Roadmap as a guarantee of victory

Gregory Golodnov, Chief Operations Officer & Operational Architect

(Advice for Producers on how to climb Everest quickly without losing the team)

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

Introduction

As with Entrepreneurs, we want to start by introducing you to yourself. 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 you need to check it regularly. And usually, you have no time to get a map or look at it if you have one.

In communication, you are also as concrete as possible: your “yes” means a firm agreement, and “no” means a firm refusal. This creates misunderstandings with people of other styles because any of them can give an uncertain yes or no. For example, for Entrepreneurs, agreement means “maybe,” and for 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?

Because of your traits, you perceive people who differ from you in a particular 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 worldviews often do not coincide. In addition, you are simply driven to distraction by the (E)ntrepreneur’s tendency 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 or impenetrable thickets, or wandering along barely visible paths in the wrong direction.

(A)dministrator

Too cautious and slow. He is still telling you why it is impossible to do what you already did while you stepped out of the meeting for a smoke.

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 a summit push needs 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. Summon all your willpower, as you know how to do, and hold on with all your might when (by the second day) you want to stop all of this and send everyone away. Let your confidence that this is the only way to effectively work in and with a team help you.

No one can climb Everest alone. Nor can you rush up this mountain empty-handed. 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 acclimatisation at several altitudes, waiting for suitable weather conditions. And then the summit push, in full accordance with the plan, with attention to every step, roped to your group so that you can 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 issuing 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 conquer neither Everest nor even the neighbouring hill.