#16 – Analyzers: Our Protectors of Quality in the Workplace (Behavior Styles Part 2)

So about a year ago, I was working with a manager and here's what happened to him. He and he's a conductor and we haven't, you know, got to that person yet, but he said to two of his employees in the meeting, he had like you guys each to come next week with just a short five minute presentation about your project. You know, they both had their individual projects. He wants a five minute presentation. Well, one of these people he asked is an analyzer and the other one is a promoter. So these two folks go off for the week and the analyzer, what do you think he, what do you think he does for that week? He prepares, right? He had a PowerPoint, he had a chart, he had data, he's ready to present his project. The promoter, on the other hand, prepared in the elevator on the way to the meeting. Next week, you know, he kind of winged it that morning, got stuff together last minute. And it was fine. He what he had to say was going to be great. Well, they show up and the boss says to both of them, hey guys, by the way, we're not doing those presentations. I changed my mind. Now the promoters probably thinking, ah, score, you know, or no big deal or yeah, whatever. I mean, I spent, you know, I spent the morning on it, which is a little annoying, but that's, that's fine. The analyzer was burned, right? They felt, they felt disrespected, right? They felt not seen. They felt like, how could this manager be that callous and that uncaring, you know, et cetera, it's a paired about this. I put my heart into I spent all this time on it. Yep. And then they just blew me off. And that, and that director or that manager was not thinking about it because he was probably thinking because he's coming from an expedient standpoint. He's probably thinking, well, if it was me, I wouldn't, you know, I wouldn't be torqued out by this. Yeah, I'm doing them a favor. This sounds like a stupid question. Probably is because, yeah, go ahead. Skilled managers equals Hyme Aral, which equals all that cool stuff that you cannot pay for and you can't punish for. When you close off that feedback channel, you are not going to be able to hear the truth. In the first microseconds, your brain can't tell the difference between physical danger and what we call social danger. I'm not pissed off that you, me, specifically, just because you're possible. Employees tend to get promoted until they reach their level of any competence. Go forward and don't suck. Welcome back. Are we on? We're on. Hey, hi, hi. Here we go. We are sitting here in beautiful, 11-worth Washington area, snow on the ground, day before Thanksgiving when recording this. What a lovely time. It's awesome. I have my, I mean, I have most of the family here. We have one of our four kids is not able to make it. She's going to be with her husband and his family, but the other three, including you, Ethan. I can be here with my wife and I and we're going to have an awesome time. I love it. Oh, this is Mike Nash. And this is Ethan Nash. And this is the Managing with Mind and Heart podcast. And we are in our second installment of our series on behavior styles. If you are listening to this one and you haven't listened to episode 15 yet, I would highly recommend, in fact, I demand that you go back and listen to that one first. Or you're going to be confused. Yeah, that's exactly right. We last time we talked about perspectives of human behavior and we are not going to repeat them today. So go back and catch up on that because that's going to make everything we do from now on, make a lot more sense. That being said, I will briefly review what we would over last week. What I'm going to say when I said we're not going to review it, what I meant was we're going to review it. So go ahead. Right. Yeah, that makes a lot of sense. So last week we started, actually we spent the whole episode going over what we called what people do. And essentially we covered the four spectrums of human behavior, which are how we make decisions, how we prefer our environment, how we accomplish tasks, and how we show up socially. So the first one is decision making and you are either process or expedient. And really quickly, let's just just real quickly, if your process oriented, you're probably more likely to think to talk. If you're expedient oriented, you're probably more likely to talk to think. Processors take a little longer to decide. Expedients make quicker decisions. And then under the environment, which is how you prefer your environment. Right. And that's where the conflict and change comes in. Stable on one side, dynamic on the other, and people that are dynamic, they do conflict, different than people on the stable side. And they also handle change a little differently than people on the stable side. So it's about conflict and change. So dynamic people are going to be more when it comes to conflict, a little bit more blunt, a little bit more direct, a little bit more leaning in to conflict. And people on the stable side will be more motivated by harmony and let's get along and they might avoid conflict, maybe not speak their mind. And more emotionally stable. Just kidding. No, this is the remedial course here. We're catching up. The under change, the stable people are going to be a little bit more committed to, or interested in stability and not changing a whole lot of things. And people on the dynamic side are more likely to, hey, let's try something new. Let's try something different. Right. And then do you talk about physical? Yeah, there's one more minor piece of that stable dynamic spectrum and it's how we prefer our physical environment. And so people on the stable side, their environment a little quieter and not so much going on around them. That's me. Yep. And people on the dynamic side, like me, I like lots of busyness and I like to go to crowded places and do my work when there's lots of noise and music all around me. Yeah. He'll write a novel out of circus. Yeah, if he could. If I could, anyways. The other, one of the other spectrums of human behavior is tasks. How we accomplish tasks. And we have flexible people or more exact people. You know, flexible. The way I look at it are more spirit of the law type people. Right. Rules are meant to be broken. Exact people are more letter the law type people. Right. There's rules you follow them. You know, flexible, measure once, cut twice, exact measure twice, cut once. Right. Right. And then the final one is social. Right. Right. Yeah. How we show up with people, right? People that are more on the cautious side are more likely to when they're doing task, they're doing task. And when they're doing social, they're doing social. Those are more separate. And people on the more active side, they're mixing the social and the task more together. They're chatting more while they're working. It's a little bit more kind of kind of integrated. Also, people on the cautious side are a little harder to read physically. They're not as demonstrative. And people on the active side, they show more facial expressions. So there it is. You get the idea or at least that for the review. Remember, this doesn't give you, this doesn't tell you anything if you haven't gone back. And listen to that full episode. So do it people. Yeah. Ethan Demans, you do that. The idea, of course, is that those differences, and this is kind of how we get into today's stuff, the differences that we've just talked about, when trust and respect are high, those differences actually attract and they work really well together. And when trust and