On getting boards to work together more effectively

Getting Personal by Caroline Oliver

Policy Governance may supply a coherentffamework for board work, but even the most conscientious board must still find a way to manage the personal dynamics that can determine how well people work together. In this article, governance consultant Caroline Oliver presents one useful approach for understanding and working effectively with dq- ferent personality types.

T COIJLD BE ARGUED that the less diverse I the personality types of board mem- bers, the more efficient the board will be. One of the biggest distinctions of gover- nance as a form of leadership is that the board is a set of individuals operating as a single entity. As John Carver points out in Boards That Make a Difference, “Melding multiple peer viewpoints and values into a single resolution is peculiar to a group acting collectively as a manager.”l

However, before attempting to bypass the problems diversity poses by inserting something like “must be an introvert” or “only A-type personalities need apply” into our criteria for all board member searches, we must consider the fact that the need for diversity is the whole point of having a board in the first place. If we were happy for just one type of person with one outlook to be responsible for the leader- ship of all our organizations, we wouldn’t have invented boards. It has repeatedly been proved that none of us is as smart as all of us. So it seems that we are stuck with each other whether we like it or not-in all our variegated psychological forms.

Yet the fact remains that we do need to get along with each other well enough to be able to dialogue and reach a reason- able amount of consensus. If our interac- tion outcomes are determined, as they often are, by our reactions to personali- ties, what chance is there for the issues to get considered, let alone resolved? Are boards with a variety of personality types doomed to inefficiency and irritability?

A New Approach That Actually Works

I recently came across an approach to dealing with the inevitable personality

differences that I think might help us atl communicate better, achieve the desired results, and therefore do the job of gov- erning more effectively. The main rea- sons I like the approach I am putting forward in this article is that it is very simple and is easy to remember and to use in the moment that communication is happening.

I learned of this approach while attending a program run by Tremplin Communications, a company that specializes in helping organizations develop productive relationships with their clients. The Tremplin approach to personality styles is based on the work of Robert and Dorothy Bolton, authors of several books on related subjects,2 which is rooted in the works of Carl Jung.

Many of you will already be familiar with a variety of personality type diag- nostics such as Myers-Briggs and True Colours. These tools offer an introspective approach to helping individuals recognize their own predominant personality traits. Tremplin’s approach is focused on equipping us with a practical, easy-to- use framework for recognizing easily detectable behavioral traits in others- for the sole purpose of enabling us to communicate effectively, regardless of our own personality.

purpose of communication is to align widely varying perspectives enough to enable a mutually acceptable conclu- sion to be reached and hence a result to be accomplished. Building on the indisputable truth that genuine consen- sus can be built only where mutual respect and trust have been established, Tremplin demonstrates how powerful we can be when exerting influence with

Tremplin postulates that the primary

integrity. This is accomplished by using Tremplin’s simple tools to recognize key drivers or “hot buttons” in another’s behavioral pattern and then simply posi- tioning your proposition in language terms the other person can both under- stand (respect) and accept (trust).

To accomplish this, Tremplin emphasizes the increased use of our unique capability to choose our reac- tions consciously rather than reacting unconsciously or emotionally to the myr- iad stimuli introduced in any human interaction, especially those involving contentious issues.

We will take a more detailed look at some specifics of the personality styles. But first Tremplin has three very impor- tant caveats:

1 . Personality styles are predominant but not pure. A person’s style will vary under different circumstances (for exam- ple, when under unusual stress). What matters in terms of being able to com- municate well is recognizing your lis- tener’s personality style at the moment you are in the conversation. This avoids the dangerous assumption that we can always “pigeonhole” another human, which would severely limit our ability to adapt to different circumstances.

2. No personality style is better than any other personality style-styles are simply different. It may be that you feel more comfortable with some styles than others, but that doesn’t mean that those styles are better; all you can conclude is that they are more naturally compatible with your own. Furthermore, as we will see shortly, we can compensate for this “natural” incompatibility by adjusting our words and behavior appropriately, thereby pro- ducing startling improvements in mutual trust and understanding.

