Negotiating Core-Personality Compromises
Scenario Three: Analyzer Manager & Motivator Employee
Analyzer Compromises	Motivator Compromises
Try to be more personal in approach. Understand that processes are most successful when people are enthused. Allow time for socializing. Ask for creative input.	Get help to organize ideas before presenting them. Prepare a plan for follow-through. Understand their need for detail. Stay focused and take notes.
Scenario Four: Togetherness Client & Enterpriser Adviser or Agent
Togetherness Compromises	Enterpriser Compromises
Understand their need for action and results. Keep a sense of humor regarding candor. Enterprisers can take some ribbing. Ask for their input and give a time frame for their decisions.	Be mindful of Togetherness sensitivity before responding. Talk through both options and consequences. Temper opinionated tone.
Scenario Five: Motivator Adviser or Agent & Analyzer Client
Motivator Compromises	Analyzer Compromises
Don't express ideas that are not well thought out. Slow down presentation and make a short outline. Regard pessimism as helpful trouble-shooting rather than shooting down. Ask the question, "What will we need to do to make this work?" Take notes.	Ask the Motivator where you can get the details. Don't expect to get the details from him/her. Be prepared to hear big-picture concepts. Be willing to play around with ideas. Make sure your expression is not communicating negativity or tension.

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