respect are low, those exact same differences can be really problematic. Absolutely. In fact, we were just talking about this in our own relationship. We are opposites in a lot of these areas, and these spectrums are human behavior. And you'll see that even more when we get into the actual behavioral styles. But with us, we have a high level of trust and respect. So when we do bump heads and butt heads and get annoyed at each other, or show up in a different way than I would show up, we're able to look at that and recognize the differences in our style and move forward pretty quickly. Yeah. In fact, let me just say a little more about that. It's 2.30 right now in the afternoon. At 10.30, we sat down to do this podcast. And we are literally starting right now at 2.30. Thinking we were going to start at 10.30. We got together, we talked, tiny bit of tension, and then a big interruption. Someone came over, we had to deal with something else. And we came back and we spent two hours dealing with the tension, talking it over, and really digging into the fact that we're different. We love each other, we have tons of respect. Our relationship is super solid, and we're still, even though we've known each other since, I've known you Ethan since you were born. Yeah. We're still working out these behavior styles. We're still learning about each other's differences. We're learning about how we handle change, how we handle interruption, how we take things personally versus not take things personally. We just had the most intense to our conversation that we've probably had in years. Right. And the difference between the way we were able to handle it, and a situation or a dynamic with people where trust and respect is low, is it might have been easy just to not address the elephant in the room or the tension in the room and just move on. In my opinion though, you have this unspoken tension and it just sits there and it festers and it's not healthy. Yeah, or you ignore it and if it doesn't fester, it actually sets a level for your relationship. relationship, right? That's not as deep. You just kind of get used to a certain amount of distance. Right. And you don't get deeper. And I think, Ethan, I just appreciate this about you. I mean, we're father and son. We're also friends and we're also business partners. But I'd say since we started working together, our relationship has deepened because we're kind of face to face every day, right, with having to deal with each other's style. Yeah. And we can ignore it and just stay, you know, maybe not super close, maybe or not super deep. Or we could, like you said, when we have tension, we could dive in and we can open the hood of the car and dig around and see what's going on. Yeah. And a relationship has deepened, yet there has been more conflict, but the conflict is not bad conflict. Right. We were able, well, anyways, I digress here that if I go down that road, we down there. But it's actually, I think, leads perfectly into intro-ing into what we're talking about when we're talking about behavioral styles, because we didn't really get into that last episode. And so I'll let you take it from here, Mike, as far as what are these behavioral styles? And what are they not? Hey, folks, if you've found value from listening to this podcast and you'd like to support us, you could go to Apple podcasts or Stitcher and leave us a review. Leave us a review helps other people find the show. We do appreciate it. There are four basic behavioral styles, and I'm going to circle back to that in a minute, but I'm going to ask a question to you, Ethan, and to the listeners too. What might be the benefit, even though we really haven't dug in yet into what these are, but what might be the benefit of knowing your behavior style and knowing the behavior style of the people you work with? How might that benefit you and benefit those relationships? Well, as a manager, even. Right. So I'll look at this from the angle of you and I, what we're literally just talking about. We understand each other's behavioral styles. And by the way, keep saying behavioral instead of behavior style. It doesn't matter. Let's call them behavior styles. Behavior styles, behavioral styles. Anyways, in your situation and you and your nice situation, I know your style, you know my style and we know their opposite in a lot of ways. And so when I show up, maybe on edge or tense, you have the ability or the lens to look at the scenario or in and think, okay, why? Why might he be showing up annoyed or tense in this situation and being like, well, I know him as an analyzer when he has to pull him away from his work that he's doing or switch gears. That's a tension point for him, maybe. Yeah. So we might have a situation where I read a little bit of annoyance on your face. And if I didn't understand your behavior style. And honestly, I do at times, this is one of our topics in our last two hours. I can take it personally a little bit, but that doesn't happen very often at all because I understand your style. And I know that, oh, hey, I got him off track by asking this question that took him off his course. That's why he looks annoyed because based on his style, I know that when he needs to go from A to B, he needs to go from A to B. And a distraction will cause a little bit of, you know, you'll stop and your face will look a little annoyed, but you get over it. Right. But a second later. And if you didn't know that about me, I think you're mad at me. You would just think this guy's an asshole. Right. Well, why's he got a being as bonnet? You know, we got to take, you know, whatever. Yeah. So I mean, back to your question, you know, if I understand what stresses out my colleagues, right? And what causes that stress, don't you think that would be really good information for me to have? Yep. Because now you can give them grace. You can give them understanding. You can look at what's going on for them and go, oh, I get that. And I know how to annoy them if it comes down to them. You know, you know, you know, push their bell. Use this power for good, not evil for exactly. And then also, you know, if you know what motivates your co-workers or even your managers, don't you think that's good information for you to have in the workplace, especially as a manager? If you know what motivates your employees, you know what the sticking points are for your employees. You know why your employees might show up this way. You know what they need? Okay, you can then act in a way that's more intelligent and that's more efficient and effective in the world. We call that custom fitting your management, right? We've been talking about some best practice management skills for all these 15 episodes, right? Now we're talking about how do you custom fit your management to that particular person? Well, the way you do that is you understand their behavior style. Uh-huh. And it's really easy to think I am surrounded by idiots in the workplace. I think that every time you can never, never mind. Because many of them are different than you and they react to things different you would or get frustrated at things that you wouldn't get from. Or need something that you're thinking, well, why do you need more time? Or why do you need more information? Right? So we do the mirror effect where we say, why aren't they like me? Well, that changes once you can understand the way people show up. Right. So that's one of the two huge reasons that we want all of you listeners and all of our clients to understand behavior styles is so that you can recognize the other person's style and make adjustments