3. If you are really committed to com- municating well, forget aboutyour own personality style. The surprising truth is that it’s not about your style but about being able to adapt to the other person’s style. Simple adjustments enable your listeners hear what you are saying in terms familiar to them so that they can understand more readily, unimpeded by

4 B O A R D L E A D E R S H I P

their natural resistance to styles other than their own. Consequently, they open more to what you have to say and also feel comfortable (safe) enough to make their own contributions.

The Four Personality Types What follows are generalizations-rules of thumb, indications-this is not a pre- cise science. All of us have a predominant style, mixed with varying proportions of the other styles. This art simply requires that we recognize the style we are facing right now.

And so to the heart of the matter, the four styles themselves-just four. As stated earlier, it is simple.

The Analytical. Analyticals want the hard facts and precision-no approxima- tions, please. They want the details and they want proof. They will therefore typi- cally ask a lot of questions, especially “how” questions: How did you arrive a t that conclusion?They tend to move very little, avoid eye contact, and come across as rather cool and distant. Analyticals will resent and resist efforts to take action prior to a thorough, logical examination of all alternatives-after all, thorough- ness and attention to detail require time, don’t they?

The Driver. Drivers want to get to the point-quickly. They want to know “what,” especially what’s the bottom line? They speak briefly, with strength and authority, and expect rapid, specific results. They move very little physically, but when they do, drivers move quickly. Some people perceive drivers as insensi- tive and intimidating due to their direct- ness. They are easily upset if they feel you are wasting time, are inefficient, or are not getting to the point-time is money! Drivers become uncomfortable and aggressive if they feel they are losing control of a situation.

The Amiable. Amiables are warm and friendly and want everyone to be com- fortable. Placing a high value on relation- ships, they want to know you personally and explore your values and concerns. Always sensitive to others, they don’t

want to hurt anybody and so avoid con- flict because it is threatening to them. They like visual and physical contact and a harmonious atmosphere. Amiables will resist moving forward on issues until they are comfortable with you personally and with your intentions: Are you a good person? Can I trustyou?

The Expressive. Expressives want to impress, so.they are very conscious of their status and image. They want to know such things as Who are you?and Whom do you know?They are talkative and enthusiastic and have strong opin- ions and beliefs. They change direction often, are easily bored, gesture exten- sively, and often seek attention. They lose interest quickly if they suspect you can’t assist them in reaching their goals or if you discuss matters that don’t interest them personally. They operate more on intuition and emotion than on strict logic.

Dealing with the Personalities I suspect that as you read the personality profiles, the faces of various of your fel- low board members came sharply into focus. But what’s the point of all this? you may well ask. The point is that when you understand an individual’s style, you will be able to communicate with that person far better. You will understand his or her “hot buttons” (what he or she considers important), and you can optimize your impact by speaking in the way the other person will receive you best-speaking that person’s language, as it were.

Speaking to the group as a whole requires some adjustments, and I will address the best way to handle that sit- uation in a moment. However, during much of the time you spend in board meetings, you will be addressing your- self to one person-typically, the pro- poser or the opposer of something you feel strongly enough about to want to comment on, object to, or explore further.

In these cases, take a moment to con- sider the personality style of the person you are talking to. If the person tends toward the analytical, be straight and unemotional and meticulous. Present the facts, provide documentation, and give the person time to consider your

position. Be reasoned and precise, not dramatic and general. Don’t rush the board member or expect an enthusiastic response: analyticals respond logically, not emotionally.

With amiable associates, be warm, sincere, and friendly. They only trust people who show genuine empathy, so show concern for the impact any pro- posed action may have on people. Invest in building a personal relationship, and seek the common ground between you. Remember, amiables detest conflict. They don’t care how much you know until they know how much you care!

