A Tale of Three Colleagues

This past month I have heard from two people on the same team. One teammate is searching for ways to expand her horizons while the other is looking for clarity regarding what is required. In this dilemma, there are no winners, only losers. It's June and already I can foresee a year of frustration and agony. Like so many situations, there are those who look to learn, grow, develop, evolve, take risks, and expand in there lives. There are others who look to come in, do a professional job, make a difference in their professional lives, and then at the end of the day leave their professional life and spend time in their personal life. And then there are those who want clearly defined expectations and want to do that and only that. These are the minimalists. They want the rigidly identified role and then use that rigid definition to hold back their growth and the growth of others because those that are growing are making us look bad.

In every organization we have these three individuals, the "grow"er, the "do"er, and the minimalist. When we have more "grow"ers, there is a positive vibe to the organization. There is an energy, warmth, and level of trust that results. Celebration and encouragement are found throughout the building as people notice the amazing things that happen, can taste the success, and want more of it. Organizations filled with "grow"ers are vibrant places. When we have more "do"ers, there is a distinct warmth in the organization. One hears laughter in the hall as employees enjoy their time in the organization. Clients feel cared for as the doer is focused on the client when present in the workplace. "Do"ers create an atmosphere of polished completion. While they are not as adventurous as the "grow"er they often complete tasks that the "grow"er may have moved on from. Organizations that have a strong blend of "do"ers and "grow"ers move mountains and achieve great things.

The minimalist searches out clearly defined lines. They look to contain their work in a box and consistently seek the leaders attention to define that box. The minimalist spends great energy to provide support for their position. They seek any data they can find, mostly anecdotal and personal perception, to explain why one would not need to do more than this. The minimalist is there to complete their task and move on into more important facets of their lives. To the minimalist, participation in the organization is a requirement not a choice. Minimalists sap energy from the organization and the leader. The minimalist is so dependent on the leaders definition and so frequently looks to draw lines that a minimalist can drain the leaders vision and effectiveness. When an organization is filled with minimalists and "do"ers the organization lacks energy. The "do"ers seek to get the task done while the minimalists consistently redefine the work as less and less. The product regresses and the clients suffer. While there are brief moments of laughter, the celebrations are more related to individuals life events than the work and products of the organization. Individuals caught in this type of organization often can't identify that there are other more successful ways to work and live.

The challenge arises when you pair a "grow"er and a minimalist. It's war and everyone gets frustrated. If a "grow"er joins a team in which the minimalist has power, the minimalist whens the team dynamic and the "grow"er works independently until they leave the organization. If the minimalist joins a team in which the "grow"er has power, they have to work for their life. Since the minimalist rarely wants to leave an organization, they seek other supports for their position, other workers or the leader. If those groups don't advocate for their position, the minimalist grumpily will work to the minimal higher standard in order to not stand out. In situations when the "grow"er and the minimalist enter with equal power, it is the role of the leader to break this deadlock. Through coaching and support, the leader can shift power to the "grow"er and promote effectiveness in the organization. Only through developing effective combinations, embracing "grow"ers and "do"ers and minimizing the impacts of the minimalist, can organizations create dare to be great situations for their clients, their workers, and their leaders.

Lloyd Dobler Explains

Leaders Making a Difference