Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Clipping is a handy way to collect and organize the most important slides from a presentation. Each of us expresses a certain management style – understood in its broadest sense as a mode of operating in the world – that reflects our own unique combination of the Producing, Stabilizing, Innovating and Unifying Forces.
While we may modify our general style depending on circumstances, stepping out of our natural strengths costs us more energy than operating within them.
The Producer (P) has a high drive to shape the environment and is focused on the parts that make up the system. The Stabilizer (S) has a high drive to respond to the environment and is focused on the parts that make up the system. The Innovator (I) has a high drive to shape the environment and is focused on the whole system.
The Unifier (U) has a high drive to respond to the environment and is focused on the whole system. Because all four forces compete for a finite amount of energy, if you are born a P and have matured into a U, that will mean that one of the other styles has backed off in predominance over time. As you meet people in your life and work, you’ll notice some common patterns emerging among different career types. CEO If an entrepreneur is going to evolve into a CEO, then they’ll need to develop either their S (PSIu) and be a shrewd and calculated operator or develop their U (PsIU) and be a visionary who can rally a larger company and market to their cause.
Our management style, therefore, is formed over time and becomes a habit because it is how we learned to cost-effectively shape and respond to the world while managing all of the parts and sub-parts that make up the totality of our systems.
Identifying the four forces not only allows you to quickly discern what’s really happening; it also helps you gain self-awareness and better accept yourself, others, and the situations around you. This entry was posted in Articles and tagged agile, execution, growth, influence, management, team by Lex Sisney.
The Colors People™ developed, perfected and implemented communication programs that improve the workplace environment and culture.
In this session, participants had the opportunity to reflect on their leadership style and the leadership styles of others.
In management text books the three most talked about management styles are democratic, autocratic and consultative. In contrast to a democratic management style, an autocratic manager dictates orders to their staff and makes decisions without any consultation. A consultative management style can be viewed as a combination of democratic and autocratic. A laissez faire manager sets the tasks and gives staff complete freedom to complete the task as they see fit. In this article we have covered four management styles; autocratic, democratic, consultative and laissez faire. All four forces are present in each of us in some form, but usually one or two of them come to us most naturally. For example, imagine a highly innovative entrepreneur who is forced to do bookkeeping for a week. Thus, this style moves at a fast pace, takes a short-term view, is results-oriented, and follows a structured approach. Therefore, this style moves at a slower pace, takes a short-term view, is process-oriented, and follows a structured approach.
Consequently, this style moves at a fast pace and is results-oriented like the Producing Force, but takes a long view and operates in an unstructured way. Therefore, a Unifier moves at a more measured pace and is process-oriented like the Stabilizer, but takes an unstructured, freewheeling approach and a long view of change like the Innovator.
In addition, strong and weak forces are distinguished by capital and lowercase letters, respectively.
Instead, they exhibit a range of styles depending on their current life conditions and level of self-development. For instance, I have a successful friend who was a PsIu (a typical entrepreneur style) for much of his career. There’s a popular notion among management circles today on the difference between a “wartime” and a “peacetime” CEO.
The energy drains for a Producer are the feeling of not having enough time to accomplish all of the work. The energy drains for a Stabilizer occur when they don’t feel they have control over a situation.

