EPISODE #110 – Processors and Leadership Judo
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This week the guys continue their series in Leadership Judo through the VOPS leadership styles by Les McKeown in his book The Synergist
- THE MIND OF A PROCESSOR (quotes are from ch. 4 of The Synergist)
- “Processors feel compelled to bring order to all they see. They’re easy to recognize not just in business, but in every walk of life—Processors color-code their wardrobes, arrange their books by subject, and know the replacement date for their water filters.”
- “So, unlike the Operator—who’s first thought when faced with a task is ‘Let’s get started’—a Processor’s first through is ‘What system or process can I put in place to ensure that this task is performed consistently in the future?’”
- “Allied to the Processor’s need for order is their aversion to risk. . . The processor’s risk-aversion often manifests itself as a resistance to change.”
- “For a processor, data is all important. More precise than experience, more accurate than judgment, data is the fundamental currency in which the Processor trades.”
- “It is important for Processors that whatever they do, the do it right. . . While this is usually a good thing—bringing precision is why the Processor is there after all—on occasion Processors can be so preoccupied with ‘doing the thing right’ at the expense of ‘doing the right thing’ that they lose sight of the organization’s overall business needs.”
- Processor Strengths
- Consistency and repeatability
- Scalability
- Accuracy
- Control
- Clinical perspective
- Processor Weaknesses
- Invariable pace
- Resistance to risk and change
- Overanalysis
- Default to no
LEADERSHIP JUDO PRINCIPLES
- Respect their principles
- Be punctual – schedule in advance and show up on time and end at or before the scheduled end time
- Be prepared – have data, know what you are talking about or asking
- Be precise – don’t exaggerate or be ambiguous
- Processors love the integrity of data and are easily frustrated with ambiguity or exaggeration. “Frequent use of broad sweeping statements will eventually, in the eyes of the processor, undermine the credibility of the people making those statements.”
- Set precise goals (with deadlines)
- Set realistic deadlines for new initiatives (V – 7x – O – 7x – P)
- Be overly specific about what you want
- Avoid informal chats as meetings
- Be quick to listen
- Many processors do not feel like they usually get a fair hearing of their perspective.
- Don’t multitask – put your phone on silent and give them your undivided attention.
- Show appreciation for their work and their perspective
- Processors are often unsung heroes
- And sometimes unnecessarily viewed as villains to Visionaries and Operators
- Processors are often unsung heroes
- Challenge constructively
- Don’t challenge them with anecdotes – challenge with data
- Ask clarifying questions about the data to gain a better understanding
- Pushed into a corner to choose you, the org, or the data the Processor will choose the data
- Build trust with them
- Trust comes from credibility
- Be consistent with your walk and talk
LINKS
The Synergist by Les McKeown