We’re back and wrapping up the Leadership Judo series, this time talking about the Synergist Leadership Style. This style is an important one and there are some unique dynamics in understanding, working with and accepting the contributions of a Synergist.
Here are some of the key highlights
Ask a Synergist to help you get people on board with an idea or initiative-they have great people skills and can build unity among team members.
Conflict often occurs between a Synergist and the Operator. The Operator can be viewed as too blunt and down to business by the Synergist who the operator thinks just focuses on talking and doing nothing of real substance.
The Synergist may default to inaction when the team or staff fails to develop consensus-it is important to help them move forward recognizing that you’ll never have 100% of your people/team/congregation on board.
They Synergist is a great relationship builder and can get a good read on people-connect with them to understand what might be taking place within your congregation.
We’d love to hear your thoughts-drop us a line, a text or call into the bootcamp hotline and leave us your questions or comments.
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.”
Consistency and repeatability
Resistance to risk and change
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
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