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The effective leader should know features of the type of the person, but it should be ready and improve qualities poorly developed at it for advantage of business, to wish it and to be able to do it.Management
If you...
The extrovert: The introvert: Subordinates-extroverts - Let subordinates-extroverts will have time and a place to talk about the ideas, affairs and problems without hasty conclusions and punishment threat. - Remember that even small volumes of job have importance. - Think before to speak (count to ten). - Insist on that is rather important, and speak about it is more often. - Speak with extroverts more often and openly, involve them in dialogue and the vigorous activity. - Remember that extroverts "understand" active displays of the power which can be seen and heard so sometimes force itself to be in the public eye. - Ask their opinion, spend disputes or discussions it is direct therein. - More often communicate with extroverts on any subjects.
The extrovert: The introvert: Subordinates-introverts - Remember that silence unessentially means the consent or approval. - Let's to the introvert time acquire and consider the information. - Remember that introverts "understand" implicit, internal displays of the power is better. - Ask them as there is a job, and attentively listen to answers. - Encourage introverts to come up with the ideas, intentions and plans, actively be interested in their contribution to job and their opinion. - Set them an example the open behaviour: it can facilitate dialogue. - Define, what reinforcement — oral or written — is demanded by this or that business. - Remind itself that silence not always gold — sometimes are silent and from fear.
it: The intuitionalist: Subordinates-sensoriki - Speak about how concrete actions and efforts will affect the general progress of the case. - Address for the help to another to be well informed about recent trends, laws and prospects on the future. - Be attentive to positive possibilities which the future can bring; discuss them with subordinates, without forgetting and about concrete actions. - Remember that your adherence to the general prospects can both to inspire subordinates, and to irritate them. - Do not lose sight of a detail and particulars, but discuss with subordinates as small efforts work for the common cause blessing. - Remember that your vision of the purpose will be realised not earlier, than you make out the practical moments and realise ideas.
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