Counter Intuitive Management

I'm learning a little, all the time. One of the things I'm learning more and more is how to work with people who have different ways of thinking than I do. 

I tend to be a big picture guy,  somewhat willing to take risks and operate without all the facts.   I figure we can work in rough sketches and color the boxes in as we go. However, I work with a wide range of people who work in very different ways and require a very different set of facts and assumptions.  My style and approach can clash with their style, which can cause some problems in expectations and communication.  What's interesting is that the more pressure is asserted, most of us double down in the manner and style in which we work.

There are several types of people that you'll work with - here's some ideas on how to manage them.

The Guy from Dragnet - "Just the Facts".  There are a number of people who need specifics, all the specifics and are not comfortable making decisions without all of the data.  They don't want to work from rough sketches, they need a complete picture before moving ahead.  Under pressure, Mr. Dragnet becomes even more reliant on data.  He or she will drag their feet and require more and more data to make a decision.  How should you work with Mr. Dragnet?

In normal times, understand their tolerance threshold.  How many "facts" do they need to move forward?  What evidence can be presented that will stand in place of the facts - previous experience, other successful endevors?  Under pressure, Mr. Dragnet becomes even more demanding about facts, and can shut down any forward progress.  You've got to do your homework and anticipate the questions and have the best answers possible.  Mr. Dragnet can kill you in a meeting, if he knows the facts and you don't.  Often it makes sense to have a pre-meeting with Mr. Dragnet, get him on your side as much as possible.  Sometimes you won't have all the facts.  If you can, use Mr. Dragnet to help you get them.  In that approach, at least he understands how difficult it can be to obtain that information.

Mr. Tasks - "The project plan says".  Many people don't mind not having all the facts, but they want a very well defined project plan.  Scope, timeframe and tasks must be defined down to the minute, and once the plan is written it must not change.  Under pressure, Mr. Tasks becomes even more adamant about the project plan.  He can't understand why everyone does not simply follow the plan.  While following the plan may make sense in some projects, it may be possible that a new plan or an entirely new scope or timeline is required, and the plan should be jettisoned.  How should you work with Mr. Tasks?

Establish that a plan is very important, but is constantly subject to change.  General Patton once said that plans were great - right up until first contact with the enemy.  After that, a plan served as a guideline and should be revised.  Never discount the value of a plan, but never get locked into the plan for the plan's sake - the ultimate goal is to deliver the right product at the right time with the best mix of people and resources.  In other words, the end result is what matters, not the original plan.  Use Mr. Tasks to help re-evaluate and rewrite or revise the plan.  If they are involved as the plan changes, their comfort level increases.

Mr. No-Risk - "Have you considered...".  Mr. No-Risk is a classic.  He is exceptionally happy to help on any project, as long as all the risks have been identified and eliminated.  His favorite line in any project meeting is "What if...".  Mr. Risk has a point.  You do need to consider significant risks to any project or goal.  But at what level do the risks move from being significant to very tangential?  Under pressure, every molehill becomes a mountain of risk for Mr. No-Risk.

How do you work with Mr. No-Risk?  First, agree that there are some significant risks to delivering on time and on budget.  Demonstrate that you've considered the significant risks and taken steps to eliminate or greatly reduce the risk.    Then, work through some of the risks that Mr. No-Risk considers important that you may consider less than important, and demonstrate how or why these risks are much less likely to occur.  Help Mr. No-Risk establish a prioritization and to evaluate which risks are "likely" and which could have a real impact on the project.

Now, clearly, these people are stereotypes.  You work with real, multidimensional people, but you will encounter one or more individuals who demonstrate these characteristics in each project that you work.  What's important when you are working with others is to understand their drivers and motivations, and the viewpoint or framework they use to evaluate a situation.  The less control they have of what matters most to them, the more likely they are to become a "one-note" participant in the project until you've addressed what matters most to them.  Note also that while it may be helpful to incorporate them in finding the solution to the problem, that approach may also drag out the problem.  Asking Mr. Dragnet to identify and find the "necessary" data may be a fool's errand, for example.

Achieving the understanding that others have a different viewpoint is just the first step.  Understanding how to work successfully with the people who have different viewpoints is the real goal.

Mr. Micromanager.

Ms. "It'll all work out"

Comments

[thebizofknowledge.com]

Of course, some might say these are stereotypes, as you yourself indicate, but they are nonetheless useful in categorizing the various types of employees one is likely to encounter. While no solution will work for all who fit a certain category, at least fitting them into some loose mold often leads to ideas about how best to deal with and motivate them.