| Nº 1 · Types 8, 9 and 1 operate first from instinct: action, territory, survival.The Perfectionist | - Be precise, factual and logical: state the criteria and deadlines clearly
- Acknowledge work well done, with concrete examples
- Offer your criticisms constructively, in private, with a path to improvement
| - Approximations and vague promises, which he spots immediately
- Criticising him in public: he experiences it as an injustice
- Talking down to him or joking about his values
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| Nº 2 · Types 2, 3 and 4 operate first from the heart: relationships, image, identity.The Altruist | - Thank him and explicitly acknowledge what he does for you and for the team
- Ask him sincerely how he is, and listen to the answer
- Entrust him with relational responsibilities: welcoming, onboarding, cohesion
| - Taking his help for granted: that is what hurts him most
- Ignoring his disguised bids for attention, then being surprised by his explosion
- Telling him bluntly that he is not needed
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| Nº 3 · Types 2, 3 and 4 operate first from the heart: relationships, image, identity.The Achiever | - Go straight to the point: objectives, results, deadlines. He loves efficiency
- Acknowledge his successes publicly, with facts and figures
- Give him challenges worthy of him and visibility on successes
| - Drowning him in details and procedures before talking about the result
- Publicly associating him with a failure without leaving him a way out
- Confusing his displayed confidence with a satisfied need for recognition
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| Nº 4 · Types 2, 3 and 4 operate first from the heart: relationships, image, identity.The Romantic | - Take his emotions seriously, without correcting or minimising them
- Speak to him authentically, in “I” terms, rather than with ready-made formulas
- Acknowledge what is unique and deep in his work
| - Flat phrases like “it's not a big deal”, “come on, smile”
- Treating him like everyone else, in bulk, with no attention to his singularity
- Rationalising or coldly analysing what he is going through
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| Nº 5 · Types 5, 6 and 7 operate first from the head: analysis, anticipation, security.The Observer | - Leave him time to think: send the agenda and the documents in advance
- Be logical, precise, get to the essentials without emotional overflow
- Respect his need for space and his times of solitude
| - Putting him on the spot unexpectedly, in front of everyone
- Invading his space or demanding an immediate, emotional answer
- Confusing his silence with indifference
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| Nº 6 · Types 5, 6 and 7 operate first from the head: analysis, anticipation, security.The Loyalist | - Be clear, consistent and transparent: announce changes and their reasons
- Reassure about the framework and your reliability, then keep your word, always
- Welcome his questions and his “what ifs...” as a contribution, not as criticism
| - Contradictory information or information withheld, which triggers his scenarios
- Presenting him with a done deal without preparation
- Interpreting his questions as ill will
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| Nº 7 · Types 5, 6 and 7 operate first from the head: analysis, anticipation, security.The Epicurean | - Talk to him about prospects and novelties: he feeds on possibilities
- Be lively, concrete, with humour; long presentations lose him
- Leave him degrees of freedom and options, even framed ones
| - Locking him into a routine with no horizon and no variety
- Starting with constraints and prohibitions before talking about the project
- Trapping him in a heavy conversation with no way out
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| Nº 8 · Types 8, 9 and 1 operate first from instinct: action, territory, survival.The Leader | - Go straight to the point, frankly: he respects those who do not beat around the bush
- Regard him as an equal and give him real responsibility
- Keep your commitments and voice disagreements to his face, early
| - Manoeuvres, unspoken things and stabs in the back: he smells them and does not forgive
- Trying to control him through rules or threats
- Confusing his intensity with systematic aggression
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| Nº 9 · Types 8, 9 and 1 operate first from instinct: action, territory, survival.The Mediator | - Create a serene climate and leave him time to find his answer: he does not decide under pressure
- Ask him explicitly for his opinion, and ask again, since he naturally skips his turn
- Value his presence and his discreet, often invisible contributions
| - Rushing him, pressuring him, confronting him with an ultimatum
- Confusing his silence with agreement: he has often validated nothing
- Deciding in his place “because he says nothing”
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