Every person is unique with a different set of experiences, skills and ambitions.
Research shows there are four core personality types each with four sub-types. While a person’s experiences, skills and ambitions change over time, personality is remarkably stable.
Learning about your personality will help you understand your needs and preferences.
This will enable you to make choices which enhance your level of career satisfaction.
Traditionals make up about 45% – 50% of the global population. There are four types of Traditionals: Shielders, Enforcers, Regulators, and Nurturers. Traditionals place a high value on preserving stability, tradition and values.
Traditional types share a number of characteristics. They are helpful, collaborative, and diligent. They love to work hard and serve others. They also possess a deep sense of personal humility. Traditionals prize security and operating in accordance with defined rules and protocol.
In their professional lives, Traditionals excel at maintaining and improving the performance of systems, processes, and relationships. The ultimate executors, Traditionals thrive on getting things done, no matter how difficult the task. Their bias for action and sense of stability makes them highly effective managers and process leaders.
Regulators make up about 12% of the population. Regulators are essential to the smooth running of organizations, families, and institutions. Diligent, logical and forthright, they will uphold tradition and take great pride in their work. Regulators dedicate themselves wholeheartedly to tasks and ensure that they are completed according to the rules. They adopt a fact-based and analytical approach. Regulators will challenge assumptions and emotions so that a logical and practical course of action can be taken.
Decisive by nature, Regulators tend to be frustrated by indecision in others. They have a low tolerance for endless brainstorming, impractical theories and emotional considerations. Regulators can become impatient when others challenge their carefully considered course of action.
They therefore prefer to work in stable work environments with clearly defined rules. Regulators prefer a high degree of autonomy. Freedom on the job allows them to make certain the work meets their personal, usually exceptionally high, standards.
Regulators are honest to a fault. This is generally a strength in that they will tell the truth even when it is not in their interest to do so. However, a Regulator’s often blunt and fact-based delivery can sometimes leave the impression that they are uncaring. A more diplomatic approach will sometimes serve them better. Yet, Regulators tend to find it difficult to show emotion and express empathy for others.
Regulators can be highly sociable and communicative, especially with those they know well. They like playing an active role in organizations that uphold traditional values such as the church, youth groups or sports clubs. Additionally, Regulators love to celebrate family occasions but prefer simple, intimate gatherings.
Regulators like to use data and facts to make decisions and to communicate what is going on. Power politics, emotional appeals, and manipulation are not part of how they work.
Regulators do everything they can to fulfill what they perceive as their duty. They will work extra hours, forego sleep, miss out on social and recreational activities so that they meet their commitments.
Regulators work hard and commit to meeting their obligations in all areas of their life. They can be relied on to persevere with tasks even if they are boring and require strong attention to detail.
By relying on facts, data and current reality, Regulators are good at making logical decisions. They stay calm and rational when others may panic. Regulators value efficiency and effectiveness when making decisions. Consequently, they may not appear to consider the impact on others when making decisions for a group or organization.
Regulators will almost always follow rules and processes. They believe that clear structures and guidelines are critical to effectiveness. Regulators are very patient, even with complex systems and are good at identifying detailed action plans to achieve a desired result.
Regulators tend to resist new ideas, especially when they are not backed by data. Because they use facts and data, it can also be hard for a Regulator to accept when they are wrong.
Regulators believe that honesty is the best policy and can be viewed as insensitive or cold. They may also fail to take account of political, social or emotional factors when relating with others. Despite their blunt communication style, Regulators can be surprisingly sensitive to criticism themselves.
Regulators find it very difficult to work in unstructured or ambiguous environments. They rarely question the rules and are very reluctant to bend or change them even when doing so would deliver a better result.
Regulators have a strong work ethic and often believe that they are indispensable. This can lead them to reject helpful ideas and offers. Ultimately, this can result in work overload and a failure to deliver. It can also have a detrimental impact on a Regulator’s social life and well-being.
Traditional Regulators are hard-working, dutiful, logical and methodical. They are often relied on to get unpleasant tasks done. They seek order and comfort in well-regulated organizations with clear rules, roles and a formal hierarchy. They are the backbone of many companies.
Regulators are the backbone of many companies. They love responsibility and want to be the go-to person for the team. This may also mean that they are reluctant to give up tasks even when it is the right thing to do.
Regulators appreciate autonomy and may prefer to work on their own rather than dealing with the hassles associated with teamwork. They are happy to take orders and prefer to have full control over the way in which they execute the work.They do this so that they can ensure they are able to meet their own exacting standards.
Work gives you meaning and purpose and life is empty without it.
To some people Regulators can appear very territorial. Because they take their work so seriously, they may resist interference from others. Some Regulators can benefit by working with others to identify areas for collaboration and practicing flexible action to improve their ability to collaborate and foster effective teamwork.
Regulators do their best work in stable environments and are likely to resist calls for change. Others can sometimes view them as uncooperative as a result. When they believe in the rationale for a change in their organization, they quickly drive adoption. The most effective Regulators practice ways to operate in changing or ambiguous situations. They learn how to be more comfortable with a sense of incompleteness in order to handle risk and uncertainty and accelerate change.
Because they are highly organized and dutiful, managing projects and meeting deadlines are not a problem for most Regulators. Dedicated and thorough, people rely on them to work within guidelines to see projects through to completion.
Traditional Regulators tend to be quiet and unassuming. They don’t seek the spotlight and are unlikely to trumpet their achievements. A Regulator may struggle to get their voice heard in a team with more dominant and extraverted types. Some Regulators can benefit by using techniques to let people respectfully know where they stand in order to clarify their position on an issue.
Regulators tend to find more emotional types irrational and confusing. They struggle to understand those who need high levels of reassurance or who make decisions based on feelings or social factors.