and meet their needs and interpret them more accurately. The other big reason, of course, is about our own personal development. Exactly. Everyone remember way back in our first few episodes, the thing called Jihari's Window? Did we talk about that? I did. Way back in one and two and three, I think. But the bottom line on that concept is we just don't see the way we show up. We don't know the way we're impacting other people and it's the healthiest people who know that they don't know what they don't know about the way they show up. And when you understand your behavior style, you go, oh, that's how I'm showing up. When I have that look on my, when I don't have any look on my face, I'm being interpreted maybe as not caring or not liking somebody or for me personally it was the realization that I'm still gaining of, oh, wow, people can see when I roll my eyes or when I take a heavy breath, oh man, my emotions are right out there and they're impacting people and I didn't even know that. Right. Or I needed more time and I'm starting to know that about myself and maybe I need to hurry up or in my case, gosh, I just need to slow down because I'm now understanding my behavior style that I'm making too many quick decisions. I mean, yeah, again, the better we can understand the way we show up and the way we impact those around us, the better off we're going to be in the workplace and in life with your family, with your friends. So now with behavior styles, this is a little bit different than say the Myers-Briggs. Right. And many of us have taken a Myers-Briggs before and you know, we're not trashing Myers-Briggs. Oh, I love it. That has its place. I think it just serves a different purpose than what we're trying to do here. It's a self-report. Yeah, a lot of these other inventories are based almost exclusively on you filling out the inventory. And to be really clear, those are really valuable. Whether it's Myers-Briggs or whether it's Ingram or any of these, there's many others. They've benefited me. I've seen countless clients benefited from these inventories. But like Ethan, like what you're saying, that serves a particular purpose. This is something different. Your behavior style is actually the way you show up. Excuse me, is the way you show up and the way you impact other people. And other people are the experts on how you're showing up. You're not the expert on how you're showing up. And that makes this hard to talk about in a podcast because in reality, when we're doing this work with clients, we do a series of four different exercises that include some assessments that others are filling out and an exercise where people move each other around the room. There's all these things we do so we can actually get the feedback from our colleagues so we know what our behavior style is. Right. Exactly. Obviously, we can't do that here over the podcast. So instead, we are essentially going to explain the different behavior styles. There's four of them. And at the very least, that's going to give you the background knowledge to start framing different conversations with your colleagues and viewing those relationships through these new lens. Yeah. And one thing you could do, and I'll just kind of do another shout out for going back to the previous episode. If you were to go back and listen to the four different spectrums of human behavior, if you could place yourself on one side of each of those spectrums, there's a little bit of a clue there. And as we go through the behavior styles, we'll mention that as we go. What we're going to do, basically, folks, is we're going to take the next four episodes, including this one. And we're going to use those to describe and spend some fun time with each of the four styles. We're going to today, we're going to talk about analyzers. Next week, we're going to talk about the promoters, the next podcast, we're going to talk about the conductors and the last podcast, we're going to talk about the listeners. That sounds good. So a little more background on behavior styles here, as far as how they just show up, do you want to talk about the Vashon fairy study? Yeah. So we're in Washington state and we're on Puget Sound and there's a bunch of islands and lots of people commute back and forth to the city from Vashon and Bainbridge and a bunch of different islands. We did a study using the behavior styles and they had commuters who saw each other every day back and forth. They didn't necessarily ever talk to each other, but they saw each other every single day. And they found that these commuters were amazingly accurate on each other's behavior styles because behavior styles just shows up. Right. You didn't see that. - You didn't necessarily know these people. - Nope, nope, no, no, no. - But you could see them and even unconsciously start to notice things about these people around you. And as we get into these styles, I think you'll become more clear to everybody that these really are ways that we impact people around us, ways that we show up. - Right. - I'd also wanna point out that, please understand that all of us access at least three of the four styles. So I wanna make sure you hear this. None of us are locked into some box, right? And this is usually the first pushback we get within these sort of behavior style class. It's like, well, okay, you're putting me into a box. No, no, we all access at least three of the four of them. But you do have a home base, right? You have one that just shows up more than the others. You have your home base and you have your secondary and your tuition area as well. So just remember that. And then again, not to beat this dead horse anymore, but this is not about how you feel, right? This is about how you show up. - Yeah, there might be things we say about the analyzers or the promoters, for example, and you might think to yourself, well, that's not me because I don't actually feel that way. Well, that might not be relevant, right? 'Cause this isn't about how you're feeling inside. It's about the way you're showing up. And you'll see that as we go through. There's gonna be, for example, there's gonna be one style that kind of looks mad when they're not mad. Well, they don't feel mad, but people might think they're mad. And think about how important it is to know that about yourself, right? If I know that I might be showing up angry, that's gonna give me something to work on. And if I know that my colleague tends to show up angry when they're not, I'm gonna give them more grace. - Right. And in a self-report, if they ask you the question, are you someone that is mad? They would put no, right? So you see the difference here? 