Roadmap as a guarantee of victory

(Advice for Producer to quickly climb Everest without losing the team)

This material is a continuation of a series of advice for carriers of different management styles based on Dr. Adizes’ classification for understanding the features of one’s own style and quickly establishing communication with carriers of other styles to build an effective and productive team. We started this series with advice for Entrepreneurs, the most problematic style, the correction of communication features of which has a more significant impact on the team than any other. From our point of view, the second in this hierarchy is the Producer.

Introduction

As with Entrepreneurs, we want to introduce ourselves first. We also want to warn you that not all the features you will see may appeal to you. But the first and most challenging step in solving problems is to see the situation as it really is.

Most likely, you are the most concrete and fast person in your team (perhaps you have other people in your team with the same style, and then there is definitely competition for the title of “the fastest problem solver” between you). You always finish the job you took on (if you are not hindered), and other team members respect you for this. As soon as you see a problem, you grab it and quickly run to solve it, concentrating all your attention on it. This is your advantage, and at the same time, it is your disadvantage.

Firstly, others cannot keep up with you, and you need everything here and now. Therefore, you have to use brute force to get people to produce the necessary results. Most of those you manage with your influence do not like such pressure. Usually, you manage to get what you need, but each time it requires more effort.

Secondly, fast running does not always lead you to the right place. Often, you miss the necessary turn simply because you are too focused on the current task. To run the right route, you need a map and regularly check it. And usually, you have no time to get a map or look at it if you have one.

In communication, you are also maximum concrete: your “yes” means a firm agreement, and “no” means a firm refusal. This creates misunderstandings with carriers of other styles because any of them can be uncertain in agreement or refusal. For example, in Entrepreneurs, agreement means “maybe,” and in Administrators, on the contrary, refusal is uncertain.

Your time is always “now,” while Entrepreneurs live in the future, and Administrators in the past. This also creates misunderstandings.

What’s around?

Thanks to your features, you perceive people who differ from you in a certain way. Let’s look at these stereotypes and learn to catch the moment when they work to eventually get out from under their influence.

(E)ntrepreneur

The only one who can match your speed, so you can tolerate him from time to time. But since he is flying somewhere in the clouds, and you are firmly standing (or rather running) on the ground, your worldview often does not coincide. In addition, you are simply torn to pieces by the tendency of (E)ntrepreneur to change his decisions and forget about things halfway.

What’s the truth?

He does change his mind very often, but not because he is lying or does not know what to do, but because he sees new obstacles or opportunities far on the horizon. Without him, the team would have long been in the mud, impenetrable thickets, or wandering along barely visible paths in the wrong direction.

(A)dministrator

Too cautious and slow. He still continues to tell you why it is impossible to do what you have already done while you went for a smoke break from the meeting.

You do not understand why two hours are spent on figuring out how to do something when there is only one correct and optimal solution (which is the one you proposed)?

What’s the truth?

His imaginary slowness is due to the fact that he has a detailed map and plan of what you planned to do together. He knows what happens if you do not follow the plan and do not look at the map – you can get lost or even die (and you know this too, but when this knowledge hinders you, you are ready to forget about it). Therefore, he consistently and boringly tries to compare every step with a pile of papers and rules.

(I)ntegrator

This person usually does not bother you, but you do not understand what he does at all. Most often, you just do not notice him because you have tasks that are more important than chatting.

What’s the truth?

Now you know that this person is the most useful to you because he can create understanding, trust, and respect in the team, which is so lacking in your communication. He rebuilds what you unconsciously destroy.

What to do?

If we could give you one simple and quick recommendation to improve your communication, it would be “slow down and listen.” But we understand that this can be a very difficult task for you. At least, it cannot be solved quickly – it takes time and a lot of effort to learn to control your emotions and hold back your desire to push your quick decisions. It can take years, and for a storm, we need quick decisions.

The easiest thing for you to do is to form a strategic alliance with one or more patient Integrators (because they will have to work with you). It may not be easy, because their style may be difficult for you to understand and accept, but it is easier than learning to communicate in their language. Let them convey your decisions to subordinates and colleagues and help you understand other people at meetings.

The hardest thing for you will be to accept that people will not instantly follow your instructions, and with some decisions they may even argue. Gather the will into a fist, as you know how to do, and hold on with all your might when you want (on the second day) to stop all of this and disperse everyone involved. Let your confidence in the fact that this is the only way to effectively work in and with a team help you.

The path to Everest cannot be overcome alone. It is impossible to quickly descend this mountain without anything. Climbing high peaks is always a long preparation: long discussions of step-by-step plans with experienced climbers working out many options, risk analysis, careful selection of equipment, training, gradual adaptation at several heights, waiting for suitable weather conditions. And then a storm in full accordance with the developed plan with attention to every step in connection with your group in order to hold on if someone accidentally falls into the abyss.

Only complete trust between group members and infinite confidence in their reliability will allow you to complete a difficult route, reach the peak, and stay alive. And you cannot get it by following instructions here and now. Rather, if you act in your usual style, you will either not see people nearby at some point, or you will drag them up the mountain on a rope until the end (if you manage to tie them reliably before they want to run). But in this way, you will not conquer not only Everest but even the neighboring hill.

© Createria Team, 2023