Typing the psychology of people is a difficult and specialist task and, above all, not mine. However, in twenty years of professional experience I have learned to distinguish four types of managers or, perhaps, it would be better to say four distorted ways of approaching one's role. Those who manage a Management Team often have the thankless task of coordinating different personalities, who have different expectations and who (im) pose themselves in a way that is difficult to reconcile with the needs of the work group. The challenge is to orchestrate the different contributions through clear and decisive leadership. But let's see these five ways.
These are managers who attribute an immeasurable sense of importance to their role. They are certainly the happiest people to be part of the Management Team and this excites them. The problem is self-centeredness, which completely anesthetizes their empathic capacity. They are people who do not care what others hear (and say) and conceive Management Team meetings as a stage for themselves. Obviously, these are people with an extraordinary hypersensitivity to criticism.
The passive-aggressive types
They are managers with a natural anger towards the world. They often arrive late to meetings. They have a strong aversion to the rules (when it concerns them), but they are ruthless with those who do not respect them. During the Management Team meetings they have a discontinuous level of interaction conditioned by their personal interest.
They are managers who are constantly under tension, who accuse their collaborators and colleagues of all the company's ills. During Management Team meetings they tend to scream and have no strong self-control. It is not unusual for the language to be coarse and vulgar as well. They are convinced that they are as good as they are perpetually pissed off.
It is the managers who always feel on the wrong side. They live constantly offended. During the Management Team meetings they have the air of someone who no longer believes in them and knows that things don't change anyway. They propose more problems than solutions and suffer from teamwork.
Nice little guys, no doubt about it! But how can these character drifts be managed? At the beginning I was talking about clear and firm leadership. Now I would like to add a few more elements, with the help of clinical psychiatry professor Judith Orloff, a professor at UCLA (University of California, Los Angeles). This lady has published a very interesting book, entitled "The Power of Surrender". The volume is entirely dedicated to the importance of knowing how to give up. Our life is completely overwhelmed by the resistance we oppose to things and we are unable to be happy because we do not "surrender" to the inevitable reality. Death, old age, relationships with strangers, offenses, pains, these are all occurrences of life to which it is better to surrender to find one's inner serenity. Points of view. However, this is not the point of the book that I would like to propose to you, as much as that relating to the management of people. Let's get back to the point.
How to manage the four methods described above in a Management Team Meeting?
Surrendering. Yes, that's right by giving up. That is, not opposing resistance to typicality, but bringing them to their most "depraved consequences". To standardize the behaviors of the top management of a company it is not advisable to oppose a competing and adverse behavioral model, but it is necessary to bring to evidence the aberrations of behaviors contrary to the interest of the company. I don't mean that you have to be passive, quite the contrary. The negative consequences of certain behaviors must be wisely managed.
For example, if someone is in the habit of always arriving late, instead of waiting for them, start the meeting smoothly. Rather, "steer" the meeting in such a way that the topics that were important to the latecomer are discussed immediately. In short, giving up also has its advantages.