1. Work Focused Improvement®
Management Essentials for
Daily Use and Ongoing Improvement
Module 36a Supervision
By Sam Pratt
People Concepts
© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

2. Introduction to People
• It’s a simple fact that the key to Supervison is
understanding people
• It’s also true that understanding people is not
simple
• This module focuses on some of the key concepts
of understanding people
• Do not try to decide which is the one best way to
understand people
• All of these concepts have value and none is
predominate
• Note that the last page of this is instructive
© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

3. Fundamentals
Today’s
Management
Panaceas
Business
tested
mechanisms
that work in
concert
Management
By
Wishful
Thinking
Work
Focused
Improvement
Pragmatic
Intro © 1986-20010 Samuel H. Pratt / SHP Consulting Limited

4. From Morris Massey’s book, The People Puzzle
“Sometime around twenty years old, perhaps from seventeen to twenty-two, actual
entry into the adult world is completed. A totally independent adult materializes only when the
financial umbilical cord to the family is cut. From then on, value systems will change only
when challenged by Significant Emotional Events.”
“Dramatic change in the gut-level value system may occur at any time during our
life. If something significantly affects us and forces a reassessment of our gut-level values, then
we may change. Such change may occur in a slow buildup (continued exposure to media
messages, behavior pattern changes, job variations, etc.) or through dramatic events
(involvement in a war, a real energy crisis, divorce, being fired, etc.). The closer such events
occur to our early programming periods, the more likely significant change will occur. The less
dramatic the event, the longer we hold our programmed values, and any change in values will
occur more slowly, if at all. It is possible to “teach an old dog new tricks,” but the learning is
much more difficult than for the younger animal.”
“The common denominator of Significant Emotional Events (SEEs) is a challenge
and a disruption to our present behavior patterns and beliefs. In job situations or family
relationships, such challenges might be “artificially” created, but more likely, SEEs occur in an
unplanned, undirected manner. We must be careful to distinguish between SEEs, which
actually change our gut-level value system, and external events, which simply modify our
behavior. For example, a law externally imposed on us may demand that we hire people who
were formerly “unacceptable.” Our behavior may change to conform to the law because of the
consequences of violating it.”
People

5. Morris Massey – People Puzzle
1. SEE
2. Steady
bombardment
People

6. Personality types Myers-Briggs Type Indicator®
1. Extroversion or Introversion Where do you live mentally? Do you
attend mostly to the external world of events and people (you need people) or to
the internal world of your thoughts and reactions (you need privacy)?
2. Sensing or iNtuition How do you take in information? Do you attend to
your senses telling you what is happening and useful right now (likes detail and
routines) or do you tune into the pattern of what is happening so you can
anticipate possibilities for the future (likes imagination and change)?
3. Thinking or Feeling How do you make decisions? Do you use your
head--objective data, logic, justice, and reason to analyze causes and effects or
do you rely more on your heart--feelings, values, relationships, and vague,
subjective reactions?
4. Judging or Perceiving What is your lifestyle? Your way of dealing with
the world? Do you have clear ideas about what "should be done" and carefully
plan and organize for each anticipated event (seem rigid and stuffy to P's) or do
you prefer to wait and see what develops, remaining open to new or different
options that you can select spontaneously (seems loose and messy to J's)?
People

7. Keirsey has identified mankind's four basic temperaments
to the existing Myers-Briggs system groupings SP, SJ, NF and NT
Guardian Artisan Idealist Rational
Supervisor
EST
Promoter
ESTP
Teacher
ENF
Fieldmarshal
ENT
Inspector
IST
Crafter
ISTP
Counselor
INF
Mastermind
INTJ
Provider
ESF
Performer
ESFP
Champion
ENFP
Inventor
ENTP
Protector
ISF
Composer
ISFP
Healer
INFP
Architect
INTP

8. Managing Generational Tensions
Note that Generation Y has pretty much morphed into Millennials
Generation Group Born Min Age Max Age
Traditionalists Before 1940 75
Baby Boomers Between 1940 & 1965 49 74
Generation Xers Between 1966 & 1978 37 48
Generation Y (Nexters Between 1978 & ??? 20 36
Millennials After 1981 18? 32
People

9. Traditionalists Value...
• Privacy: Traditionalists are the private, silent generation. Don’t expect members of this
generation to share their inner thoughts.
• Hard Work: They believe in paying their dues and become irritated when they perceive
others are wasting their time. Members of this generation often feel that their career
identifies who they are.
• Trust: A leader’s word is his/her bond.
• Formality: Whether written or in oral communication a formal communication style is
preferred. This generation values formal dress and organizational structures.
• Authority and institutional leadership: Traditionalists have a great deal of respect for
authority.
• Social Order: Other generations may Generation view this desire Xers
for social order and placement as
bias, prejudice or even racism or sexism.
• Things: This group loves their stuff and they won’t get rid of it. Some may call them pack
rats but others would argue that they remember the depression days and going with
out. You never know when you might need it.
Supportive Behaviors & Tips For Communicating With Traditionalists...
• By nature traditionalists are private, the “silent generation”. Don’t expect members of this
generation to share their thoughts immediately.
• For the traditionalist a leader’s word is his/her bond so it’s important to focus on words
rather than body language or inferences.
• Face to face or written communication is preferred.
• Don’t waste their time, or let them feel as though their time is being wasted.
People