'Cause if your colleagues feel that out, they might say something different. - That's exactly right. Here's a phrase from our notebook that we use in class to really kind of nail it down. Why do we teach this? To better understand myself and others so that I can interact with both in a mutually beneficial way. Right? I wanna understand myself and others so I can make the right choices to interact with both in a mutually beneficial way. - That's poetry to my hair. (laughing) - I like it. - Yeah, let me do this. - Let's do it. Let's dig in. - First, let's just throw out the four styles. So we have that context going into this. So we have analyzers, which is gonna be today's topic. We have promoters, which will be next time. We have listeners and we have conductors. Such a conductor thing to do. I just jumped right in, jumped right in, and took my last one. And just to kind of put aside any mystery or you guys are all holding your breath, I'll tell you right now, I'm a combination of conductor and promoter. And I think my tertiary is listener, but primarily I'm promoter, secondary, I'm conductor. Ethan. I think, and actually this is a good example of how these are constructs and it takes some time to figure this out. But I think my primary is an analyzer, but pretty close with my secondary, which is a conductor. But then I have this, I don't know. I don't know about my third. - Yeah, well I'll tell you what it is. - Okay, Mr. conductor. - I think you're an analyzer conductor. I think they're pretty close, but your tertiary, which is listener is right behind, like really close. I think you're accessing those three pretty evenly actually in some ways, right? - All right, what we're gonna start with today. So lucky for me, we just get a trash on my behavior. - No, no, no, no, no, dude. - We're gonna talk about how awesome analyzers are. I actually married an analyzer. She's awesome. And actually, I was attracted to her in many ways because she's an analyzer. And I didn't know that at the time. I didn't take applications or try to look for an analyzer. I just, promoters are attracted to analyzers, and vice versa, and conductors and listeners tend to be attracted to each other. They're opposites. And when trust and respect are high, these differences really work. And speaking of that, I think we mentioned this last episode, but actually if you do online dating on some of the best sites, they do pair you with the opposites in a lot of these areas. They do, right? They match you with things as far as, you know, intrasco, politics, religion, but they literally pair you with the opposites in these different behavioral styles. - So we're also dating coaches. Just kidding. We don't do that. - Yeah, send us an email if you. - Let me remind you. - So, let's do this. - Let's do it. And analyze, we're gonna dig into kind of their vibe right now. We're gonna talk about the way they show up. We're gonna, really we're gonna give you 10 qualities, 10 things they need. - 10 once. - They want expectations needs. - No, no, actually, I'm sorry to keep caveats here. One more thing. A lot of things we're gonna tell you folks, they're not mutually exclusive. Like, one of these behavior styles, for example, we're gonna say, it's really important to them that you're honest with them, right? Well, that doesn't mean the rest of us like to be lied to. However, it doesn't hit everyone else's top 10, like it does for this particular style. Another style we're gonna say they wanna be liked. Well, duh, right? We all wanna be liked. But it hits the top 10 for this particular style. So keep that in mind when you hear some of these things, just because we say analyzers want X and Y, doesn't mean someone else doesn't want it too. Right. All right, let's do it. Enough beating around the bush, Ethan. Here we go. So analyzers, one of their organizing, what would you call it? Organizing principles is analyzers have high expectations. And I will say this for the 10th time in this episode, and analyzer may not actually have high expectations, but they what, they appear to. They show up that way. Analyzers show up as if they have very high expectations for themselves and high expectations for others. And let's talk about how cool that is first, right? What does that bring to the table in an organization or in a work group? Wait, what does some bring to the table who has high expectations? They set a high bar for the group. They care about quality. Right, they're hard workers, they can challenge others to kind of meet those high expectations. They help us not get in trouble because they, you know, they don't break the rules, they break right. But other people not make mistakes. Exactly. So twice cut once. A lot of really cool things come from high expectations. But what is the other side of that coin, right? What might be some negatives that could come from someone showing up as having really high expectations, Mr. Nash? When analyzers struggle in relationship, it is often because they've been perceived, just be honest, as being a little judgy. How dare you? Exactly. Analyzers, if they're not careful for several reasons, right? They, here's three reasons why they might show up as judgy and keep this in mind. Ethan said this really well. They may not be feeling judgy, but they may seem that way and here's why. Three reasons, number one, they have high expectations, right? Now analyzers, they don't all know they have high expectations. They think their expectations are sort of average and everyone else's are kind of low. Okay, so high expectations coupled with, their face doesn't change a whole lot. They're not very demonstrative. If you go back to last week, you'll put them on the cautious side of the active cautious spectrum. So that means they're not very demonstrative. Their face doesn't change very much and you add one more thing to that. They're not super skilled or they don't think about giving compliments, right? They're the honey I told you. I loved you when I married you. I'll let you know if I changed my mind person. Right. So you put all that together. They're gonna look like they're really hard to please, which could be a relationship issue. If you're in relationship with someone that you think is not, you know, that you can't please, that's gonna probably impact your trust and respect. Right. Something to be aware of. Yeah, and in fact, in just mentioning that it reminds me at the end of this episode, we're gonna be suggesting some growth opportunities for each style that we cover in the next four weeks. We're gonna be offering and suggesting some growth opportunities. And this might be one to think about. So if number one, high expectations, let me do the second one, which is, analyzers love information. They want more information. They want more details. They're gonna work hard to both gather the information and the details and they're gonna be providing you with information and details. And in my experience as a promoter, they might provide me with a few extras that I don't even need. (laughs) Now this is, I would say out of my, what would you say, out of my analyzerness, this is one that I think shows up the most for me. Yep. Right? Like I need information. Tell me more. I need, like I'm not ready to decide yet. I want all the pieces. Yep. Right? And so if I only get a little bit of information or I'm trying to make a decision and you send me a vague email, which would never. That is what you didn't even, that is not what I need to fix the situation. Okay, it can get me into a little bit of a stressed out point. That's what your analyzerness, which we'll just call it a, your anus for short, kind of shows up, right? Okay. Accuracy. Accuracy is the next one, right? And let's talk about accuracy and the next one, which is honesty together. Yeah, so number three and four, accuracy and honesty. Yeah, a couple of ways and we'll go back and forth with this Ethan, but analyzers, it's important to them that they're right. It's important to them that they, since I am, because you're always right, right? It's important that you are, And when I say it's important that they're right, this doesn't mean they have to win the argument. That's not the kind of, I have to be right. We literally mean I need to be accurate. So if Ethan is explaining a story to me and I go a little bit sideways with maybe a unrelated question, I think one of the reasons you get frustrated is because you actually are trying to explain this in a way that's correct. And I've kind of got, yeah, of course a little bit, right? There's a right way and