How to Succeed (or not) With Your Boss

[kipparent]

One of the lessons I learned through the school of hard knocks, that Keirsey Temperament Theory finally explained to me, is that behaving toward a Guardian boss like you would toward a Rational boss can be fatal - and vice versa.

Keirsey Temperament Theory has explained a number of mysteries to me. This is the first of a series of monthly articles on lessons learned the hard way, explained by KTT.

http://www.keirsey.com/personalityzone/wz59.asp

[Architron]

Good practical application of the theory.

Would you consider yourself in "upper management?"

How would you deal with excessively subordinate Guardians?
Or, if you were a Guardian, how would you deal with excessively insubordinate Rationals?

Isn't it odd that they are essentially opposites and yet make up the vast majority of "upper management?"
This suggests they have much in common.

This also supposes a few reasons as to why things tend to get unnecessarily complicated as you go up the ladder.

[kipparent]

Would you consider yourself in "upper management?"

At the point in time I learned that particular lesson, I was a director level S/W development manager. But I experienced similar situations earlier in my career both as a first level manager and as a senior level individual contributor. I think we Rationals tend not to be very consious of hierarchical rank, believing that competence outweighs postion - and hence the lesson I learned.

How would you deal with excessively subordinate Guardians?
Or, if you were a Guardian, how would you deal with excessively insubordinate Rationals?

As a senior manager, I have not tended to be very patient with anyone who tells me what they think I want to hear. KTT has taught me to modify my behavior though, and to ask questions in a way that lets subordinates know that if they disagree with me I want to know and there isn't a penalty as long as its done to my face. For Guardians dealing with Rational subordinates, the only thing I have been able to do is modify my own behavior, and try to be less arogant when I think I'm right. Certainly I've learned not to publically contradict a Guardian superior.

Isn't it odd that they are essentially opposites and yet make up the vast majority of "upper management?"
This suggests they have much in common.

The stats I saw recently showed that the commonality shared by the large percentage of senior and executive management were the letters T and J. Makes sense that tough-minded, schedule driven individuals end up in leadership of corporate America. One interesting thing is that while Guardians and Rationals make up roughly equal percentages of these populations, the Guardians more often are elevated to CEO. My theory is that the Rationals sabotage themselves at the final step by disagreeing too often with the incumbent CEO on strategies.

This also supposes a few reasons as to why things tend to get unnecessarily complicated as you go up the ladder.

Egos complicate everything.