Weak in Agreeableness (Effectiveness):

This is the story of so called Mr. Barboza, a project manager of an IT firm, Techies World Pvt
Limited. The guy is a total workaholic, unrelenting and above all, very adamant in nature. I am going
to write on the effectiveness of his behaviour which led him to many a mile and has helped him to
meet his deadlines on time.

So, Mr. Barboza being the project manager of the firm, leads a team of 20 individuals, all from
different backgrounds having different perspectives for any given situation. Now, it was extremely
difficult for Mr. Barboza to manage these engineers (left brain headed individuals), the creative team
(right brain headed ones) as they always are at a cross among themselves. Hence, in order to manage
these funky guys and manage them effectively, Mr. Barboza’s character of out and out stubbornness
helped him to achieve miracles.

There was a case wherein Mr. Barboza had to pick a side between these engineers and the creative
people, as they were on a major tiff with each other on the date of launching of the product “My
Zone”.
If the manager had gone with the engineer there would have been the loss of creativity on the part of
product and the brand image of the product would have suffered while going on the other side would
have resulted in a major loss economically for the company.Now, he used his hard headed behaviour
to resolve the issue, the guy eradicated the possibility of loss of money by not paying heed to the
creative minds.

This infact, resulted in a major profit generation campaign for the company, if the manager would
have paid heed on the creative minds’, his decision would have faltered.
Hence the trait of effectiveness of Inagreeability came into play.

Strong in Agreeableness (Ineffectiveness)

This is the story of a Mr. Shetty, who is very co-operative, agrees to everyone, understands everyone,
be it at the personal front or at the organisational level. He encounters a major problem because of his
YES MAN approach. Here it goes..
The guy has never learnt to say NO, this happened somewhere in his early days of employement,
there was a scenario wherein his peers weren’t able toaccomplish the deadline given to them on a
certain project. The peers were shrewed enough to put it on Mr. Shetty and he due to his agreeable
trait completed the task all by himself spanning over a week.
Now, when the credit sharing happened, Mr. Shetty was conferred as a hard worker instead of a smart
worker and the same trait of agreeableness put him at a disadvantage among the others.

Hence, all said and done, it is better to say NO at times to survive in an organisation.