feathers, and work towards the goals of teamwork and co-operation. They take charge of companies' social events to assist

in overall togetherness within corporations. They attempt to put out the fires of destructive conflict. In an effort to put out those fires, driven by their high need for approval, they appear to give in to whoever makes the most noise, and hence can be viewed by others as "wishy-washy."

Dealing with F's

If F's are involved in the decision; establish contact with all other influential people before you pass your ideas to F's. Since F's focus on those who have influence, you should sell F's the concept of belonging-- show that the key players agree on the idea. For the extreme F, the key is universal agreement.
F's greatest P.A.V.F. conflict styles are with the directness and solo style of P's.
"Yes" from F's means "maybe" because there are so many issues to consider in evaluating all the influential factors before determining directions.
"No" from F's means "maybe" for exactly the same reason as above; there are just too many factors.

E. The Test

As you speak to the individual, you need to test that you are going down the right path. One test, as mentioned in para 4 above, is that if the person's eyes light up with your ideas or suggestions you are probably on the right track.

More specifically, ask them P, A, V or F questions and see if they respond with enthusiasm. For example:

P: Is this idea going to deliver the kind of results you want?

A: Has this concept the degree of care and thoroughness you would like? Is it organized enough? Is it safe and risk-free enough?

V: Will this idea enhance your image (or your department's image)?

F: Can this sort of approach turn out to be effective with your team members?

In all cases, each personality will care about that question. If they are indifferent to the question, you may be barking up the wrong tree. Test another one.