Personality Types and Leadership – Part 4

Where Commander-Leaders don’t really want to be bothered by details and Entertainer-Leaders know that details exist but don’t know what they are, it takes a special kind of person to handle details. ¬†COREMAP¬ģ calls these special people Organizer Personalities.
Organizer Personalities as Leaders
As a general rule, Organizer Personalities do not usually seek out positions of leadership.  However, when a job requires someone who excels in creating a structured, systematic environment, the Organizer Personality offers traits and skills that enable the Organizer-Leader to flourish.  These qualities and skills include:
‚ÄĘ Willingness to Train – Great Organizer-Leaders are detail oriented and take the time and effort to ensure that their followers have all of the details needed to properly complete a job. ¬†Since they are logical and methodical in all that they do, training programs that they design and deliver tend to provide sequential lessons that make it easy for students and trainees to follow.
‚ÄĘ Patience and Fairness – Organizer-Leaders recognize that people learn at varying speeds. ¬†Consequently, they are very patient and willing to review details until their followers understand them. ¬†Once the Organizer-Leader believes that followers are prepared to perform the tasks and complete the projects before them, he/she gives the followers great latitude in how the job is done so long as it is completed within the timeframe allowed. ¬†If there are problems or conflicts, the followers know that the Organizer-Leader will help them find a solution quickly and will fairly arbitrate any disputes.
‚ÄĘ Leads by Example – When the time comes to get a job done, the Organizer-Leader believes that the best place to lead is from the front and set the example. ¬†He/She does not have the self-perception of being over others; rather, believes that “many hands make light work” and that his or her hands are every bit as capable of lightening the load on followers as anyone else’s. ¬†Because the Organizer-Leader is working right alongside the followers, he/she has a great insight into the challenges that the other workers face and will always be looking for solutions that benefit “his/her people”.
‚ÄĘ Loyalty – Having worked right alongside the followers, the Organizer-Leader is very likely to see them as part of his/her extended family and will tend to take the attitude that “we take care of our own”. ¬†The old expression, “I’ve got your back” could well describe the message that the Organizer-Leader sends out to followers. ¬†This message may not be vocalized; but, is delivered by the actions taken and the examples set by the Organizer-Leader.
A good example of an Organizer-Leader might well be the Compliance Officer, we’ll call him “John”, at a securities broker/dealer I worked with. ¬†A major part of his job was ensuring that agency managers were well prepared for the day when a regulatory inspector would walk into the agency office to conduct a legal compliance inspection.
Each year, John would schedule an inspection at each agency, describing it as a “dress rehearsal” compliance inspection. ¬†He used an inspection sheet prepared by the broker/dealer; an inspection sheet based on the experiences of the president of the firm who was also a securities attorney and an expert witness in many court cases involving securities firms and their registered representatives. ¬†John would randomly select client files, much as a regulator would, and review each file to confirm that the representative had conducted a thorough fact-finding interview and that the investments recommended were suitable for both the risk tolerances and financial goals of the client. ¬†At the conclusion of the inspection, John would meet with the agency manager and review the files with the manager. ¬†John then recommended actions that needed to be taken within the agency in order to offer the highest probability of a successful outcome to a genuine regulatory inspection; and, he suggested training that should be provided to the registered representatives to ensure that they provided all of the documentation that was needed to justify and defend the recommendations that they offered to clients.
About six months after conducting a “dress rehearsal” with an agency manager, John got a call from that manager. ¬†The manager told John that an inspector had just left the office; that the agency had passed with flying colors; and, that at no time was she nervous about the outcome of the inspection because she knew that she had taken action on all of John’s recommendations and that her registered representatives had received the suggested training.
By providing the processes and procedures; by offering a system that the agency manager could adhere to, John made certain that the team he led was well prepared for the challenges that they would face; and, that they would emerge from those challenges stronger, more competent, and more confident in their own ability to succeed.

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