Just how suitable a person may be for a job vacancy depends on a range of criteria that helps us make our assessment. And understanding the likely criteria will be a great advantage to the successful jobseeker, too. Less easily defined, however, are ‘types of people’, people who fit a particular mould — which we all do, to a greater or lesser extent.

Not only do we need this understanding of personality types for the purpose of the job interview, but also in the workplace itself, where office politics are often rife, managers need to know how to cope with a range of situations, personalities and moods that can cause people to be: angry; competitive; moody; stressed; anxious; hostile; negative; unassertive; boring; indecisive; patronizing; unmotivated; bullies; insecure; selfish; workaholics — to name a few!

In his new book, How People Tick, Mike Leibling sets out a practical guide to many types of difficult people and how best to handle them. He describes each type of difficult behaviour pattern, analyses why it happens and offers tips for dealing with the problem successfully. The following are two extracts from his book.

Mike is a writer, trainer and coach. Having worked at Saatchi & Saatchi he founded a consultancy, Strategy Strategy, to help people and organizations to move on in difficult situations, or preferably to avoid them in the first place.

How it can happen
There are many reasons for working significantly longer hours or days than other people. Some people enjoy their work and are simply very willing. Some feel that ‘The harder the worker, the better the person’. Some have a home life they’d rather stay away from. Some get work dumped upon them, and are unable to stand up, or speak up, for themselves. Some are unable to cope in normal working hours, and spend more time, therefore, to cope - or in some cases - to continue not coping. Some people competitively try to notch up more hours than others, or to seem as though they do. For instance, I once had a colleague who had spare jackets that he used to leave on hangers and on the back of his chair to make it seem as though he was in the office when other people arrived and departed!

Some tips for handling this pattern
Whatever the cause(s), the ‘cure’ is the same. The intention is to establish a healthy (i.e. not stressed) pattern of working for the individual, for their team, and for their work-life balance.

Inevitably, everyone has a different set of criteria for these — for example, some people have more stamina, while others have more outside demands on their time, but the solutions are widely applicable.

Facts
Firstly, establish what exactly the situation is e.g.: ‘I notice that you’ve been working later than other people, getting in earlier, and coming in at weekends, but I’m not aware that your workload has changed significantly. Can we talk about it please? What exactly is going on?’

Secondly, stick to your guns. Don’t accept ‘Everything’s fine, thanks’ as you need to ascertain exactly what is going on — this pattern can, as we’ve seen, have serious consequences for the individual, the team and the family.

Thirdly, understand exactly what your organization’s written policy is on work-life balance (you do have one, don’t you?) so that you can talk with the person about
• your personal concerns, and
• their own situation, in the context of
• the written policy

In this way you can negotiate towards an acceptable solution for all concerned, for example ‘I’m happy for this to continue for a couple more weeks so long as your partner’s away, and you’ve not sorted out some evening and weekend activities for yourself. We’ll review it on (specific date) yes?’ or ‘Leave it to me to speak to X about doing their own work and not expecting you to do it’ or ‘So we’re agreed that you’ll leave on time, without worrying that other people are still working?’ or ‘Your job description needs looking at, given these changed situations. Will you let me have a proposal? Or shall I do it?’

How it can happen
These people are not just show-offs who crave attention, since they genuinely love the chase, race, battle and challenge. In fact they need it and thrive on it. (And this reminds me of a car bumper sticker I once saw saying ‘Whoever Dies With The Most Designer Clothes Wins’ - some people seem absolutely compelled or driven to win at everything.)

Some tips for handling this pattern
There may be many reasons why they feel and behave like this, but whatever the reasons, these people are reasonably easy to handle.

‘Here’s A Challenge For You!’
If these people need the thrill of the chase, it’s easy to give it to them, or to give them that impression. They’ll love even relatively everyday tasks packed in the shiny wrapping of e.g.:
• ‘I’m not sure if you’ll be able to crack this one, but…’
• ‘Do you think that X would be better at doing this than you, or will you accept the challenge?’
• ‘I’ve no idea whether this is possible, but…’
• ‘I’m not sure if this can be done in time, but would you have a go?’
• ‘I’ve no-one else to turn to/rely on for this.’

And The Winner Is… (Part I)
Praise them. Be precise about what they’ve achieved against all the odds. If they prefer to be praised publicly, ensure that you do it in the way that best pleases them. If they prefer to be praised privately (as many people do) I’d be very, very surprised!

And The Winner Is… (Part II)
Praise everyone. It’s only fair, and who doesn’t like it? And those you praise in private, ensure that you make a modest mention of this to Our Competitive Friends, so that they don’t get to feel complacent and are energized by the sense of competition.

League Tables
It’s perfectly possible to have Our Competitive Friends motivated by all sorts of performance charts on a weekly or monthly or even daily or hourly basis, so long as other people don’t feel left out or left behind.

You might confide the results only to those who are energized by them, and not bother those who aren’t bothered.

You might also confide to those who aren’t bothered, why exactly you’re doing this, as you hope to motivate each person in the way they prefer to be motivated, rather than in a uniform way.

How People Tick by Mike Leibling is published by Kogan Page, £9.99
http://www.kogan-page.co.uk