The Nurturer
The impact of the Nurturer is that they develop others in a way that is natural and expansive. Empathy is one of the Nurturer’s superpowers as it’s a competency that allows you to read people. Building a team in this way can have a significant impact not only on business, customers, but on other internal teams as well. It’s like planting seeds in a flower bed. Every day taking time to water, talk to them and give them sun and support. Soon they will grow and bloom bringing beauty and impact to the world.
You are a Nurturer because you genuinely show care and compassion for others in a way that is empowering.
As a Nurturer, you spend time with others to better understand their likes, dislikes, needs, wants, dreams and opportunities. You are a listener and curious to discover more about the people you lead. You show compassion in ways that is received as medicine and fuels sustainability of teams. One of your greatest views is that the people you lead are human in all areas of life. You hold others accountable through your clarity and approach to understand. You show care in ways that make others feel special and important.
The challenge part of the Nurturer is lacking accountability of others. Sometimes it can be difficult for Nurturers to care about their team members and hold them accountable. There tends to be this feeling of opposites. In reality one of the greatest nurturing gifts, you can give your team is clear expectations and priorities. Using situations of gaps in performance or challenges getting things done are great ways the Nurturer can open up listening and curiosity to better understand where someone is at and why they are missing on expectations. It may be something they are dealing with at home or with their health and are fearful to bring it up.
Showing empathy and compassion towards others is not weakness and does not mean you have to give up holding them accountable to do their job or show up with and for the team. It means creating space and genuine care for them as a whole human being.
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A visionary leader is a person who has a clear idea of how the future should look. They set out concrete steps to bring a vision to life, and then they lead a team of people in that direction. What is important to call out here is that there is a significant desire of teams and individuals to connect to the vision.
The impact of the Visionary comes down to innovation and giving others something to work towards. Hope in a way that brings a sense of meaning to the work that it will take to bring the vision to life. They keep their eye on where the puck is going and not where it is today. They construct ideas that allow for expansion and alignment. Innovation doesn’t mean technology only, it includes process, experience, structure, solutions, methods of working and anything that leaps us forward into new ways of doing and being. When their ideas are implemented, they bring new life to an organization that offers meaning and alignment where there may have been fragmentation and disengagement before.
You are a Visionary because you use your imagination to envision a future that aligns with what people and business need.
As a Visionary, you are persistent to try new things and find new opportunities. You don’t settle for ‘good enough’ and are resilient and resolute. You don’t give up even when things get difficult. You are bold and don’t succumb to the pressures of internal or external policies and structures that have been in place for a long time. You are willing to take risks to define a strategy that will indeed impact and evolve business and the world. You are focused on the end state and communicate your vision with clarity. You are magnetic and collaborate with the intent to co-create. You are open-minded and flexible in how to reach the vision and leverage gifts of others to help bring the vision to life. You are innovative and not afraid to ask, ‘what if’.
The challenge part of the Visionary is when they don’t bring in partners with other gifts to create, implement and execute the vision. Co-creation is the critical capacity the Visionary needs to have. Kind of like Bat Man and Robin or Peanut Butter and Jelly. It’s not the same without both. When a Visionary does not tap into their resources around them, they tend to stay in imagination and not bring the vision to life.
Within a team an Igniter plays a role of forward movement. They model initiative and don’t sit around while a topic has been hashed out every six months only for it to sit without ownership yet again. The Igniter may move forward with things that are not fully agreed upon due to fears and experiences of others not fully understanding the impact the ‘idea’ can have on the organization. This could be fear of looking bad if it doesn’t work or feathers need to be ruffled or fear of change in general.
The impact of the Igniter is one of forward movement. They take initiative on ideas and solutions that may have sat around for a while or where nobody else wants to take ownership. This could be cross-functionally/departmentally or within a team or organization. Typically, in Matrix organizations the Igniter flourishes as they are seen as a get sh*t done type of person not afraid of boundaries. They can even create more synergy and alignment between teams when they are inclusive and don’t force the outcome and timeline.
By recognizing opportunities as they arise in your work environment, and learning to overcome the hurdles, you will be able to take initiative more often, and develop as an effective Igniter. Understanding all aspects of your job, your team, and your organization’s purpose, mission and vision can really help. Being curious about how things work, asking good questions, and being open-minded to new ways of working will also help you to spot improvement opportunities.
You are an Igniter because you take initiative to create forward movement with your team and organization.
As an Igniter, you don’t wait for permission to get things started. You are persistent in getting alignment with others. You are confident and courageous. You are proactive rather than reactive. You think on your feet and take appropriate action. You inspire others to get on board. You take the first step to get things going even if it’s been sitting in limbo for a while. You help teams and organizations to innovate, progress and overcome limitations or competition. You see opportunities and take advantage of those that others may pass by. You anticipate future demands and prepare for them. You work to prevent problems from occurring. You find out for yourself what you need to know. You strive to overcome barriers. You persevere even when things get difficult because you believe in the idea. You act as a role model for team members who, in turn, need to take initiative in their work or team.