If you are talking with an expressive, listen hard for and acknowledge the per- son’s contribution. Be more animated in your speaking tone while keeping your focus. Whenever possible, show how your position will either enhance or reduce the risk to the person’s image. Look for opportunities to make sincere compliments, and avoid compromising the board member in front of others.

If you are talking with a driver, be brief and concise-keep to the executive sum- mary approach. Touch only on the most critical issues while indicating how those issues influence the desired result. Err on the side of brevity-the other person will let you know if he or she needs more information.

Putting the Personality Approach into Action Let’s examine how you might handle an issue differently depending on which personality type you are addressing. When advocating a position to the group as a whole, Tremplin recommends that you address members as if they were all drivers. Give a short, clear, logical pre- sentation containing the basic facts, the other possible options, and your final conclusion, ending with the request you wish to make of the board. However, before beginning your address, advise everyone that you have prepared docu- mentation to support your conclusions that you will provide at the end (this allows analyticals to relax, knowing that a solid rationale was used). Also announce

(continued on back page)

M A Y - J U N E 2 0 0 1 5

Getting Personal (continuedfrom page 5)

that a brief question or discussion period will follow (this atlows expressives time to put forward their views). Amiables will be content if there is harmony in the room and will go with the flow.

In the ensuing discussion, if your board is as diverse as most, you will be responding to requests for more detail from the analyticals, concerns about the impact on various stakeholders from the amiables, and some dramatic but unpre- dictable points from the expressives.

So why not be prepared? Have detailed backup data to hand out for the analyticals to consider. Show the ami- ables that you share their concern and have thought about how to minimize any negative impact on shareholders, clients, or employees. And be ready to listen hard to the expressives and show respect for their point, whatever it is. Respect is key in communication, and this means avoiding one of the most compelling of

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human tendencies, the tendency to judge others on the basis of our own val- ues. As we have seen, every individual has different values or “hot buttons,” so respect means different things to dif- ferent people. Respecting other people and their concerns (whether or not you agree with them) will be repaid many times over in respect for yourself and your concerns. Without respect, it’s back to nobody listening, nobody hear- ing, and nothing happening-just a roomful of egos scoring points off each other or defending themselves, with little progress being made.

And the place to start is always with ourselves. If you model the kind of behavior described here, other people will follow suit because they will see that it works. Practice listening, as Tremplin recommends, from a position of “generous neutrality,” consciously putting your ego aside. Practice being more interested in learning about other people’s perspectives rather than in forcing your own. Practice trusting that the board will make a better decision if everyone’s views are heard and respect- fully considered.

Personality has become a dirty word in many circles. How often do we hear mantras such as “Focus on the issues, not the personality”? Boards consist of people, and people have personalities. Rather than trying to overcome them, let’s make the most of them. Let’s recog- nize that we need to get to the point, we need details, we need compassion, and we need enthusiasm. And more than anything, what we need to meld them atl together into a single resolution is under- standing and respect-which ultimately lead to mutual trust.

For more information about Tremplin Communications’ programs, contact Lyle Benson at (905) 827-7101 or lbenson@tremplin.ca.

Caroline Oliver can be reached at coliver@cgocable.net.

Notes 1. John Carver, Boards That Make a

Difference: A New Design for Lmdership in Nonprofit and Public Organizations (2nd ed., Jossey-Bass, 1997).

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ability, leadership, and productive relationships among hoards, their constituencies. and their managements. Carver is author of Ihirrls 7 7 m f A4ukc a Difererice (lossey-Bass, 1997). the audio program fi tripii~eririg Bonrds for 1,cwlerslrip ( Jossey-Briss. 1992). the video prograin / o / i / r (.iirizr O I I I3ourd (;(iivriiritice (lossey-lk~ss. IW3). and with his wife. Miriain (:arwr. /<eir/rwiifirig Your Ihwrl( lossev-Bass. 1997).

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2. See, for example, Robert Bolton and w 8

1984). 0 2

Dorothy Grover Bolton, Social Style/ Management Style (American Manage- ment Associations Publications Group, m

8 B O A R D L E A D E R S H I P