The Four Behavioral Color Profiles (Blue, Red, Yellow, Green)

SPEED IN SPEECH AND DEED

In Erikson’s model, Blues tend to speak and act slowly compared with Reds or Yellows. A Red or even a Yellow will speak at the speed of sound. A Blue has a completely different pace. It will take as long as it takes. Speed is of no interest.

From chapter 11:

A Real-Life Example: The Company Party—How to Understand Everyone You Meet

Many years ago, I used to work in the banking sector. It was an interesting job in many ways, though it could be a little humdrum at times. However, I learned a lot by meeting many different types of people, and I have many stories of funny customer meetings from that period. The most interesting insights, however, I gained behind the scenes.

One of the more startling experiences was at a branch where I was working in the 1990s. A series of behavior stereotypes were working there. Some of them were obvious in their behavioral profiles. We had incredibly distinctive Blues and equally obvious Greens and Yellows. And, of course, a Red boss.

One spring we’d been working incredibly hard, many had been out sick, and we were under pressure from customers. People were tired, irritated, and touchy. We really needed some good news. The person who got fed up with all the hard work first was one of the Yellow advisors. One day, she came into the lunchroom and said that she’d had enough of all our grumpy faces. We needed something fun to do, and she knew exactly what.

It was time to find a goal, something to look forward to. A company party would save the day! Full of enthusiasm, she told us that she’d seen a very nice conference center nearby where all of us could go for a weekend to have a good rest. They had a stunning spa and gym, snazzy hotel rooms, and a trendy restaurant that was truly a la mode. In addition, she knew the owner through a friend of a friend and could probably get a bargain price on the whole package. She just wanted to know what we thought about the idea.

At first, we all stared at her, not knowing if the whole thing was for real, because we suspected that she probably didn’t know the owner at all. With a broad smile, she continued to speak, talking about all the fun we could have: We could play games, organize some friendly competitions, enjoy bubble baths, and, of course, have a monster party in the evening.

A lively discussion began, and several of us thought the idea sounded great. The Red bank director looked around and saw that his employees liked the idea. Thankfully, he was keen on the idea. We were tired and worn out, and he wanted to show his appreciation for our commitment. He made the decision right there and then. After a five-minute discussion, he declared that there would be a party and he promised to foot the bill.

He looked at the Yellow woman who had suggested the party and asked if she was prepared to organize everything. Make the necessary calls and book everything. She immediately began to deliver a long harangue that was nothing more than one big smokescreen to hide the fact that she thought she had done her bit by coming up with the idea. The Red boss silenced her with a wave of his hand. A few Green colleagues were sitting behind him on a corner of the sofa, the same corner where they always sat. The boss didn’t even need to turn around to be able to call them by name. He asked each of them if they would help. They all agreed without really knowing what he’d asked. The Red boss nodded briefly and left the room. He was done. As he stood up, he forgot about the matter immediately.

Excitement burst forth, and everyone with Red and Yellow in their behavior profiles began exclaiming about the party, all talking at the same time. The Yellow advisor was extremely enthusiastic and continued to sell the idea, despite the fact that the decision had already been made. Her proposals for the type of party we should have became wilder and wilder. I remember that she started with a black-tie ball and had come all the way to a toga party before someone managed to silence her.

However, one person sat silently in the corner. Our Blue credit manager was very concerned. When everything calmed down a bit, he said with a loud voice, “But how are we supposed to get there?”

The only thing he had heard about the whole affair was that the conference center was twenty miles outside of town, and now the problems were stacking up. We were faced with a significant logistical challenge. Should we go by car? Or taxi? Or had the bank planned to charter a bus? How would this actually be done? Endless obstacles were lining up. He crossed his arms and clenched his teeth.

The Yellow woman erupted and tore into him right away. How could he be so negative? Here she was after coming with the best idea in the world and he immediately spoiled the whole thing with umpteen trying questions. Maybe he should come up with his own ideas for once? How did he think we should get there? He didn’t have an answer; he just pointed out that there were lots of options. He couldn’t make any decision or have an opinion. He only knew that the whole idea was poorly thought out.

The Greens saved the day by saying that they were willing to take their cars and pick everyone up. Five cars should be enough, and they promised to arrange everything. This announcement calmed the discussion down a little, and the Yellow woman could feel like a winner again. Her party had just been saved.

Everyone looked forward to the party, but the Yellow advisor never showed up; she had accidentally double-booked that day. There must have been a wedding on that same weekend. Or maybe a relative was turning fifty. As a matter of fact, it might have been both.