The challenge part of the Igniter is simply that you may appear aggressive if you are overly persistent in pursuing yours/others’ ideas. This may be out of trying to break through barriers or through resistance. It may also be due to how much you believe in the idea or solution that your own passion creates intensity around the pursuit. One of the biggest learnings I’ve found in balancing this is to not force it. Detach from timelines and expectations you have having to the pursuit. Allow it to evolve and flow while including others to ensure agreement and excitement in a way that is not forced.
The Advocate is aware and brings a consistent and genuine method of acknowledging. This helps folks to feel valued and safe. There is a role the Advocate plays in safety as well. Creating safe space for others to live, learn and grow as well as speak about concerns or issues. The Advocate provides this in a way that instills trust.
Stepping into the Advocate archetype offers an intentional and genuine approach to acknowledgment. Simple messages recognizing the importance of what they finished and how that will impact a decision or how much their time spent was on money saved. Often, we may share high level acknowledgment, but it doesn’t have as much meat to it as if we tie it to the benefit or outcome/results their impact had on something/someone.
The impact of the Advocate can not only have immediate effect, but ripple down effects. There are specific contributions to the confidence, wellbeing and growth of others that expands past just being a leader. Making folks feel special and valued can also bring in connection and alignment. The safe space provided by the Advocate allows for truth to be uncovered and opportunity for gaps to be filled.
You are an Advocate because you anticipate disruptors, put up the shield and create safe space for others.
As an Advocate, you are in tune with people. You connect to the concerns and dreams of others. You remove barriers to give those concerns and dreams space to develop. You acknowledge others for their impact. You make others feel special and valued. You create connection and alignment through your words and actions. You put up the shield if you need to protect others. You bring a sense of safety to those in your care. You show your own vulnerability which establishes trust.
The challenge part of the Advocate is when disconnected from those they are advocating on behalf of. When they assume what needs advocating and is truly not the issue. When the Advocate loses awareness of acknowledging their team members and others a big part of their impact and power becomes blocked. Having solid engagement structures, curiosity (versus knowing) and inclusive systems allow the Advocate to continue their impact in an effective way.
A Multiplier as defined by Liz Wiseman, with Greg McKeown, author of Multipliers is one who amplifies the ability of the people around them. This is a close definition to what I’m calling the Multiplier gift and archetype. In addition, I view this gift helps others to step into more meaning as well. There is a need for connection to what we do and what it means. There are many ways to look at this in the workplace including the impact on others, results and value being provided.
The impact of the Multiplier is seen throughout an organization regardless if they officially lead people or not. They are the one who sees the potential in others and activates their highest qualities that bring about results, change and evolution. They are a force helping others break through inner barriers and blocks holding them back from utilizing all of themselves. They help others connect to the meaning and value they can bring into a team, organization, and company. The Multiplier is a significant and usually silent leader within an organization.
You are a Multiplier because you bring out the best in others exponentially increasing the impact a team and organization can bring to a company.
As a Multiplier, you see the talent, skills, and capacities in someone who may not yet see them themselves. You challenge others to step out of their comfort zone into more of themselves. You ignite power in others. You inspire expansion in others. You create a web of intricate growth and expansion. You bring in light where others may see dark. You amplify the ability of the people around you. You spark the light for others to step into. You push others beyond what they think they can do. You inspire others to step up and give more.
The challenge part of the Multiplier is when you push someone to unlock potential, they aren’t ready to unlock. This could mean the Multiplier sees leadership potential in someone and without really asking if they are interested in becoming a manager of people start to push them down the path. Challenging their hesitations without stepping back to recognize this isn’t truly the path the person wants to go down yet. Timing is everything for the Multiplier and when the student is ready the teacher will appear really fits nicely here with the Multiplier.
Alignment of personal values with company values. Alignment of priorities and expectations and alignment to meaningful work. This is where the Clarifier can make a difference. Guiding folks back to that alignment makes this a powerful gift currently. Clarifying is about accountability. By clarifying everyone's expectations and roles, you'll help build greater trust and increased productivity among the team. Ask, verify, and clarify because unanswered questions are a hindrance to growth.
The impact of the Clarifier comes in the way of simplification and directness. Through this effort the Clarifier can help teams line up in the same direction towards the same goal without hesitation or confusion. This helps when new strategy is being implemented and not everything has been solidified or results have been seen yet. They can also help ensure there is enough transparency that alignment can happen for individuals and teams into their work and company.
You are a Clarifier because you create alignment around what is needed, strategy, and expectations.
