Instead, the business and personal battle cry of the new age is "Viva Diversity!" Diversity is the core of Management by Strengths (MBS), a program designed by a company of the same name to help organizations increase productivity, customer satisfaction and morale through improved understanding of personal styles.

"As people make an effort to think of the other person, they are able to accomplish what they need to do much easier," said MBS President Mike Postlewait. "Recognizing and appealing to another person's point of view is not only considerate ... it's profitable."

The First Step
Analyzing your own interpersonal strengths and weaknesses -- is an effective starting point. Do you prepare a 10-page proposal full of charts and documentation regardless of your target audience's personality and leadership style? Some bosses or clients respond best to a written booklet of information, while others prefer a personal summary with three briefly described options.

"When individuals are willing to "flex" their behaviors to appeal to the needs and expectations of others, work relationships are often more satisfying and productive for both parties," said Guy Davis, partner of Kane & Associates, a globally focused executive search firm. "As a placement company, we deal in a commodity that spends more time at the office than anywhere else, so the right fit is critical, and that fit goes far beyond educational background and experience."

Experts typically categorize individuals within four dominant styles. Each personality assessment group assigns a different name to the categories, but the general descriptions are quite similar. Which of these four basic categories best describes you? Your spouse? Boss? Office mate?

The Big Four
The Expressive person values applause, likes to minimize effort and needs a climate that inspires his or her goals. Strong points include being animated, convincing, spontaneous and lively, while weaknesses include struggles with self discipline, forgetfulness, brassy boisterousness and a tendency to want the credit.

The Supporter values attention, relationships and feelings. Strong qualities include a submissive and reserved nature, friendliness, a sense of balance and tolerance. On the weak side, however, Supporters often are indecisive, worrisome, unenthusiastic and compromising.

Analytical types value details, accuracy and evidence. Being scheduled by nature, the analyticals tend to be perfectionists. The downside to this temperament includes insecurity, pessimism, a critical nature and a layer of skepticism.

Results are the driving force of the Director personality. Directors tend to be overachievers who are competitive, self-reliant, confident and productive. In the process of accomplishing numerous wonders, however, the Director's headstrong, argumentative, domineering nature often alienates those around them.

How Do These Personalities Inter-relate?
A Director-type supervisor who wants to cut the small talk and get down to business on Monday mornings will be frustrated with an Expressive assistant who pursues a relationship through friendly exchanges -- unless he or she understands how to relate to the opposite styles.

Without an understanding of interpersonal dynamics, Analyticals who love to micro-manage constantly will be at odds with the free-spirited Supporters and Expressives on their team. When a Supporter is in a supervisory role and has to confront a Director about a sensitive company policy, a proven approach strategy would be a vital tool.

These "flex strategies" can be used to enhance work alliances, business deals and personal relationships.

When working with an Analytical:

• be formal and businesslike
• be well prepared and follow an agenda
• support the person's principles with factual documentation
• summarize key points frequently
• share the risk, ease into the commitment

When supervising an Analytical:

• help him or her find a balance between the data and the action
• allow the person to use logical problem-solving approaches
• provide the opportunity for the Analytical to excel by giving him or her plenty of details (prepare for a lot of questions)
• provide continual training
• concentrate on the procedures rather than the person
• get her or his agreement to the plan and schedule and stick to it

When working with a Director:

• make efficient use of time
• demonstrate your competence and credibility
• use factual summaries
• get to the point quickly
• be prepared for quick decisions
• ask for commitment directly by discussing how results will be accomplished
• offer options and alternatives

When supervising a Director:

• give options rather than pushing a decision on them
• provide a climate for the individual to build his or her own structure
• take a hands-off approach to managing him/her
• grade his or her performance in terms of "results"
• review expectations and goals before asking for commitment

When working with a Supporter:

• be open and honest
• give ample time for relationships
• offer guarantees and assurances
• share any risk by involving yourself
• do not rush the decision process
• explain the "why" thoroughly
• express trust in her or him
• enhance the individual's image

When supervising a Supporter:

• provide a friendly and structured environment
• explain outcomes and instructions and ask for questions
• demonstrate how the Supporter fits into the overall plan
• express praise and appreciation
• make sure the individual is not neglecting individual achievement for the sake of maintaining good relationships
• build a relationship with the Supporter

When working with an Expressive:

• be informal and friendly
• influence via personal testimonies
• give recognition and positive feedback
• expect quick decision
• keep things moving toward goals or dreams
• use few details
• use stories, analogies and word pictures to appeal to feelings and intuitions
• ask for commitment directly

When supervising an Expressive:

• give ample freedom while helping him or her to stay organized and on track
• review progress regularly without micromanaging
• recognize accomplishments publicly (congratulate at a group meeting)
• develop a climate that will inspire goals

"One size does not fit all when it comes to personalities and leadership styles," says Davis. "All communication is based on trust, and trust is built on common ground. Common ground is found by understanding where people are coming from and meeting them there. A sincere effort to remain flexible in a relationship has a great payoff -- personally and professionally."

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