STAFF MEETINGS:
the animals within

By Frances W. Norwood
and Annette Vincent Nunez

(In the following condensed article, the
authors, respectively a business communica-
tion and business education professor, exam-
ine the different personalities likely to ap-
pear at staff meetings. Professionals tend to
become animal-like there—different types of
animals, as we shall see.)

First among the animals comes the Bull,
who charges to attack another person or that

rson’s behavior. He considers victims in-
Siar relishes power; and may also be abu-
sive, abrupt, intimidating and overwhelming.
The manager dealing with the Bull should let
him speak to let off steam; firmly get his
attention; invite him to sit; present his own
ideas forcefully; refuse to argue; and be as
friendly as possible. The Bull is probably
frustrated.

The Snake enjoys blending with his sur-
roundings—then strikes, intimidating and
overwhelming his victims. Management
techniques for dealing with this temperament
include bringing problems into the open;
involving the group; dealing with hidden
problems through such devices as suggestion
boxes.

The Cheetah indulges in sudden fearsome
altacks (of temper), often an automatic re-
sponse to a threatening situation. This tech-
nique, early learned, attempts to deal with
fear and helplessness. The manager must try
to allay the Cheetah's fears; build his confi-
dence; stop the interaction and seck an op-
portunity to talk to him privately, later.

The Macaw likes to chatter; sometimes
effectively, sometimes pointlessly. He feels
genuinely powerless. The manager should
use eye contact, giving the Macaw a feeling
of importance and being the focus of atten-
tion. Do not respond immediately to the
Macaw’s complaints; weigh the pros and
cons; ask for the facts; and get the complaint
in wriling.

The Ostrich’s time-honored reaction
avoids both himself and others. Sensitivity
and shyness are his likely characteristics but
do not necessarily mar his value. The Os-
trich may be highly intelligent and efficient.
Get him talking. Conclude the discussion
with an open-ended question; then listen at-

Reprinted with permission of
Melanie Chandler, “Editor,
BCSTA Report / October 2, 1987 BCSTA Report.

 

\ be

In their working lives, humans present a

Bill Day

   

veritable menagerie of behaviors

 

tentively. If the Ostrich is still silent, try
again later.

The Cub seems friendly, cooperative, in
agreement with word and deed. But he may
be dissembling. He wants to be liked and
will promise anything for approval. Cubs try
to make you smile. All this is good if the
Cub’s feelings are genuine; but who can tell?
The manager should Jet the Cub know he can
be honest; try to get honest answers by quot-
ing prior experiences as yardsticks. Jokes
may reveal the Cub’s hidden and (franker)
feelings.

The Hyena’s blood-curdling laugh can
demolish others’ motivation. The Hyena
believes that any action by another is not
worthwhile; that it’s failure-prone. He en-
joys communicating these negative feclings
and seeing others wilt. The manager must
intervene, before or after negativism, and
give a positive view. The manager faced
with a Hyena must show detennination to act
and be successful. Remember that everyone
can be negative; control a like tendency in
yourself,

The Rhinoceros is strong, knowledgeable,
sometimes overbearing; holds a know-it-all
altitude, His ideas are good—yours
unimportant. He detects errors in an instant.
Be certain of facts when presenting them toa
rhino. Disagree by using questions: the

disagreement is less obvious.

The Peacock pretends to be an expert,
strutting all the answers. He may be partially
correct, enough to influence others. Allow
him his dignity; state facts diplomatically; be
aware that his information may be faulty.

The Turkey cannot make decisions. He is
usually pleasant but hopes a decision will not
be required. If action depends on him noth-
ing gets done. The manager should talk
through the decision-making process; why is
the decision difficult? He should show the
Turkey that ideas are worthwhile, emphasiz-
ing the need for decisiveness.

Finally in the meeting’s zoo comes the
Beaver, hard-working, eager to do extra
work, fond of the company, supportive of
management. But he may be too perfect, and
undercompensated in the matter of salary.
Avoid favoritism when dealing with a Bea-
ver; refuse to exploit a Beaver; see that he is
fairly rewarded and perhaps counsel him to
put more energy into personal relationships.

Animals may change categories. Manag-
ers, their trainers, must be ready to shift tech-
niques in an instant. With a knowledge of his
animals the manager/trainer can anticipate
difficultics, The technique can be extended,
of course: the staff may look at the manager
to see what type of animal he is—and how
best to “train” him!

 

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