As a Clarifier, you listen for areas of misalignment. You proactively focus on taking ambiguity out of messaging. You set direction and motivate teams through simplicity. You provide direct communication that is welcomed by others. You provide alignment around what is needed. You set clear expectations and clear boundaries. You offer reasons why decisions are made, or direction is defined to help others connect. You sift through assumptions and seek out facts.
The challenge part of the Clarifier can be perceived force or aggressiveness. Sometimes this can come in how direct communication is received or through frustration when the strategy or message changes. I’ve also seen when an amazing Clarifier is challenged in an unfair way it triggered aggressiveness. Staying flexible while connecting others to the facts in a simple way reduces feeling the need to force the messaging. Approaching direct communication with compassion and clear expectations that don’t shame the other person will offer a more constructive approach.
Connectors don’t have to lead people. They can be leaders within an organization who can connect folks to the ‘why’ in their business or to the big picture. The key to the Connector’s gift is that instead of treating everyone like they are starting from the same point they can meet others where they are today.
The impact of the Connector is their ability to help people connect to each other and into their work in meaningful ways. Being the bridge can help ensure results are met and the team and individuals connect into their work with ownership and accountability. They can get silos to work together and find solutions that otherwise would not come to fruition.
You are a Connector because you are the bridge to the big picture and others in a genuine way that meets others where they are.
As a Connector, you act as a bridge to the big picture and offer a practical way of viewing change. You can connect to others in a way that makes them feel valued. You sponsor others to ensure they have what they need. You connect people who can co-create value. You show care and presence to others. You are a guide. You meet others where they are and listen carefully to disconnects. You find meaning and help others connect to it. You can articulate the ‘why’ often.
The challenge part of the Connector is when the focus becomes too great on the bigger picture and losing sight of where others are at currently. This can happen when we get excited about a cause or strategy. It can also happen when we rush the role of Connector. One of the best ways to ensure to slow down and truly meet people where they are at is to start there. Ask questions and engage in a vulnerable way so trust opens.
The Enabler is the one who makes empowerment happen. One of the biggest drives in leadership today is empowerment. Everyone is empowering everyone. Yet empowerment on its own does not work. When the direction of the company or team becomes interpreted individually, message disconnect can happen. Not feeling connected to the overall direction can create hesitancy. Lack of confidence to make decisions and choices in one’s work can cause delays, confusion and a need for approval or validation by a leader or peer.
The impact of the Enabler through building confidence and showing a path that is accessible and doable is limitless. I’ve seen Enablers create entirely new business models that made things easier for customers and teammates. I’ve seen them develop teams into high performing teams and individuals into strong leaders. Obviously, when this happens the probability of growth and execution is significant. But it’s a bit more than just hitting the numbers. When an Enabler is steering the ship new paths are created. New skills unfold and new partnerships form.
You are an Enabler because you open up the path for others to bring about change and results.
As an Enabler, you remove barriers and obstacles so others can move forward. You make connections that allow for new process and agreements to happen. You encourage collaboration to find solutions. You encourage expansion in an enlightened way. You support others in a way that compliments the empowerment you offer them. You inspire others to dig deep within their own capacities and capabilities. You motivate others in aligned direction. You show compassion in your conversations with others. You bring forth momentum in a way that is unstoppable.
The challenge part of the Enabler is assuming others can fulfill expectations that may be a bit higher than they are ready for. A deep patience is required as an Enabler. Sometimes the momentum itself and progress can push the Enabler into another level that leaves behind others. Reconnecting to where others are at, assess the situation/them and then progressing forward again in an aligned way gets the Enabler back on track. Staying connected to others without pushing them too far past their own capabilities at that time is key.
The Champion has become an important icon within changing and growing organizations. This archetypal gift wasn’t as prevalent over the past decades of work but as focus on people has increased in the workplace more of the Champion gift is emerging. Colleagues need an ambassador, and the Champion is key.
The environment that best supports the emergence of the Champion archetypal gift is one that is people focused. It’s an environment that realizes the numbers will come because the colleagues are engaged, aligned with purpose, and have meaningful contributions. It asks the questions during any change or along a growth path, ‘How does this impact my team?’ and ‘What does my team need to continue the momentum they have created during this time?’.
The impact of the Champion is the shining light within an organization. The Champion cuts through all the fog with guidance and support. They focus on the people which creates engagement and commitment. They help reduce resistance during change and even growth which allows for the speed of achieving results to be even faster. The Champion creates alignment that establishes momentum. The Champion is for the people even when things get hard. They are the credible force when other leaders may crumble under pressure.
You are a Champion because you focus on the people side of change.
As a Champion, you connect with others to support them being their best self. You help them navigate obstacles. You sponsor them behind the scenes. You listen deeply to individual and team dynamics. You read between the lines to get the full picture. You establish structures that provide feedback loops. You help others see their possibilities and potential. You then encourage their expansion. You focus on the people during times of change. You act as their voice when attention is needed to make improvements. You identify resistance and hit it head on with clarity and inclusion. You think of people first during a change including growth. How it will impact ‘them’.