a wrong way to explain this. And in fact, for each style, we're gonna give you what their main tension is. And this is for the analyzer. Their main tension is finding out that they're wrong. That drives them crazy. - Yep. - The accuracy and the honesty together, here's a really cool thing. Analyzers show up with a ton of integrity. Because you know what, when a promoter says, I hate my job, that might have meant the copier jammed. Right? Analyzer says, I hate my job. They mean I hate my job. When a promoter says there was 50 people there, what does that mean? It means there was probably 32. There was a lot of people. I felt like a ton of people, so I said 50 because that's a big number. When an analyzer says there was 47 people there, it means there's 47 people there. You counted. So this is both accuracy and honesty put together. It's really important to analyzers that they say it accurately, but that they also are honest and they want you to be honest, which of course we all do. But what they're gonna get stuck on this sometimes is, well, that promoter said there was 50 people there and I found out there was 30, so he's a liar. - Right. And if we don't understand each other's styles and each other's behavior styles, all right, you have a lot of that going on, an analyzer and a promoter working together. And there's a lot of those. Well, he said there was 50 or he said, you know, it was at whatever it may be and they are not correct. Like they're not exactly right with what they said. You start to lose a bit of trust between them. - Right. - Because for the analyzer, you're not being accurate, could easily slip into, you're not telling me the truth. - Right. - Right. Now here's an interesting point about analyzers based on what we've just said. Analyzers, here's the good news. They're really easy to trust. And when you're talking about sort of your day-to-day sort of trust, you know, like reliability, you know, when an analyzer says there was 32 people, you know there was 32 people, right? They're easy to trust, meaning what they say is probably accurate. They're certainly not going to lie to you. They're not going to exaggerate. On the other hand, analyzers themselves have the hardest time trusting others. Because of some of these issues right here, they might hear something that was an exaggeration. Well, now I don't trust you because you're not being accurate, et cetera. The next one is time. - Yep. Number five is time. - Time to decide, time to process, time to know what you think, time to know what your opinion is, time to gather your data, time to make sure all your ducks are in a row. - Exactly. - Lots and lots of time. - Yep. Analyzers are, if you go back to our work last time we were together and we were talking about the decision making spectrum and we had process and fast, guess which one they are. - Right. - They are going to think it through and think it through gather data and their data might be actual data gathering sort of externally or it might just be their processing in their head. But to push them and rush them and demand a decision or anything from them right now is going to be stressful. - Yeah, I don't think I told the story last time but where this showed up in my previous job. So I had these two direct reports and they were really opposites in these behavioral styles. And there was one specific day where I was trying to basically come up with a new strategy, you know, a new client strategy. And so I brought each one of them into my office individually. I sat down with the first person and I told her what we're trying to do and she basically, you know, talked at me for about, you know, 10 minutes and she came up with this really good idea, like a beautiful idea that I would have never thought of. Right? Okay, thank you. Thanks for that. I'm a real professional tech reporter. And she is a total analyzer and total processor. And I ask, or tell her what we're doing and ask for her opinion on it. And she goes, you know what? Shoot, you caught me off guard. I need to think about this. Get back to you. Okay, not a problem. Next day, next morning, she comes back into my office and she just lays out this beautiful idea. The funny part is her and the other report basically had the exact same idea. But they got to it differently. But they got to it completely different. I found out later that hadn't even spoken to each other yet that day. And so again, this is just gonna be the different way people approach decision making and ideas and not one is better than the other. Yeah. And this could relate to even the simplest things. Hey, honey, where do you wanna go to dinner tonight? Hey, decide right now. Right, that kind of pushing someone is gonna be really frustrating and cause the other person to, in many ways, for an analyzer to kind of shut down. Right. And we see this in the inorganizations. In fact, my experience is an analyzer's tend to get disenfranchised a little bit more often than others. What is that? Well, for example, hey, we're having a discussion in the meeting. What are your ideas? And the analyzer didn't get a chance because they haven't processed it yet. Right. Because I think a lot of times, it's the case for me, an analyzer wants to make sure their opinion is accurate. Right? Like, I'm not just gonna throw something out there and risk later that day changing my opinion on it. Yeah. Yeah, I wanna think about it and make sure this is right for me. Yeah, so the rest of us need to understand that, you know, I don't wanna spend much time on this, but I need to spend more time on it because otherwise I really am gonna disenfranchise a huge portion of my workforce. Right. I'm gonna tell you one more story 'cause I think this is a really good time to do this. I love stories. I so do I. So far we've covered these five things, right? High expectations, information and details, accuracy, honesty and time. And you put that together, you kinda get this picture of this person in the workplace. He, and he's a conductor and we haven't, you know, got to that person yet, but he said to two of his employees in the meeting, "Hey, I'd like you guys each to come next week "with just a short five minute presentation "about your project." You know, they both had their individual projects. So these two folks go off for the week and the analyzer, what do you think he does for that week? He prepares, right? Next week, you know, he kind of winged it that morning, got stuff together last minute and it was fine. He, what he had to say was gonna be great. Well, they show up and the boss says to both of them, "Hey guys, by the way, we're not doing those presentations. "I changed my mind." Now, the promoters probably think, "Ah, score, you know, or no big deal or whatever. "I mean, I spent, you know, I spent the morning on it, "which is a little annoying, but that's fine." The analyzer was burned. Right, they felt disrespected. Right. They felt not seen. They felt like, "How could this manager be that callous "and that uncaring, you know, et cetera?" It's a cared about this. I put my heart into, I spent all this time on it. Yep. And that director or that manager was not thinking about it 'cause he was probably thinking, 'cause he's coming from an expedient standpoint. He's probably thinking, "Well, if it was me, "I wouldn't, you know, I wouldn't be torqued out by this." Yeah, I'm doing them a favor. Right. Exactly. So, this is just another reason why you guys, you just gotta know this stuff. When you're managing people, you have to be able to understand who you're working with so that you can not just meet their needs, but