This set of four Personality Types, clearly similar to the four temperaments of antiquity, is taught to the sales
personnel of a prominent international company. It is used in marketing to evaluate an office manager and quickly determine the most effective pitch to make a sale.
Now, with respect to eMarketing, where there is no face-to-face meeting, the utility of the schema is obviously limited. This typology finds
application in general marketing, in negotiations, in situations that require rapid assessment of motivation and intent.
The first table shows the four types and their respective descriptors. I've correlated each type with its ancient equivalent in
the second table, which summarizes the types and suggests the appropriate pitch for each. Judgments of type and selection of the
pitch should take place, it is said, within the first eight seconds of contact.
Study of the four temperaments reveals that most people evince characteristics of two or more, rarely just one. The same
applies in this typology. Nonetheless, the schema presents useful categories and descriptors that might provide insight.
Apply the schema to yourself first, see if it works for you. Perhaps one of the four types will seem more "dominant" than the others.
Maybe three will seem strong and the fourth will not appear to apply. Simple schemata of this sort sometimes enable us to sort
observations and facilitate preliminary, chiefly intuitive insights, but no such schema is definitive in the evaluation of personality or
intrapsychic dynamics. Any attempt to fit oneself or others into a static mold is inevitably problematic.
Even so, it's an interesting exercise. If you'd like to learn more about these four types, read the descriptions of basic strengths and weaknesses developed by Peter Urs Bender.
Art of Relating
Amiable
Analytical
Driver
Expressive
Appearance
casual/ conforming
formal/ conservative
business-like
fashionable/ stylish
Work space
personal/ friendly
structured/ organized
busy/ structured
stimulating/ cluttered
Pace
slow/ easy
slow/ systematic
fast/ decisive
fast/ spontaneous
Priority
maintain relationship
task/ process
task/ results
relationship/ interacting
Fears
confrontation
embarrassment
loss of control
loss of prestige
Under tension will
submit
withdraw/ avoid
dictate/ assert
attack/ be sarcastic
Seeks
attention
accuracy
productivity
recognition
Gains security by
close relationships
preparation
control
flexibility
Wants to maintain
relationships
credibility
success
status
Supports his/her
feelings
thoughts
goals
ideas
Likes you to be
pleasant
precise
to the point
stimulating
Wants to be
liked
correct
in charge
admired
Irritated by
insensitivity/ impatience
surprises
inefficiency/ indecision
inflexibility/ routine
Measures person's worth by
compatibility with others
precision/ accuracy
results/ track record
recognition/ compliments
Decisions are
considered
deliberate
definite
spontaneous
Low Caring
Low Control
Analytical Melancholic
more cautious, threatened by change
factual, preoccupied by detail
logic & facts have higher priority than relationships
be organized, prepared
Driver Choleric
driven, task-oriented individuals
willing to take risks
needs to be in control
strong, forceful
"Here are your options, what do you want to do?"
keep relationship business-like
get right to the point
Amiable Phlegmatic
prefer status quo, like the world as it is
easy-going but cautious about making decisions
don't enjoy conflict, don't like saying "No"
relationship-driven, need to trust you first
offer personal assurances that you stand behind your decision
Expressive Sanguine
lively, social individuals who love to talk, thus ask questions
conceptual, spontaneous
prefer variety over routine
be stimulating, lively & enthusiastic
don't focus on little details, paint the big picture
High Control
High Caring
NOTE:
If you're interested in further exploration of
typologies, read an overview of the Enneagram
Contact | Site Index | Links | About | eBizLogic Weblog
Trademarks and logos displayed on this site remain the property of their respective owners.
Copyright Richard Dagan 2000-2008