They are less comfortable in environments where a great
degree of people-orientation is required, for example, where they need to
reach consensus frequently, get buy-in with respect to decisions, or where
they have to deal with what they consider "high maintenance" individuals.
Motivating:
Pioneers are highly focused on numbers and results, a fixation that
they will convey to their staff on a regular basis. Over time, the team will
share their urgency and bottom-line focus. They will state things very
clearly and are not afraid to wield authority to get their team on board, an
approach that some of their staff might find intimidating.
They are quick to offer critical commentary but they may not be as
comfortable providing positive feedback. Typically, their employees will
know where they stand and appreciate the fact that they are forthcoming, but
their sometimes blunt approach can leave scars.
Delegating:
Pioneers will delegate tasks freely, presenting information in a
factual, straightforward manner. They may not always pay attention to the
subtle responses of the individual that they are delegating to, and, as a
result, they may miss signals that the recipient is not completely on side.
Additionally, the Pioneer's self-confidence and high tolerance for
ambiguity may result in their providing insufficient detail or timeframes
that are unrealistic.
Decision making:
Pioneers are decisive individuals who will use a logical approach
when making decisions. They make decisions they feel will achieve the best
bottom-line results and, realising that not all decisions are going to be
popular ones, they are fully prepared to deal with the fallout that may
ensue.
Pioneers are not particularly interested in past precedence and are
not afraid to make out-of-the-box decisions. They seldom see the need to
seek input from others, which may isolate them at times.
Dealing with conflict:
Pioneers are challenging by nature and will tackle conflict and
difficult issues head-on. They are determined to win and will fight for what
they believe in.
When resolving conflict among their staff, they are likely to provide a
fair solution based on the facts. However, their rational approach to
conflict may be somewhat insensitive to the emotional issues involved and
result in little attempt to "sell" her resolutions. As a result, all
parties may not see their solution as a win-win.
Developmental recommendations:
To develop a more people-oriented approach, they would be well-served by
coaching in the following areas...
- relating styles/relationship building
- communication skills (especially listening)
- group dynamics/teambuilding
- sensitivity training.
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