If you’ve followed along with the series laying out the traits and characteristics of the types of players in business, you must be wondering how anyone can play nicely in the sandbox. All of the Visionary, Operator and Processor types are not being this way to cause trouble, although living through it, I can tell you that its hard to keep that in mind. It is just their natural style of thinking and reacting and they believe that they know the answer, they speak the truth. However, each of these types pull a company in different directions and without alignment, there can be no unified plan and execution of strategies. The Visionary (Start and Solve), Operator (Finish and Fix) and Processor (Systematize and Supervise) have strengths, which act as a silo when working on a goal. The weaknesses that hijack the ebb and flow of conversations, lifestyles, approach, execution and perception of outcome, all derail any chance of a strong outcome. Different motivations, different goals and different perspectives make it difficult to naturally align themselves without an outside force to herd them together and act as one. What is that force? Who can lead and align these personalities?
Each role is important, each moves the needle along, but each one does not co-exist in the other person’s shoes. They are too distinct: Visionary=Solve, Operator=Act, Processor=Analyze and by the time the Processor is analyzing, the Visionary may be onto the next start, already de-energized by the meetings and processes that, in their minds, have already been solved. The Operator has already put their energy into action and does not want to be burdened by the Processor’s structure and systems, They are ready to move on. The Processor cannot keep up with the Visionary’s next start or the Operator who refuses to engage in detail. Do you relate to one of these? Do you find yourself in the midst of chaos due to lack of alignment? Do you have talent at the top so engrained in their own role that a Start/Stop is a weekly occurrence and the team is paralyzed by their own ability to move in sync? Have you tried to bring in a consultant who presents a plan but does not know how to make each member accountable for their action, run a productive meeting or respect each other’s role in the process? Ahhhh, then you have not found your Synergist!
McKeown hails the Synergist as the member who is not naturally a Visionary, Operator or a Processor. The Synergist takes the three roles found on opposite sides of the triangle and brings them together to build the pyramid of strength. And it does not mean that the Synergist must be an outsider. It may mean that someone else on the team rises to the task of determining what is best for the group or the company or whatever the name of the organization. They collect information, process what is being shared and are able to lay it out in a reasonable set of instructions that strengthen the group’s productivity. One can learn this style rather than having it as part of their natural existence. This fourth role only exists in a group, as it’s role is solely to find the higher level of observation. This book is a phenomenal view of each role and the downfall of a company that doesn’t have an emerging Synergist. From my perspective and my experience with companies that have high level’s of Visionary blood in addition to some who Operate and others who Process, not only is the Synergist role THE key to success. However, the open mindedness of the players who realize their weakness and look toward a voice of reason with eagerness and energy truly are the final product of the Synergist. Let me know your thoughts and if you are lacking the Synergist in your world.