The challenge part of the Champion is getting stuck in the resistance. This can happen when too much energy and time is spent on resistance instead of moving others forward. Being able to gage what percentage of colleagues are resisting and why is a great way to stay away from this challenge. If it’s less than 10% let it go. Focus on the bigger picture which is most colleagues. Set up advocates within teams to help move the remaining resisters or naturally, they will filter out and possibly leave on their own. The Champion should stay focused on the bigger picture while also digging into what is coming back through feedback loops.
The Collaborator is one of the most important skills today in the world! We will get really clear on what ‘authentic collaboration’ means and how the Collaborator does this in a different way than how it may have been modeled for the past couple of decades. Much of how we have leveraged collaboration as a capacity has come from a place of force, agendas, limited diverse make-up and hierarchical structures limiting the outcomes and results collaborative teams can contribute.
As people’s skill sets get increasingly specialized, collaboration as a practice becomes more important than ever. The Collaborator archetypal gift is the idol in the authentic collaboration work interface. They create the safe space to allow for best work. They set the tone for the group, but don’t dictate the how and the what will be done. They think about who can provide the best collective for the outcome. They support the group to ensure connection during collaboration as well as ensure individuals working in tandem stay in flow with the team.
The impact of the Collaborator is enhanced creation of new ideas, solutions, programs, and business models provides alignment and expansion within an organization. Collaboration increases engagement and retention. It helps bring teams together and helps people learn from each other. It can boost morale across an organization and open up new ways to communicate. Although this may sound counterintuitive, collaboration makes us more efficient workers. Authentic collaboration offers true collaboration that is not forced or driven by someone’s agenda which offers more engagement and idea generation and action taking in accountable and committed ways. This leads to improved outcomes and results.
You are a Collaborator because you are a weaver of co-creation.
As a Collaborator, you create a safe space for co-creation. You establish the why, yet you allow for openness to get to the how and the what. You encourage teams to form that are of diverse thinking and experiences. You are inclusive and inspire generative feedback. You lead through challenges in a simple way. You support idea growth and accountability of action. You view your role as co-creator. You reach out to others as your valued resources in this process. You don’t create in a bubble.
The Reinforcer plays an important role in this transition from a ‘fear of failure’ culture to one using experimentation as a framework. Why is this important? There are two ends of the spectrum. One is a fear of failure culture is risk adverse. Very. Including what some would consider simple and low risk activities or actions. Then there is a fear of failure culture built from advertising failures in a negative way. This creates a hesitation to bring ideas forward, share plans or take actions for fear of being humiliated (one of the top five human fears).
This is where the Reinforcer comes into play. They take the ego and fear out of the process. They lead from a place of fine tuning and improvements welcome attitude. The Reinforcer is not afraid to ask for feedback and especially if it’s bad view it as a great learning and pulse to make a shift. They bring the word adaptability real credibility. Their ability to keep teams aligned and in motion towards the strategy and vision while holding space for the present to continuously evaluate is an impressive feat.
The impact of the Reinforcer is all about the ability to evaluate progress and success in a way that provides adjustments more real time. If there is a new program or approach to market in place that has gaps based on feedback, the Reinforcer is typically the one with a pulse on it and will drive change quickly. They don’t wait for quarterly or annual reviews to assess what is and isn’t working. Their establishment of feedback loops and structures for visibility provide the information needed to make adjustments. The Reinforcer’s ability to not take things personally provides a very neutral approach to evaluation. They are a critical leader in helping teams to align their value into the overall strategy and vision so there is consistency in how plans are executed, and results are delivered. Ultimately, this provides more growth and profit impact to an organization.
You are a Reinforcer because you are willing to learn from both successes and failures.
As a Reinforcer, you are clear on direction. You help others align into strategy and vision. You display values that model integrity. You create a space for reevaluation of successes and failures without false ego interrupting. You are open to shifting and creating fluidity in your work. You help others establish that fluidity. You are connected deeply to your teams, stakeholders, and customers. You seek out feedback to ensure solutions and programs are what is needed. You seek out the knowledge needed to make clear decisions. You establish feedback loops to create a more real time evaluation. You are willing to adjust plans. You use experimentation as a framework for innovation.
The challenge part of the Reinforcer is when big shifts happen outside of their area of responsibility that have not been communicated to them yet impact their fluidity. Often this can be in the way of team changes or in strategy shift. When this happens, it can throw off the Reinforcer gift a bit and cause for a time to reassess. Given the skills and capacities of those displaying the Reinforcer gift this is just a matter of slowing down, stepping out to reevaluate. Within no time the Reinforcer is ready to go with a new direction and works to rally the troops to make the shift.
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