10. Baby Boomers Value...
• Competition: Boomers value peer competition and can be see by others as being
egocentric.
• Change: Boomers thrive for possibilities and constant change.
• Hard Work: Boomers started the “workaholic” trend. The difference between
Traditionalists and Boomers is that Boomers value the hard work because they view it as
necessary for moving to the next level of success while Traditionalists work hard because
they feel that it is the right thing to do.
• Success: This generation is committed to climbing the ladder of success.
• Body Language: Boomers are the show me generation and body language is important.
• Teamwork: This group embraces a team based approach to business—they are eager to
get rid of the command and control style of their Traditionalist predecessors.
• Anti Rules & Regulations: They don’t appreciate rules for the sake of having rules and
they will challenge the system.
• Inclusion: This generation will accept people on an equal basis as long as they can
perform to their standards.
• Will Fight For A Cause: While they don’t like problems, if you give them a cause they
will fight for it.
Supportive Behaviors & Tips For Communicating With Baby Boomers...
• Boomers are the “show me” generation, so your body language is important when
communicating.
• Speak in an open, direct style but avoid controlling language.
• Answer questions thoroughly and expect to be pressed for the details.
• Present options to demonstrate flexibility in your thinking.
People

11. Generation Xers Value...
• Entrepreneurial Spirit: Xers believe in investing in their own development rather than in
their organization’s. While others may see them as disloyal they are cautious about investing
in relationships with employers because experience has shown that these relationships are not
reliable. Cavalier as it may sound, one Xer told a Boomer that if you want loyalty get a
dog. To an
• Xer loyalty may mean two-weeks notice.
• Independence and Creativity: Xers have clear goals and prefer managing their own time and
solving their own problems rather than having them managed by a supervisor.
• Information: They value access to information and love plenty of it.
• Feedback: This group needs continuous feedback and they use the feedback to adapt to new
situations. This generation is flexible.
• Quality of Work life: This generation works hard but they would rather find quicker more
efficient ways of working so that they have time for fun. While Boomers are working hard to
move up the ladder, Xers are working hard so that they can have more time to balance work
and life responsibilities.
Supportive Behaviors & Tips for Communicating With Generation X...
• Use email as a primary communication tool.
• Talk in short sound bites to keep their attention.
• Ask them for their feedback and provide them with regular feedback.
• Share information with them on a regular basis and strive to keep them in the loop.
• Use an informal communication style.
People

12. Generation Y Values...
• Positive Reinforcement: Members of this cyber generation value positive
reinforcement at accelerated rates compared to older generations.
• Autonomy: This group wants more input into how they do their job and the
independence to do it.
• Positive Attitudes: This group grew up during tranquil times and as a result have
a very optimistic outlook on life in general.
• Diversity: This group grew up with more diversity than their predecessors and if
not exposed to it in their community then they were introduced diverse people and
cultures through the media.
• Money: This group is used to making and spending money.
• Technology: Technology is valued and is used as a tool for multi-tasking.
Supportive Behaviors & Tips for Communicating With Generation Y...
• Use action words and challenge them at every opportunity.
• They will resent it if you talk down to them.
• They prefer email communication.
• Seek their feedback constantly and provide them with regular feedback.
• Use humor and create a fun work environment. Don’t take yourself too seriously.
• Encourage them to take risks and break the rules so that they can explore new
ways of doing things.
People

13. Millennials Values...
• Freedom: This is the can-do generation, so let them run with meaningful work.
• Frequent Contact: This group wants to be part of the inner circle and be involved
with key initiatives.
• Teamwork: This group grew up working or playing on teams, so giving them a
role on a team will produce good results.
• Diversity: This group grew up with diversity and understand it in a positive way.
• Money: This group is used to making and spending money and have high
expectations.
• Fun: This group thrives on a fun environment and workplace.
• Technology: These people use technology to multi-task at unheard of levels.
Supportive Behaviors & Tips for Communicating With Millennials
• Challenge them at every opportunity to make positive changes.
• Keep them in the loop while giving them freedom to act.
• Use social media to connect on other planes.
• Seek their feedback constantly and provide them with regular feedback.
• Use humor to make things fun and productive.
• Ask them how you can be a better boss.
People

14. How Do You Describe a Problem
to be solved by a 28 Year Old?
 Describe the problem in broad terms
 Ask if there are any questions
 Assert your conviction that you have every
confidence that the problem is as good as solved,
but if you can help in any way, you’re always
available
© 1986-2013 Samuel H. Pratt / SHP Consulting Limited People

15. What do all these People Concepts
Suggest about Leadership?
1. People are complex
2. Managing people is more complex
3. All of the preceding concepts (also complex) have value
but none is predominate
4. To lead, you must treat each person as a unique
individual
a) Know the likes, dislikes, strengths, weaknesses
b) Learn what triggers positive responses from individuals
c) Ask and listen
d) Try different approaches, tactics and mechanisms
e) Focus on what works!
f) Remember that Trust is always an issue
© 1986-2013 Samuel H. Pratt / SHP Consulting Limited People