Leading Disagreeable People at PRETECT
Every team has people who are blunt, skeptical, or less concerned about being liked. At PRETECT, these team members can be challenging to lead — but they’re also valuable when managed well.
What they’re like: Disagreeable people are direct, critical, and often suspicious of easy answers. They speak up when they disagree and can come across as abrasive. That bluntness isn’t always negative — it’s often a source of honest risk-spotting and tough-minded decision-making.
How to lead them
- Manage expectations. Persuading someone lower in agreeableness takes more time, data, and emotional energy. Don’t take bluntness personally — plan for longer, evidence-based conversations.
- Use objective evidence. Present clear facts, verified data, and concrete outcomes. Disagreeable team members respond better to logic than to appeals to harmony.
- Place them where their style is an asset. They do well in roles that need firmness or critical thinking — negotiations, contract reviews, HSE/root-cause analysis, or in technical reviews (NDT, inspections, or vendor disputes).
- Set communication norms. Warn teams when someone is playing the critical role so feedback isn’t taken personally. Encourage respectful delivery: blunt is okay, hostile is not.
- Coach on influence. Help them translate critical points into constructive recommendations. Small coaching interventions on tone and timing increase their impact and reduce friction.
- Channel strengths into team wins. Use their ability to spot flaws to improve safety, quality, or contract terms — and recognize their contributions when they protect the team or company.
With structure, clear evidence, and the right role, disagreeable people become powerful assets to PRETECT’s operational excellence.
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