not, you know, freak them out that way. No, that's a great example. And that example has more or less showed up in my life being on both the receiving end of that, as well as the other end as the manager. So, that was time. Yeah, that was the fifth one. Let's do number six. To be heard. To be heard. Now, everybody wants to be heard when they have something to say. But what can you, what do you think is going on when an analyzer speaks up in a meeting and says, "Okay, here's what I think." Right. What can we assume about what she just said? It means they really thought about it. Like they thought hard about it. That is why they're speaking up. They wouldn't speak up unless they had thought hard about it. Exactly. And it's probably important, right? Because analyzers are not the first to speak up. That their forte isn't, you know, saying a whole bunch of things in a meeting, right? When they do speak up, that means not only have they thought about it, but it's important. It's really important. So when you say, "Oh, no, that's not right." And you just brush them off. That is way more stressful for your analyzer than it is for anyone else. Right. You do that to me as a promoter? That's not right. Okay. I'll guess again. No big deal. In fact, you're probably going to speak up 20 more times in this meeting anyway. So the one time that someone said that wasn't right is not that big deal. But for an analyzer, that may have been the one time they spoke up in that meeting. Yep. Yeah. And number, what do we want? Number eight. Number seven. Number seven. To follow the rules. Yeah. And others follow them as well. Right. They want things to be done the way they are supposed to be done. And boy, does that speak loudly to me? Yep. The rules are there for a reason. And it's irresponsible to disregard. them. And now keep in mind that you know a lot of us feel that way but we don't always show up that way. Analyzers show up as there's a right way to do things. They probably will talk a little bit more in terms of right and wrong or should and shouldn't. By the way, did you know there is an actual specific way you're supposed to load a dishwasher? Yeah, I found that out when I got married. I thought as long as the little spinny thing wasn't hitting things we'd be good but no, there's a right. So analyzers actually tend to have more rules actually than the average person. And they wouldn't necessarily call them rules but there are ways that things are supposed to be. Right. And I would say because of this they do bring consistency. They help us to you know, stay out of trouble in a lot of ways. They help us stay the course. I mean, I really think these folks, if I may say so myself, self-serving as it is, you know, these folks are indispensable when it comes to things like accuracy and doing it right. In fact, they are the ones that might notice if we need a little bit more of consistency. Yes. Yeah, they really are. They're the people that are going to help your organization and your work group to avoid costly mistakes and costly doovers and etc. You know, that being said, but if you go too far in the other direction with this follow the rules things, you know, they could also be the ones that might, if they're not careful, prevent a little bit more of free flowing, you know, creativity, thinking in terms of how can we think outside the box? That's exactly right. So it's a balance for double-edged soils. And then number eight is self-control. Yeah, talk about this one because I don't have any of this. You have a ton of self-control. Self-control actually in this context doesn't mean, you know, this is nothing to do with how you're, you know, how much you enjoy partying or having fun or whatever, but what the way it does show up is in the workplace especially and in relationships. Analyzers are just going to withhold more of their emotions, both verbally. They're not going to be as likely to say, "Oh, I'm feeling this." And they're also not physically going to show you on their face the things that they're feeling. Now the good news about this, my experience with analyzers and I love analyzers, they just bring this kind of calming, no drama, just chill. I love that vibe that they bring to the table. Yeah. Now the bad news on this one is again, there's an old Native American saying, I think I've mentioned it before, "If you give me a blank, I'll fill it in with demons." Right. So if I don't know what's going on for you because you're not showing, your self-control is so prevalent that I'm not able to read you at all, I might not go to my happy place. "Oh, you're mad at me or you're critical of me or you don't like me." Yeah. And well, I guess we'll wait for this. I was going to ask for what you would suggest to an analyzer that might show up and get accused of being angry. Yeah, I'm not daring. Yeah, it's going to be one of our growth opportunities, but I would say it's not about, I would never say to an analyzer, "You need to become expressive." The reason I would not say that is because their heads are going to blow up if they spend the rest of their lives trying to be expressive because that's just not who they are. But what they can do is they can use their words. Right. They can learn to actually just say what's going on for them. Right. I'm not sure. You know, I had one more thing here. This is what I usually tell my classes when I teach this and may have stolen a play out of your book with this. So we all remember the character Spock. Right? Yeah. Spock Star Trek. Now, Spock's feature was that he didn't actually have any emotions. Right. Therefore, he didn't show it. That's obviously not what's going on with analyzers. In fact, I think one of the studies that I read a while back says that analyzers are probably feeling more than the average person. Yeah, they actually are actually interesting. They're known to be the most empathetic of the four styles. So that means that an analyzer is probably the most incongruent among the four. The way they're showing up on the outside and what's happening on the inside are further apart than maybe the other the other three behavioral stats. Right. Number nine, unless you got anything more to say there. No, let's do it. Organization. They like things organized. Yeah. Notice we did not say that they are organized. They may be organized. They may not be. That's just a skill like playing the piano or playing soccer. But they like things organized. They're committed to things being organized. And what where this can be frustrating for the actual analyzer him or herself is if they are an analyzer and don't have good organizational skills, that can be pretty frustrating. Yeah. Yeah. So let me let me parse this out a bit. So being organized is a skill, right? Like like having organization skills knowing where to keep things or knowing how to balance tasks using a good organizational system. Okay. So that's a skill that you learn. But wanting things organized is a behavioral style feature. Right. So what happens when you have an analyzer that's really doesn't have any organization skills. Yeah, they're frustrated. In fact, I know someone like that. It spends a lot of money and has bought every organizational system known to man. I haven't bought everyone. Okay. I bought most of them. Yeah. It can be pretty frustrating. And where is someone else? We'll air the other way. I'm a promoter. So I air toward, you know, I've got 18 lists stuck in different places around the house not organized. But I'm okay with that. Right. Yeah. So the final one number 10, we're going over analyzers, top 10s, once needs and