As leaders, we must understand people. We must understand who they are and what makes them tick, but we also must understand ourselves and how we all differ. In a team environment, which we all work in, knowing your behavior traits and the ones of your teammates is essential. Why are some people so patient and relaxed? Why are some so pushy, controlling and impatient? Why are some enthusiastic, optimistic and social? Why are some systematic, objective and logical? Four great questions that might seem random, however, each covers the four types of behavior profiles, as defined by author Thomas Erikson. Erikson’s research and practical experience focus on the importance of understanding one’s own behavior and the behavior of teammates and how this understanding can lead us to be better leaders and better people.
Behavior traits
So, do you exhibit “red,” “yellow,” “green” or “blue” behavior traits? OK, now you’re asking yourself, “What is this dude with the giant mustache talking about?”
We all notice traits that we have in common with others, but we also notice the traits of people who we don’t necessarily believe that we have a connection with. Why is that? Well, we are imperfect people in an imperfect world who are trying to do the best that we can for our personal and professional lives. Unfortunately, sometimes that’s at the cost of adult behavior. People act rashly. They complain about things that they don’t need to. They make small issues into big problems. They can’t have difficult conversations without getting angry.
Why do some struggle to get along and to have a basic understanding of one another?
Look at the four color-coded behavior profiles that Erikson devised to see whether you can figure out which color profile, or profiles, you are a part of. (More than likely, you have traits from a couple of the colors.)
Red: aggressive, ambitious, strong-willed, goal-oriented, pushing, problem-solver, pioneer, decisive, innovator, impatient, controlling, convincing, performance-oriented, powerful, results-oriented, initiator, speed, timekeeper, intense, opinionated, straightforward, independent
Yellow: talkative, enthusiastic, persuasive, creative, optimistic, social, spontaneous, expressive, charming, full of vitality, self-centered, sensitive, adaptable, inspiring, needs attention, encouraging, communicative, flexible, open, sociable, imaginative, easygoing
Green: patient, relaxed, self-controlled, reliable, composed, loyal, modest, understanding, lengthy, stable, prudent, discreet, supportive, good listener, helpful, producer, persistent, reluctant, thoughtful, conceals feelings, considerate, kind
Blue: conscientious, systematic, distant, correct, conventional, seems insecure, objective, structured, analytical, perfectionist, needs time, reflecting, methodical, seeks facts, quality-oriented, scrutinizes, follows rules, logical, questioning, meticulous, reflecting, reserved
After reading those, you likely thought of certain people and probably said to yourself multiple times, “That’s me.” As you likely noticed, people can have traits from two of the colors. The point here is that we all are different—the way that we act, the way that we dress, the way that we communicate, the way that we handle problems, the way that we work, the way that we organize, the way that we show that we care or don’t care and so on.
Balancing traits
Return to the lists of behavior profiles and this time rationally look at the traits in each of the lists with a lens of objectivity, of reality, to see whether you can figure out what behavior traits that your teammates exhibit.
As you will notice, each behavior profile has traits that can be seen as positives and negatives, depending on perception. Obviously, these perceptions will differ based on whether one falls within the red, yellow, green and/or blue profiles.
Are you starting to get it? This stuff is confusing—yet we’re supposed to lead people who have these behavior traits during dangerous and high-stress situations? Yes, we absolutely are. Just because you have a red behavior profile doesn’t give you the right to be aggressive in a conversation.
That said, people who have a red behavior profile don’t see themselves as aggressive; they see themselves as normal. People who have a blue, yellow or green profile see the red-profiled people as aggressive. In contrast, a person who has a red profile sees a green-profiled person as too laid-back—but to the green-profiled person, it’s normal to be laid-back.
What? I can hear many of you saying, “Dr. David, you aren’t making any sense here.” Trust me, I know where you’re coming from. This is exactly the problem that we have daily when we simply try to get things done. How do we balance all of this for a productive and professional organization?
Improving behavior
None of us are perfect in the behavior area. Yes, some are better than others, and some just hide it better, while others might not care whether it’s hidden or out in the open. Unfortunately, some don’t know that they’re behaving a certain way. It’s who they are. None of them are bad people, but at what point do these characteristics stymie someone personally and professionally or an organization? Can these traits do that? Are we able to control what we are, so we can be better? Are we able to assist teammates to improve their behavior profile, so the organization can be better? I believe so completely.
It takes effort and coaching on the leader’s part and the willingness to improve on the teammates’ part. Yes, we have core parts of our behavior that are who we are. However, when we’re cognizant of how we’re viewed and how the behavior traits that we exhibit allow us to connect with our team, we can make drastic improvements to areas in need.
This is my challenge to you: Send the color-coded behavior traits to your team. Ask them to take a hard look at themselves to identify their traits. This will at least give them an idea of their own traits, and, hopefully, they can look at their teammates and do the same. It makes conversations much easier and gives you an understanding of your team. Without that, you can’t help them to improve their behavior, and you, in turn, can’t improve your behavior either.
To lead a team, you must care for them. You must appreciate them. You must show them that you care even when there is nothing reciprocated. You must respect them. You must experience difficult conversations with them. You must mentor them. You must educate them. You must love them. However, you can’t do any of this if you don’t know them, if you don’t know yourself, and if you don’t know how the behaviors that are exhibited affect functionality and morale.
I’m blessed to learn this in real time about my team and about myself. It makes me want to do better for them every day. I hope you’ll try to do the same. If not, you won’t understand the most important and valuable resource you have as a leader—your people.
