How Do I Manage Employees Who Work in Different Ways?

Employees are unique in how they handle their duties. Some people are comfortable with precise plans and set routines, while others are more effective when they possess the freedom to choose their own methods. Some will be vocal during a project, whereas others are more productive with quiet time.



Managing these variations is possible through an approach that keeps requirements the same but allows for reasonable choices in work habits.

In this ZandaX article, we show how managers who understand these individual habits are able to build effective teams without forcing everyone to work in the same way.

Identify Individual Working Styles

Observation is the first step for managers to understand how people complete their tasks. One worker is perhaps a careful planner who is slow to start, while another is ready to begin immediately and change their path as they learn more. Differences are often visible in how they talk, make choices, organize tasks, solve problems and meet deadlines. Recognizing the patterns is helpful to see how each person helps the team reach its goals.

Identifying these styles is not the same as placing staff into fixed groups. A worker is likely to change their approach depending on the task, the time limit, the team or their level of authority. Managers are able to learn more - talking about communication habits, asking what helps someone stay busy, and watching how they act in different situations.  These discussions are useful because they allow people to describe their needs instead of forcing a manager to make a guess.

Set Clear Expectations

Different styles are easier to manage when everyone is aware of the required results. Managers are responsible for setting firm deadlines, duties, quality levels and goals so the team has an even structure. The specific steps a worker takes to reach those goals are often flexible if there is no business reason for everyone to act the same - this method ensures staff members are responsible for their work without being restricted.

Precise expectations are vital when people have different levels of independence. Some workers are in need of regular updates to stay on track, while experienced staff are often more successful with more freedom. Managers are able to set general rules for reports and deadlines while changing how often they talk to each person - this allows the team to follow the same rules even when their internal processes are different.

Adapt Communication Methods

Preferences for talking and writing are different for everyone in an office. Some are happy with many meetings and fast updates, while others are better with written notes that they can read alone. Managers are able to meet these needs while making sure important facts are available to everyone. For instance, project details are kept in a shared file but individual team members are given extra help through meetings or messages if they need it.

Feedback is another area where staff members differ - Immediate verbal comments are helpful for some but others are more successful if they have written notes to think about first. The aim is not to build a unique system for every worker but to see where small changes make information easier to use. Steady rules for communication combined with some flexibility are useful for preventing mistakes.

Balance Flexibility With Accountability

Flexibility is a tool to help everyone use their talents but it must stay within limits. Managers are able to let staff choose their methods or organize their hours within the rules of the business. Flexibility is not an excuse for vague duties or low standards. Every staff member is responsible for their results regardless of their preferred habits.

Accountability is possible through the use of specific results rather than constant watching. Managers are able to check if deadlines are met, if the work is good, if clients are happy and if team duties are finished - this way of working is good for those who are independent and those who like more help. When results are easy to measure, different styles are easier to permit.

Build Teams That Work Together

Team members with different habits are able to provide helpful skills to the rest of the group. An organized worker is good at creating a plan, while someone who is fast-acting will be good at changing that plan when a problem happens. Managers are able to use these differences when they give out tasks. Working together is so much more successful when people see that different paths often lead to the same goal.



Managers are also responsible for making sure these differences do not cause arguments. Someone who likes a plan is sometimes annoyed by fast changes, and a flexible worker may object to too many rules. Managers are able to fix this - talking about what the project needs instead of what people like. Agreed upon rules for big choices and deadlines are a good way to give the team a common path.

Support Different Productivity Needs

The office environment isn’t the same for everyone! Some people are best when they talk to others, while some work better when they’re alone and focused. And managers are able to think about these needs when they plan meetings or office schedules. Giving staff time for quiet work is good for those who dislike interruptions, while group time is good for those who like to talk. And some people DO like to talk…

Managers are also able to help staff find the best way to be productive. This may involve talking about how to organize a workload, what tasks are most important or how a desk is set up. And learning is also a great way for managers to improve their skills. As an example, a manager who studies business courses management is likely to learn about motivation, team habits and how groups behave. Someone who studies marketing will learn about the more focused job-related skills that are needed to drive their company strategy.

Address Performance Differences

Style is not a reason for poor work! There is a big difference between a unique approach and a failure to do the job. If someone is late with work, doesn’t finish tasks or stays silent when they should speak, the manager must raise the problem. Using clear examples is a polite way to make the talks helpful.

Discussions about performance are also a time to check if the person concerned has the tools they need. A repeated problem is sometimes caused by unclear goals, a lack of training or a bad process. In these cases, it’s clearly not down to the person – or their style.  A good manager will look for these causes before they decide what to do.

Review Management Practices

Managing styles is a journey not a destination! People move to new roles, learn new things or work on new projects. Managers are responsible for checking if their current habits and rules still help the team. Talking regularly is a good way to find out about changes that a manager might not see otherwise.



Managers are also responsible for looking at their own habits. A favorite way of leading is sometimes good for one worker but bad for another. Checking team comments and project results is a way for managers to see where they can improve. The goal is to create a place where different ways of working are successful within the company rules.

Wrap Up

Managing teams of people with different styles is about being steady with goals but flexible with how work is done. Managers are helpful when they understand what their team members like, talk clearly and keep everyone responsible for their results. Differences in how people think and act are not obstacles. When managers focus on the goal and allow staff to work in their own way, the team will be infinitely more successful than if this course is not followed.