expectations is the ability and consistency, stability and consistency. They don't want to have a lot of crazy change. They don't want to have a lot of fast change. They want to make sure everybody's on the same page. They bring this cool gift to the table, which is let's make sure we're consistent with each other. Let's make sure we're on the same page. Let's make sure that we're, if it is time to make a change, they're going to be probably more clued in to good change management skills and behaviors to make sure that everybody gets their head around the change. Change for them needs to be a little more methodical. They definitely don't like flavor of the year or things coming out of a field. They're just going to be more organized around stability and consistency. Right. And I would also say that because of this, analyzers are probably the most likely to get accused of being resistant to change. Right. Right. They show up in a way because they want to know all the pieces. They want to know why, why, why, right? They went data. Right. And so they get accused of, well, you're just being resistant to change. Just go with the flow. Yeah. Right. And I would say they're often speaking. I mean, this is certainly true for myself. They're often not resistance to change. Right. In fact, I am probably, this is an interesting one for me because I am, I love change. Right. I'm always looking for new ways, new approaches, new directions, you know, flashy new things. But if there is change, I want to know all the details. I want to know why I want to know what the end goal is. I want to know how this is going to roll out. And if you don't give me all that information, then I sometimes question if this is a good move. Yep. Yep. That is one of the areas where I think, yeah, you're a little bit not in that particular stereotype of the analyzer. You really do bring a lot of change. In fact, if anything in our relationship, I'm the one saying, whoa, you know, let's not change yet. Mm-hmm. Interesting. Yeah. I want to try something here. No, let's try it. Since I'm an analyzer and you're a promoter. Yeah. I want you to try to be as evil as you can, which shouldn't be that hard for you. And I want you to think of all the ways that you could stress me out as an analyzer. Well, did we just have a two-hour stressful conversation about this? Yeah, but I need more. Right. So how would you stress me out as an analyzer knowing me and knowing my analyzerness? In Ethan, I need a decision from you right now. And I'm going to act upon it. And I just want you to kind of rough guess it. There you go. I remember there's one way. All right. How about, um, Ethan? I know I said we're going to do this. And I you spent a bunch of time on it, but I've changed my mind. And now I've got this other really cool thing we're going to do instead. But, but you you said you said we were flexible. Be flexible. Why can't you just be more flexible? Because I've already spent a day thinking about this. And I have all these ideas. Yeah, Ethan, dude, there's like 40 people that are trying to get hold of you. And they need to reach you right now. There's like 50 people, I think, that need to talk to you today. Oh, wait a minute. Yeah. There's three. Sorry. There's just three people. That's pretty good. Yeah. Oh, here's another one. Ethan, I want you to create this, work on this project. And I'm going to send you an email with four sentences that are very vague. And I want you to take that and I want you to come up with the right answer and don't do it wrong. Oh my god. Oh my god. My Fitbit heart rate is just sky high now. Yep. Yep. Oh, and that thing you just said that was really important to you. I didn't even hear what you said. And I don't really care. I'm going to move on. Are you stressed out, buddy? He's looking at me like he wants to kill me right now. So yeah, there you go. So, you know, what we just did there, I thought that was a really good good idea. Ethan, because, you know, as managers, we could actually end up doing those things, right? not because we're evil, but because we're just our own behavior style. And we're doing our own thing. And we have no idea that those things are going to have a negative impact on the other person. - Mm-hmm. - Nice. What's our time? I'm sensitive to the fact that this is kind of a long session, isn't it? We are at about 50 minutes or so, but I think we have time to do what I view is the most important part of talking about analyzers. Yeah, in just a minute, we're going to end our podcast today with some growth opportunities for analyzers. But one more quick topic. We've covered the 10 needs and wants and expectations and divide. Let's take a couple minutes to talk about emotions. Because for each behavior style, they have a certain way of showing up emotionally. Not analyzers. Well, that's the point, right? Analyzers of the four styles. They're the least likely to show you or tell you what's going on for them. And we've already talked about this. We don't need to repeat a much of this, but they're going to be misread. And that's the point here. Because they're not showing you what's going on, they're going to be misread. And I, real quickly, a couple quick stories in the workplace. Ethan, if I was correcting you, let's say I'm not happy with you and you're an analyzer and I'm telling you what I'm not happy about. What might I be getting back from you while I'm having this conversation? Nothing. Exactly. I'm going to be talking to you and it's likely that you won't be saying anything and your face will also probably look kind of neutral. And if I didn't understand your style, I might misinterpret that and I might think, oh, he doesn't get it or he doesn't care. So I'm going to keep going. I'm going to keep talking or I'm going to raise my voice or I'm going to maybe say a bunch more examples of the problem. And now I'm doing all this damage because analyzers are actually pretty sensitive. They're feeling a lot, but they're not showing it. And so this is a note to analyzers and to people who love analyzers, there's damage that can happen there. If we don't just stop talking, maybe ask a question, check in, check in. That's exactly what what are you feeling right now? What's going on for you? What do you think about this? Exactly. Because although they may not be able to show it physically, right, they can express it verbally. And so if you're not getting anything physically back, ask asking to use their words because that they can do. Yep. 15 years ago, I built shelves in our garage and Ethan, you can walk over there and see him right now. There's Florida, Florida ceiling, wall to wall, all these different size cubbies. They're, they're dandy. They're wonderful. And I painted behind them different colors and I kept Christy out of the garage the whole time because promoters kind of like the ta-da moment. And I brought my wife in after I don't know days of building shelves and loading the shelves up with all of our sports equipment and camping gear and stuff. I brought her in and her response was basically stood there with a neutral expression, looked around and then said, "Where are you going to put the snowboards?" I'm like inside, I'm like, "Ouch!" Really? That's what I get after all this work. I get where are you going to put the snowboards? Not the sixth grade, not thank you. Exactly. Any of that. But in the house, we talk about it and this is literally what was going on in her head. In the garage, she was thinking, "Oh my gosh, this is beautiful. He's done such a great job. He has a place for everything. I wonder where he's going to