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it: The intuitionalist: Employees-sensoriki - Be convinced that you have reached the consent on concrete details, the facts and particulars. - Remind itself that a life of the command it is not simple task in view performance. - Find stumbling-blocks in job of the command and make all for their elimination. - Aspire to clearness and brevity. - Specify it where in your wide prospect there will be a place for their specificity. - Remember old expression: «Repetition — mother of the doctrine»: repeat, repeat and again repeat that wish to inform of colleagues.it: The intuitionalist: Employees-intuitionalists - Again and again demand attention to concrete details. - Ask: «That you wished to tell it?» So it is frequent, as it is necessary. - Before to tell that something cannot be made, think of how it can be made. - Concentrate on that is practical. - Try not to sink in strategy and plans. - Necessarily have near at hand a way of an embodiment of your strategy.
The logician: it: Employees-logicians - He challenge each point with which you do not agree. - Force all to state the opinion and trust that they speak. - Bridle the aspiration to compete. - Understand that the criticism of another's ideas can strike blow to their competence and lead to quarrel. - Remember that conflicts are capable to lead to growth of mutual respect of opponents and to go on advantage to their professionalism and quality of their job. - If your employees not too willingly communicate with you on private matters, push them to it.
The logician: it: Employees-ethics - Remember that the excessive criticism of any idea makes destructive action. - Remember that sincere dialogue with other people strengthens their trust to you. - Say with others that for them is important. - Remember that not all concerns you directly. - Do the utmost to see in small disagreements everything, but not personal attacks. - For the blessing of the command solve conflicts, hardly they will declare themselves.
it: it: Employees-ratsionaly - Plan time for open discussions in which course you will not estimate or criticise results. - Do not accept it decisions until each of members of team will not find time to consider all aspects of a problem even if from the very beginning there was a consensus atmosphere. - Practise in it open questions to increase a range of accessible variants and decisions. - Remember that there are people who like to follow plans. - Try to inspire it as it is important to be flexible and to have choice variants. - Admit that fact that sometimes a rigid order and observance of procedures it is necessary.
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