A 40 Something Cowgirls Presentation

“The Considerate”

Nice, calm, likes to think things through. Typically has optimistic “glass half full” attitude. They are agreeable but may take longer to get things done. Will need help making decisions. Work is usually more complete with less errors.

“The Considerate” Let them know calmly, yet directly, what you need from them. Spend some time to talk about family and other non-work related topics. A good person to do long-term detailed oriented type of projects. Give a lot of encouragement and praise to get the most out of this type of personality.

“The Aggressive”

Likes to take control and do things quickly. They are not afraid to make decisions. They are usually good at what they do, and know it.

“The Aggressive” Make sure they do not try and control you. They can produce a lot of good work for you, but every once and a while you need to make sure they know whose boss. Be direct, straightforward, and use a no-nonsense approach. This would be a good person to use to put out any fires that need immediate attention. Make sure you give this person a lot of praise when praise is due. If you don’t, they will be upset.

“The Analyst”

Will always try to find flaws in the system. They will also play devils advocate. If you say, “Do this,” they will say, “why don’t we do it like that?” Sometimes it’s a good thing because there might indeed be a better solution, but most of the time it’s just someone being too critical. They tend to procrastinate when making decisions.

“The Analyst” Listen to what they have to say, if you feel it is going nowhere, take their suggestions and move quickly onto the next subject. This would be a good person to give projects like finding possible trouble producing trends that requires deep analytical investigation. This is more of a “just the facts” type of person. Don’t waste either of your time to chat about subjects of little importance.

“The Sensitive”

Takes any type of confrontation too personally. They do as they are told, but do not like making decisions. They are usually very nice and pleasant but their feelings get hurt too easily.

“The Sensitive” They are usually very nice and pleasant but their feelings get hurt too easily. Try not to be too direct with this type of personality. Use an encouraging type of approach when dealing with any performance related issues. This would be a good person to give projects that are more “touchy-feely.”

“The Talkative”

Tend to be more feelings oriented and will show more emotion, whether positive or negative. They have a strong interest about people and are usually the “social butterfly” of the chapter. They usually like making decisions but want conformation just in case.

“The Talkative” Try using a lightened-up approach and some humor to get your point across to this type of personality. This would be a good person to help plan social events or any projects that require some animated personality.

“The Brainiac”

Will use knowledge and sarcasm to get what they want. They will try and dance around the basic topic. They will also dance around making any type of decision.

“The Brainiac” Make sure you keep this person on track as they can lose focus on the task at hand very easily. If needed, make them repeat themselves in terms everyone can understand. This would be a good person to give the projects that are more “data-oriented.”

“The Quiet”

One who very rarely talks at meetings. Seems to have low self-esteem. Continually is sub-conscious of their actions.

“The Quiet” Not only should you try to bring this person out of their shell, they just might have some brilliant ideas that you can incorporate. There can be power in the quiet person as they might be the ones with the most compelling ideas. We tend to give our attention to the commanding personalities and ignore the quiet and soft-spoken. On the contrary, the quiet people are the ones you need to seek out.

“The Results-Driven”

Tend to focus solely on targeted metrics but sometimes lose focus on the big picture. They feel like they are doing a great job because of meeting an important goal. However, they are doing a poor job on another aspect of the job.

“The Results-Driven” You need to get your point across by being direct. You have to stress the importance of the big picture and to use common sense. This is the type of person who will stop troubleshooting a problem, even if they are close to fixing it, because they went over the average handle time. This person is usually more suited for simple straightforward tasks that do not require thinking outside of the box.

“The Loner”

Just wants to do the job and not get involved with company picnics, break room conversations, or any non-work related subjects. They do not like any interaction with fellow employees.

“The Loner” Talk to them about the importance and reasoning of the team approach. It is to their benefit if the team exceeds. A person who does not want to be part of a team usually ends up not fully understanding the expectations of the group, and will have the type of excuse like, “Nobody told me…” or “I did not know I was supposed to do that…” etc. This person might be a diamond in the rough, see if there is another position that would be better suited for them. Try to get this person out of their shell, and give them projects that do not demand a team effort.

“The Over-Confident”

“The Overly-Confident”

Feels like they know everything and can do no wrong. Sometimes they act confident even when they don’t know what they’re doing.

“The Overly-Confident” Get your point across by being very direct. You may want to humble this person every now and then. Make them repeat exactly what it is they are supposed to be doing. Give them projects that can easily be tracked to make sure they are not headed in the wrong direction.

“The Curmudgeon”

Thinks of everyone but them self as incompetent Does not take supervision well. Tend to be grumpy and sarcastic. They have a pessimistic “glass is half-empty” point of view.

“The Curmudgeon” You do not want to approach this type of person with your tail between your legs. State the facts and let them know exactly what is expected of them. Use a matter of fact approach and try to give them projects that do not demand too much creativity or touchy-feely.

“The Mean-Spirited”

If you feel that it is affecting morale, you should talk to this person. Make sure they understand that you need a chapter that works in harmony. That the goal is to a have everyone work in a pleasant atmosphere in which there are no personality conflicts.

“The Mean-Spirited” Makes it known that they are not happy with the Chapter or the people around them. In many cases it is due to problems that are not chapter related at all.

“The Bad-Attitude”

“The Bad Attitude” is a major problem.

“The Bad Attitude” You need to let this person know that their attitude is affecting morale and is unacceptable. Remember the saying “One Bad Apple will spoil the whole bunch”. Be willing to loose this member entirely. These are not the individuals we are looking for so be willing to let go.