put the snowboards?" Right. So, analyzers get misread. Right. So that's, that's, that's all about emotions right there and just being aware of that. Do you have anything more to say with that one? Nope. Nope. I think that's just important to keep on your radar, especially as a manager. And again, as a husband, as a, as a, as a wife, as a, a, a life partner. Exactly. Exactly. Exactly. Knowing that they're not trying to dis you. In fact, yeah, we learn to interpret what's happening more accurately, which means all of our relationships are going to have more trust in respect. So here's the thing. At the end of every one of these four podcasts, we're going to just take a couple minutes and give you some growth opportunities and, and, and where this comes from is we have coached hundreds and hundreds of people over the last 23 years. And it turns out that when you know someone's behavior style, you're going to be a lot more successful at coaching because you're going to be able to do some of the big bang for the buck coaching topics. Yeah. So what we're going to give you here and, and anything I will kind of take turns on these is if I only knew that you were an analyzer, that's all I knew about you. And I had just, and I was going to start coaching you tomorrow. What would I choose as my top three growth opportunities to present to you and to coach you on? Right. And, and remember, as we go over this, when we're talking about growth opportunities, with behavioral styles, we would never ask somebody, nor is it healthy for anybody to think, I need to try to change my behavioral style. Right? Because that's you. And you, and you need to own that and, and, and you have unique talents and strengths because of that. But you also, remember, J'hari's window, we have these growth opportunities that we, if we were to just make a slight adjustment to our behavioral styles and areas, we would be that much more effective. I've always thought of this as almost like an 80 20 type rule. Like if you can make a 20% adjustment to your behavior style, you would be 80% more effective in the workplace with dealing with people, with communicating with people. Yeah. Yeah. In fact, I hope that we've conveyed throughout this episode that the analyzer, like all the other three styles, they bring so many gifts. I mean, so many wonderful things. And, and, you know, the, the accuracy and the calmness and the integrity and the list just goes on. So we're not even close to implying that you should try to get out of that style or change your style, but just like Ethan said, just some slight adjustments would make you that much more effective in real life. Yep. So with working with clients for, well, yeah, you've been working with clients for two decades now. These are the top three things that we're most likely to work on with an analyzer if we're coaching them. Yep. And the first one we've talked about this is speak your feelings, right? Share you. I know from my experience, it can be really frustrating for an analyzer to think they have to become more expressive. And, and you don't have to become more expressive, but you can use your words. As I said, just a moment ago. Yeah. In fact, what we say to analyzers then is say things like, I need more time, say, I'm feeling frustrated. Say great shelving unit. You awesome husband. I'm not bitter about the show. And apparently not. Yeah, that's it. So use your words. Here's the thing. You are being misread. I'm going to say that probably a little bit. I mean, it's going to sound probably a little bit blunt to say it this way, but it's very likely that you really are being misread. If you're an analyzer, that's probably happening to you, whether you know it or not. So give us more data, right? And you guys like data, right? The word data probably makes you all excited. Give us more data. Give us more data. And, and data. Yeah. And that doesn't mean like, like Ethan said, show a bunch of expression on your face. Just tell us. All right. Number two, we would say to analyzers as our second thing is to take action. Go forward. Maybe move a little more quickly. Sometimes that even feels like taking a risk. But the idea here is take action. And that means look, if you got 25 ducks that you have to get in a row before you go forward, what if you got 18 ducks in a row? Okay, at least 20. Okay, let's say you got 20 ducks in a row and you got the other five later as we are already going forward, right? Right. Let's say you guys have heard the phrase analysis to paralysis. That's what this one's about. Sometimes it's actually going to be important to move forward before you are absolutely sure that there's no risk whatsoever, right? As an analyzer speaking for myself, you can get into kind of almost this tunnel vision where I need data, data, data, still not enough, still not enough data. You got to you got to move forward. That's not how the world works all the time. So the last one and we'll tackle this one together is mention the positive. Yep. Right. Offer some praise. Praise appreciation. Now this kind of goes along with the first one, right? Speak your feelings, but but I do like to keep this one separate. This is about catching people doing it right. Yep. You don't have to wait for some extra ordinary, you know, achievement to say something, right? Catching people in the moment, catching people being loyal, catching people with a good attitude, catching people contributing well to a meeting and just mentioning that exactly. And in your relationships, remember that even in the most solid relationships, the other person needs to know that you care, they need to be reminded that you love them, they need to be reminded that you have good thoughts about them. You know, don't don't assume that just because you're married or because you've been together for a long time or because that buddy of yours has been loyal to you for the last 20 years. Don't assume that they always know how you feel about them, right? It's going to help you be seen as someone that's that who's not, you know, overly critical, right? That you can balance this out by adding this piece right here. Yep. Yeah. If you so if you took these three things, right? Speak your feelings, uh, take action and mention the positive. What I find when I'm coaching an analyzer and they decide to work on these things, um, it kind of shaves off some of those rough edges, right? And they actually then become even more effective in their analyzerness. Mm-hmm. I love it. This has been good. Look at we are over time. We got to cut this off. Boom. That was a great episode. If I do say so myself. It was awesome. Ethan, you're awesome. Well, thank you. Anyways, folks, wait, wait, I just said you're awesome and you're the one that's supposed to be complementing me now because that's what you're working on here, right? You're gonna now practice. Well, when you've earned it, I will let you know. Good deal. (laughs) Apparently I've learned nothing today. Folks, that's all we got time for today. One quick thing, we have a newsletter. It's where we're hearing from our clients and people we send the newsletter to. It's a big hit. We sent it out just once a month, once a month only. And it takes about usually less than 10 minutes to read and it's management topics. We share some kind of cool things. We're reading that month. Anyways, sign up for it. Go to our website and you'll find an area to sign up or just text the word leading to 66866. That's leading to 66866. And I think you'll love it. All right, Adios. Yeah, next time it's the promoters. Promoters are up next. See ya. (upbeat music)