Because Unifiers value harmony in the system, they experience energy drains when there is too much conflict and gains when everyone is on the same page and working well together. These include their preferences in language, personal workspace, what they tend to miss, how they view other styles, what they truly enjoy, what they like to be praised for, how they address problems and make decisions, what they excel at, and what makes them most satisfied (I’ll share more about these in future posts). Our habits are unconscious patterns that govern how we interact with ourselves and the world. That’s why a Producer tends to get more energy by working hard and feels stymied when obstacles are in their path. At the same time, it improves your ability to orchestrate win-win situations by giving whatever you’re managing what it really needs. He's grown from co-founder and CEO of the world's largest affiliate marketing company to follow his passion as CEO Coach to the world's next generation of expansion-stage companies. The proprietary Four Ways™ system is designed to discover individual strengths, behavior and personal need. Fred Leafgren’s career includes years of teaching, presenting, training, consulting, mentoring, and administration. Selecting the correct management style will often lead to greater motivation and productivity from your staff. The consultative manager will ask views and opinions from their staff, allowing them to feel involved but will ultimately make the final decision. And what about the style of your boss or your spouse – how can you best influence him or her so that you both get what you desire? In addition, when one force is relatively strong, one or more of the others forces will be relatively weak. Sure, she may be able to do it, but she’s also going to feel extreme tedium, effort, and a loss of energy as a result. The Stabilizer is focused on how to do things and working methodically to get them done the right way. The Innovator is focused on driving change while finding new and better ways of doing things. The Unifier is primarily focused on who is involved and the interpersonal dynamics of the group. In my experience, people generally seem to be born with one or two primary styles, can develop a third over time, and are usually weakest in one style throughout their lives. They have a very well-developed Innovator capability that allows them to see and anticipate how trends will converge in the future. The basic difference is that in a time of crisis, contraction, or “war,” a company needs a CEO who can analyze the situation, make a bold decision, and be ruthless in execution (PSIu).
You’ll find them thriving in tasks that require effectiveness and efficiency in high-pressure situations. If your organization uses traditional waterfall engineering, then you’ll want an engineer who can work hard and follow the documentation and standards (PSiu).
They experience energy gains like confidence and happiness when things as orderly and accurate. Obviously there are many, many factors that influence why a person behaves the way they do. When we’re dealing with a lot of change, for example, it generally costs us more energy to manage. Extensive research, studies and behavior observations have been incorporated into our programs that are currently instituted and practiced in organizations world-wide. The most appropriate management style for a manager and his direct reports will depend on the work, the manager's personality and the experience and skills of the workforce. It’s because of this energy cost that most of us express fairly consistent characteristics that reflect our usual way of managing. To get an immediate sense of the Producer’s qualities, think of a fast-charging, focused, determined, high-energy person who thrives on working long and hard. To get an immediate sense of the Stabilizer’s qualities, think of a very structured, process-oriented person who likes to analyze the data before making a decision.
To get an immediate sense of the Unifier’s qualities, think of a very likeable, gregarious, warm, people person who is in tune with others.
They’re not just visionary, however; they also have the willingness and drive to take action on that vision and produce results now to make it happen. But in times of expansion and growth, or “peace,” the company needs a CEO who can build bridges, form alliances, and find new growth opportunities, all while executing on the quarterly goals (PsIU). If this person wants to evolve their career, they can develop their U (PSiU) and become an Operator or a person who can drive results, manage the details, and coalesce a team — very valuable skills for a chief operating officer.

There’s the PsiU who is a great sales manager because they walk the talk and coalesce the entire sales team. However, if you use an agile methodology, then you’ll want an engineer who works hard and is a great team member (PsiU) or is highly creative (PsIu), while following a sound agile process that provides the S for the team to follow.
There’s genetics, environmental factors, personal history, family history, education, culture, and much more. In order to survive and flourish, we must get new energy from the environment — just as you must get oxygen from the environment while reading this, or a business must get new revenues from its clients in the marketplace. When we can make our actions into habits, we have more energy available to attempt to be in integration with the outside world. However this type of management style can decrease motivation and increase staff turnover because staff are not consulted and may not feel valued. Inexperienced staff need direction and will not have the experience to participate in the consultation style of a consultative or laissez faire manager.
The answers can be found in understanding how the four forces — Producing, Stabilizing, Innovating, and Unifying — operate within each of us. Effective management therefore requires understanding your own style and its relative strengths and weakness, as well as that of the people with whom you work and interact.
This person is highly organized, has outstanding attention to details, and takes their time in their words and actions.
If you’ve learned to develop your stabilizing qualities over time through the demands of your school or work, you might show up as a PSIu. As the company grows, a great challenge for most entrepreneurs is when and how to shift out of working in the business to working on the business. There’s the PSiu who is outstanding at working hard, producing accurate contracts, and creating and following a scalable sales process. In addition, it is their own internal clock that determines when work should be accomplished. It is this quest for new energy that compels us to shape and respond to the environment and to do so as a whole organism, including the parts and sub-parts. He has post doctoral training in Transactional Analysis, Neuro Linguist Programming and Jungian Psychology. As staff feel a sense of belonging and motivation ted the quality of decision making and work is likely to be high. The benefits of a laissez faire management style is that giving staff personal responsibility for tasks, aids their development and can lead to improved motivation and staff confidence. However highly qualified or skilled employees will not appreciate being told how to do things by an autocratic manager. However, you’ve always been an introvert and enjoy alone time, so the U is the weakest of your styles.
Compare this to a good client relationship manager who should demonstrate pSiU in that they can follow a process, keep the client on track, and at the same time have great interpersonal relationships. In this case, they work hard and gain the respect of the team (P), can create and follow a sound process (S), and keep everyone on the same page (U). The energy gains happen when the Producer has a feeling of momentum and achieving results in their tasks and goals. However the danger is that a laissez fair style manager who does not provide adequate direct guidance may have staff who feel lost and staff who do not reach their objectives and meet deadlines. This nomenclature is in recognition that every system needs all four forces and that not all four forces exist in balance. No amount of personal or professional development is going to change that relative balance.
Producers tend to like others who work as hard and as fast as they do and dislike people who don’t. This support could be as simple as excitement and encouragement for their latest idea or support from investors and employees who buy into their vision. It would take tremendous energy and effort for him to reengage his former P qualities to do another start-up again.
Leafgren is also the author of numerous articles and books on human development, wellness, and human relations and communication.

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