Keep it simple.  Forget the $100 words.  Skip the lengthy preambles.  Talk about real life applications.  Tell a story.  Give a specific example.   Get to the point in the first three minutes.

Show, don’t just tell, whenever possible.  Adventurers often say that they “learn best with their hands” (or their eyes).  Let them experience a task first, before talking it to death.  Use visuals, demonstrations, samples, prototypes – not just verbiage – to make your point.

Let them “dig in and do it” as soon as possible. Adventurers come alive when they can experience something in the moment.  Let them jump into the pool, leap to action.  It’s messy and unpredictable, but it works.

Never bore an Adventurer, because one way Adventurers deal with boredom is by finding clever ways to sabotage whatever it is you want them to do.  Remember their need for thrills and excitement.  Let them stay productively active.

Expect cynicism about abstractions, theories, mission statements, brainstorming, visioning.  Listen when they say that the emperor has no clothes, because when they say that, they’re almost always right.  Let them kill a few sacred cows for you, but don’t expect them to do it tactfully.

Let them take risks from time to time.  Adventurers like to live on the edge – high risk, high reward.  Every so often, turn them loose and let them accomplish the impossible – with a hopeless client, a failed process, or a piece of machinery you’re ready to junk.

Set an example of courage, excitement, adventure, optimism, and a hearty, fun-loving, tactical, practical, realistic approach. 

Give them tough tasks to tackle.  Systematizers love challenge and want to enhance their mastery and competence.  Systematizers thrive on “impossible” challenges.   Just be sure to give them some time to theorize and research before moving to outward action.

Welcome challenge in return.  Engage in verbal sparring, debate, outright argument.  When a Systematizer tells you that your whole concept is backward, that’s a compliment.   Don’t expect – or demand – sugar-coating, tact, or deference.

Mandate outcomes, not methods.  State the desired goal or objective, but provide autonomy when it comes to the approach to be taken.  Systematizers like to generate their own models and approaches.  Don’t dictate to them, because they pay respect to intelligence, not to authority.  Let them generate their own structure, and they’ll hold themselves accountable.  Impose an arbitrary structure, and you’ll have to use a cattle prod.

Be logical and calm in addressing disputes.  Think in terms of causes and effects, rational consequences, flowcharts and branching points – like an engineer or a computer programmer.  Being emotional is the kiss of death.

Start with a model or concept or theory, never with details.   Give the Christmas tree before the ornaments.  Talk about how a particular task, issue, or problem fits into the wider strategic picture.  Expect them to widen the question, to want to spend time raising issues and implications you never considered before.

Don’t nitpick about procedures, policies, protocol.   Cut them some slack when it comes to these things when you can, because if it doesn’t make logical sense, Systematizers are prone to ignore it, question it, or circumvent it.  Pick your battles.

Set an example of intellectual competence, strategic thinking, rational analysis, long-range vision, and a cutting-edge approach to business.

Be affirming.  Harmonizers thrive on sincere praise, authentic warmth, honest affirmation.  They wilt or withdraw in the face of negativity.  Always start by saying what you like, admire, care about.  Focus on shared values.  Then, offer criticism couched as “ways to make a good thing even better”.

Provide a purpose beyond the paycheck, because money, job security, advancement, status, and the like are insufficient, even irrelevant motivators.  Show them – or let them find – how their work makes a difference, helps others (customers or co-workers).

Offer a creative outlet that lets them find new ways of doing things.  Don’t force them to work to standard procedures except when absolutely necessary.  Be flexible, when possible, about deadlines.  Let their work coalesce at its own pace.

Treat them as unique individuals.  Get to know them personally.  Harmonizers hate being a cog in the wheel, a number on a spreadsheet.  Find out about their individual likes and dislikes, passions, pet peeves.  But don’t fake it, and never patronize.

Expect idealism.  Expect them to overidealize people and situations – and then be disillusioned when reality sets in.  Break harsh realities to them gently.  Expect rigidity and inflexibility about core values.  Know that Harmonizers will only abandon core values when they’re pried from between their cold, dead fingers.

Use associative language in discussions with Harmonizers.  Don’t expect that the conversation will follow a straight line;  instead, chase the rabbit where it runs.  Use analogies (“this reminds me of this”).  Capture their imagination, their intuition.  Sell to the heart, not just the head.

Set an example of ethical standards, concern for human needs and values, respect for diversity and individuality, and authentically high ideals.