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Anticipate different needs
Most of us work with others. Very few of us work in a silo. We all work on teams. Once you know your productivity style and you’re leaning into the strengths of yours it can be really helpful from a team effectiveness perspective to know and really understand the strengths and the productivity style strengths of your colleagues. Also, it also can be helpful to know where their blind spots are to minimize some of that conflict or tension that inherently shows itself throughout our workday.
If you think of the four different styles, you’ve got Prioritizer and Planner and Arranger and Visualizer. So Prioritizer and Planner, they’re thinking tends to be more left-brained: linear, analytical, fact-based, and organized. And the Arranger and Visualizer is more right: big picture, intuitive, kinesthetic. And so there’s going to be some natural clashes there. So the Planner (organized, sequential, loves their planning tools), and the Visualizer (big picture, likes novelty, variety), those two are definitely going to clash because the Planner wants the Visualizer to work within the project plan and the Visualizer wants to blow up the project plan. So how can they lean into each other’s strengths?
And then the other way Prioritizer/Arranger, there’s going to be some natural tensions there. Prioritizer’s all data, facts, short, efficient, not a lot of extra. The Arranger is a little bit softer: interpersonal, wants to tell you a story. There’s definitely going to be a little rub or conflict there.
Tailor your communication
The simplest way to work with all four styles is really through your communication and making sure you’re communicating clearly and concisely. So if we think about the four different styles, there is a key question that each style will ask.
The Prioritizer is always asking you “what” questions. You can listen, are they are always asking me “What the goal? What’s the outcome? What’s the data? What are the facts?” That’s a pretty good clue that that might be their preference. So when I’m communicating or working with them, I’ll always lead by answering the “what” questions. The goal for the project today is X. Here’s the data for this project.
The Planner’s question is “how” – “How has it been done in the past? How do you want me to complete this work? How are we going to use another’s group’s process or plan?” They’re really interested in that process kind of “how” question. So if I’m working with them I’m going to lead with the “how” question. I’d like a PowerPoint deck that’s 20 pages long, full-color, and has bullet points on every page. The planner is clear on what the product they need to produce.
The Arranger’s question is “who.” So they’re always asking you who questions“ – Who’s the client? Who are the key stakeholders? Who else needs to know this information?” So you’re going to lead with that when you’re communicating with them. So, we’re working with the Children’s Hospitals development team on this project. I’m clear on who the stakeholders are.
And then the Visualizer’s question is “why.” They’re asking you “why” questions – “Why not? Why can’t we? Why can’t we do it this way?” They’re always going big. And so you always want to answer and communicate first with them around giving them the context, that big picture so that they can anchor into it. So if you just remember “what,” “how,” “who,” and “why” and use those in all your communications, you’re going to communicate clearly and you’re going to make sure that you have specifically addressed the workflow preferences or needs of each of the styles.