The Green Personality Type: Stability and Predictability
In Erikson’s model, the Green pattern favors stability, familiar routines, and predictable plans. His workplace anecdotes illustrate how that preference can sustain routine work and make changes harder to introduce.
THE IDEA
“We Don’t Want Any Unpleasant Surprises. It’s Good to Know What’s Going to Happen. Every Time.”
You can always count on a Green person. In some organizations, it’s a requirement to have reliable employees. Creativity and ingenuity are not at the top of the wish list: In short, you simply need people who understand the job and get it done without a lot of fuss or drama.
Then you hire Greens. They constitute the stable core who will do the job well. They don’t have problems taking orders—as long as the orders are formulated in an appealing fashion. Greens enjoy stability and a certain predictability in the workplace. Or in the home. Or with the family. Just about everywhere.
Whenever trouble is brewing—maybe due to a recession or when new managers take over—we’ll see all kinds of interesting behavior in a group. Reds, who never listen to the whole message, just rush off to do what they believe needs to be done. Unless, of course, they’re busy yelling at the management because they don’t agree with their decisions. Yellows start wild discussions and inform absolutely everyone about their take on what happened. Instead of working, they’ll debate the news until it’s time to leave the office. Blues will sit at their desks and begin the bureaucratic paperwork, formulating half a million questions that no one knows the answers to yet.
Greens? They just murmur. If the management has avoided seriously sabotaging their sense of security, they’ll trundle on without complaining. There’s no point in making a lot of fuss and bother about it. Might as well keep doing what you were before. This, in fact, makes things much easier. They’re great at keeping calm and carrying on.
You’ll always know how a Green will respond to some questions because he doesn’t change his opinion very often.
A few years ago, I coached Greger. He had been a CEO for several years, and his management team consisted solely of Green middle managers. He used to enjoy playing a little game when launching new ideas. He wrote little notes with the answers he thought he would get from each person. “No” from Anna. “Yes” from Stefan. “Maybe” from Bertil. Right every time! Greger knew them very well and knew how they would react to his proposals.
This wouldn’t have been the case with Yellows. They don’t even know how they’re going to respond when opportunities arise. Exciting—sure, but it’s exhausting for those around them. With Green associates, however, you don’t need to worry.
When to use it
Hiring for a role requiring consistency: examine evidence of reliable performance and how the candidate handles changes.
Managing teams through organizational change by providing clear, stable plans that appeal to Greens’ need for predictability.
Building a team with people who can maintain dependable operations alongside those developing new approaches.
FROM THEORY TO EVERYDAY LIFE
In practice
Greger’s Management Team
In Erikson’s anecdote, CEO Greger writes down the answers he expects from his managers before presenting an idea. Anna says no, Stefan yes, and Bertil maybe, just as he predicted. The story illustrates how well he knows their recurring responses.
Behavior During Recession
Erikson portrays Greens as continuing routine work during disruption when their sense of security remains intact. He contrasts this with the more dramatic reactions he assigns to the other colors.
A MOMENT TO REFLECT
Put it to work.
How can you help a Green colleague or team member adapt to change without undermining their sense of security?
In what situations might a Green’s predictability become a liability?
Think of a time you exhibited Green behavior. How did it affect your team’s dynamics?
Often confused with
CONTINUE THE CONVERSATION
Source texts
- Surrounded By Idiots (Thomas Erikson)