MASTERING THE FOUR CATEGORIES OF PEOPLE
Purdeep ?? Sangha, EMBA, FEA, CEPA, CIE
??Follow Me For Insights On "The Science of Winning" I ?? Global Business & Human Performance Excellence Researcher, Advisor & Strategist I Founder & Entrepreneur
Meet Jan, who was a dynamic CEO of a thriving organization with over 3,500 employees. She was also a loving wife and mother to three children. Despite her humble beginnings, Jan's determination to make a positive impact and achieve financial success drove her to great heights.
If you had met Jan, you would likely have thought she had it all together. But beneath the surface, she felt isolated and deeply frustrated. Despite her numerous accomplishments and the support from family and friends, Jan struggled with the feeling that she didn't have the right people around her to make her life easier. Her relationships, both at work and at home, drained her energy and mental and emotional capacity.
Jan was perpetually the motivator, the one who inspired her team, her family, and even her husband. She was the highest performer, always getting the job done. But that was precisely her problem. She was tired of being the one who always had to step up. She longed for others to take initiative, to anticipate her needs, and to follow through without constant reminders.
For years, Jan was told her expectations were too high, and she started to believe it. "Maybe I'm too demanding and my expectations are unrealistic," she thought. But deep down, a question gnawed at her: Why could she perform, anticipate others' needs, and follow through, yet others couldn't do the same?
When Jan and I met at one of our workshops, she immediately shared her struggles. Her faith in the people around her was waning, and she felt like she was losing control of her relationships. She even questioned her value as a CEO, wife, mother, and person.
Jan asked me if something was wrong with her. My answer was, "No, but you do need to understand the four categories of people." People are like the different colors on a stoplight, each with a different meaning and approach.
I explained the four categories to Jan: green light people, amber light people, red light people, and crash zone people. Jan had too many amber light people, some red light people, and one crash zone person—her own mother. She lacked enough green light people, which was causing her significant issues.
Her life was harder than necessary because the amber and red light people consumed her energy, and interactions with her mother derailed her for days. Jan's biggest challenge wasn't having these people in her life; it was not categorizing them correctly.
Once Jan learned to categorize people effectively, it was like turning on the lights in a dark room. She saw her relationships clearly and set realistic expectations.
Fast forward three years, and Jan's approach had transformed. She actively sought out green light relationships, managed amber light relationships more effectively, and controlled red light relationships. She built a strong barrier to minimize the impact of her crash zone mother. Overall, Jan learned to master each category of people, making her life much easier.
When a CEO understands the four categories of people, they not only become a more effective leader but also live happier lives. Research shows that relationships are the # 2 factor for happiness, next to good health. By classifying your relationships, life becomes much easier.
All the best!
Purdeep Sangha
Founder and CEO
I strongly recommend the book, "Type Talk at Work" by Otto Kroeger, a close associate of Myers-Briggs. I lectured the managers at a corporation about what they needed to do to more effectively communicate with the different types. The entire team must also be motivated by the mission to serve their customers, not by the need to receive a regular paycheck. Effective leaders are teachers, building knowledge and confidence in the people that they lead.