it is more important than ever that you have a positive relationship with your boss and others in the organization who will be making the decision of who goes and who stays. It may seem unfair, but many times the decision comes down to who is felt to be the better "team player," or simply who is better liked.
So, here is a key to putting yourself in the best possible position when and if it comes to that point. I call it the "Secret of 4," which I learned personally through the school of hard-won experience but later discovered it explained by Dr. David Keirsey, author of the bestselling books "Please Understand Me" and "Please Understand Me II."
According to Dr. Keirsey, a renowned psychologist who has spent 60 years observing people and organizations, there are 4 basic temperaments that categorize people (think Harry Potter and the Hogwarts Sorting Hat):
- Guardians are practical and down-to-earth, believe in following the rules and cooperating with others. They believe in the long run that loyalty, discipline, and teamwork get the job done right. They take pride in being dependable and trustworthy, and expect their subordinates to meet their commitments while respecting the value of their rank and experience. They do not "rock the boat," and "questioning authority" is insubordination. Questioning their orders or breaking the rules, even in private -- but especially in public -- is likely to land you on the bottom of the "must keep" list.
- Artisans are highly pragmatic and value outcomes more than a strict abiding by the rules. They tend to have high energy and great adaptability, and usually prefer being active to sitting still. They enjoy the adrenaline high that comes with "pulling off a miracle at the last minute," and are expert at calculated risk-taking. They are frustrated by employees who resist or are fearful of doing things differently -- exactly the opposite of the "follow the rules" dictum of the Guardian boss.
- Idealists see the workplace as an arena for interdependent labor. They value harmony on their team and with other departments. They enjoy helping employees learn new skills and value those that continually "grow in their jobs." Of the 4 types of bosses, they are the most likely to develop personal relationships with their employees. They are highly averse to, and dislike those they see as fostering, conflict. Creating personal friction, anywhere in the organization, is a ticket to the bottom of the list with these bosses.
- Rationals value competence above all -- both in themselves and in employees who report to them. They value original and innovative ideas, and are often oblivious to "rank" or "experience." They expect employees to be accurate in what they say and are not overly concerned with conflict or ruffling feathers . They become frustrated by employees who are unable to work independently, show initiative, or seem to be incompetent. Not having data to back decisions when challenged, or not challenging that status quo if you do have the data, will make you the least valuable person to retain with this type of boss.
So, in order to create the best possible relationship with your boss before that potential day of reckoning, you will have a decided advantage if you can determine his or her temperament (and his or her boss's) and modify your behavior accordingly.
As you can see from the descriptions above, the same behavior that makes you indispensable with one type can easily make you most dispensable with the others. In the current environment of employee layoffs, every edge you give yourself increases the likelihood that you will be one of those who stick around.