Alone we can do so little. Together we can do so much.
By focusing on facts and telling people how it is, some Regulators can be viewed as insensitive or unsentimental. This bluntness can come across as offensive, particularly to people who make decisions based more on feelings. Learning about emotional intelligence could help them communicate better. It could also help them identify important emotional and social factors and to integrate them into their decision making. This can increase their receptiveness to new ideas and reputation for innovation.
Although they tend to be quiet, Regulators have strong opinions. They will become increasingly stressed and vocal if they don’t agree with a proposed course of action. While their views are valuable, some Regulators may need to learn to distinguish the time for debate from the time for supporting decisions and moving on. If they can manage to do this, they will build a reputation for being open to innovation and new ideas. This can strengthen both their image and effectiveness.
Traditional Regulators relish responsibility and enjoy the level of control which leadership brings. They are good at creating stable organizations with structured systems, processes and policies. Those on a Regulator’s team almost always know exactly what is expected of them.
Regulators are detail orientated and can assimilate large quantities of data. They prefer to have time to reflect on information and do not appreciate being pressed for decisions on the spot. Regulators are more receptive to input if they have fact-based information in advance of a meeting.
Regulators like to receive clear and precise instructions for tasks. They provide a similar level of detail when they delegate responsibility to others. They expect their team to display the same level of diligence and rigor in execution. Other types may feel constrained by this style.Learning to adapt to the supervision needs of other personality types can help some Regulator leaders provide better direction to all their people. It can also increase individual satisfaction and overall team performance.
Because they focus mainly on task completion, some Regulators may overlook interpersonal issues or the emotional needs of the team. Regulator leaders may need to allocate time to team and one-to-one meetings. Some Regulators use simple tactics to build relationships and monitor workloads in order to improve communication and ensure early awareness of issues. This enables them to increase team member performance and satisfaction.
If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
Regulators expect others to be as dedicated to getting things done as they are. If they feel work goals are at risk, they may micromanage team members to ensure they meet objectives. They may also drive their team too hard, expecting them to do whatever it takes, just as they do themselves. This may not always be the most effective approach. Understanding how to flex their leadership style based on the situation can improve their ability to get results. It will also have a positive impact on team morale.
Regulators may avoid conflict when tackling difficult issues. This can them to let issues persist longer than is desirable. Alternatively, a Regulator may confront issues indirectly through passive aggressive comments or jokes. This means their message may not always be clear or respected by others. Some Regulators can benefit by using techniques to let people respectfully know where they stand in order to clarify their position on an issue.
Overall, people appreciate the calm, cool, and clear leadership that Regulators provide. Their attention to detail and sense of accountability are prized in most organizations. At times, people may find leaders of this type inflexible and rule bound. This can lead to frustration when others feel that flexibility is necessary. Highly effective Regulators use tools to understand their behavior and how it impacts others. They combine self-awareness with hacks to increase their receptivity to different ways of doing things. Techniques such as identifying where things can be compromised, practicing flexible actions, and setting goals for mental stretching can help increase their receptivity.
Traditional Regulators are the dependable and dutiful drivers of activity in modern organizations. They favor stability, consistency, and predictability. Regulators can often be found in roles in the military, law, accounting, data analysis, research, science and business administration.
Regulators are most effective in jobs which allow them to establish a clear routine and manage their workload. They are especially suited to roles where they are the sole expert or are part of a small team of competent individuals.
Regulators have a highly developed sense of right and wrong and a low tolerance for unconventional behavior. Their focus on facts and rules make them ideally suited to roles which allow them to maintain standards. Examples include quality control, contracting, health & safety, law, accounting and logistics. In these types of roles, a Regulator’s contribution and diligence are essential to the smooth running of the organization.
I attribute my success to this - I never gave or took any excuse.
Regulators prefer facts over emotions. Regulators often present as concrete and blunt rather than sentimental or empathic. They are less likely to enjoy roles requiring significant interpersonal sensitivity. Jobs in sales, customer service, or patient care are less well aligned with a Regulator’s unique characteristics.
Regulators will likely be happiest in stable, conventional environments. They work best in organizations which reward loyalty and compliant behavior. Regulators are well suited to work in large companies or public sector organizations with well-defined roles and hierarchies. Furthermore, established ways of doing things are of great importance, whether at home, school, or at work. Indicators of accomplishment such as degrees, certifications, and titles are important markers of success for Regulators.
Regulators tend to have a low tolerance for ambiguity. Because of their strong desire for stability and security, work environments that are constantly changing or highly cyclical are also likely to be stressful for Regulators. Similarly, workplaces that are highly competitive or unconventional will drain their energy. Regulators need time and space to focus and build energy, so hectic open plan offices are also not ideal. Working in environments that continually sap their energy could lead them to feel stressed and may even result in ill health.
Regulator’s natural conscientiousness and desire for structure and order make them a mainstay of smooth-running operations. Their attention to detail and sense of accountability are an asset to the safe and efficient functioning of any organization.
Too often, we leave our growth to random chance. That can be frustrating because we can’t always grow as fast as we want (or need) to! While experience can be a great teacher, there is no substitute for learning proven strategies to maximize our potential.
Traditional Regulators have tremendous capabilities. They also share some common challenges. Possible areas for growth for Regulators include:
Communicate and act with confidence
Build stronger relationships with the people who matter most
Enlist support from key stakeholders and accelerate change
Strengthen your ability to deliver results through others
Enhance your interpersonal skills to strengthen relationships
Think and act outside the box
Respond openly and positively to suggestions, requests, and ideas
Adapt your interpersonal approach to build rapport and influence others
Work effectively with others to deliver collective results
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