Administrators do not get easily
ruffled and will bring stability and balance to the workplace. They will
not put undue pressure on their staff, but, at the same time, do not
respond well to demanding, pressure-cooker environments where there is a
high degree of change.
Their staff, peers and manager will find it difficult to get them to move
quickly on an issue unless they can move it to the top of the
Administrator's priority
list.
Motivating:
Administrators are highly focused on results and they will convey this
orientation to their staff, though staff will most likely get the message
through observing the Administrator's actions rather than by feeling pressured.
They
display a quiet confidence that the team will achieve the desired goal
and will remain composed in the face of setbacks.
They will most likely take a hands-off approach with their employees,
giving them the space and time they need to get things done. Their ability
to take things in stride is a definite asset, although in today's
fast-paced business environment it may occasionally result in missed
opportunities.
Delegating:
Administrators will delegate tasks freely, presenting information in a
factual, straightforward manner. They have confidence in their own abilities
and have high expectations of their staff. Their generally methodical nature
ensures that when delegating, they will be careful to see that timelines
are reasonable.
Decision making:
Administrators are objective decision-makers who will make
decisions that have the best bottom-line impact. Their logical approach to
decision-making can be a double-edged sword: they are not afraid to make
unpopular decisions and can deal with the fall-out; yet, they may overlook
important people factors.
They will not rush into decisions and will analyse the facts and figures
at hand before moving forward. They will prefer to put off
spur-of-the-moment decisions unless they feel that it is absolutely
critical to make the decision immediately.
Dealing with conflict:
Administrators will not shy away from conflict and will utilise their
calm, reserved nature to ensure that cool heads prevail. Their solutions to
conflict among their staff will generally be seen as fair and objective, but
they may sometimes underestimate the scope of the crisis because of their
unemotional outlook.
They will show persistence and patience, staying with the issue until a
decision is reached.
Developmental recommendations:
Two potential areas for development include adapting to change and
developing a more people-oriented approach. They would be well-served by
coaching in the following areas...
- leading change
- relating styles/relationship building
- communication skills (especially listening)
- group dynamics/teambuilding.
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