Pat vs. Chris \u2013 A Tale of Two Managers<\/h2>\n

Meet Pat \u2013<\/h3>\n

Pat is very structured and everything he does shows it. He is a model for being organized. Nothing slips through the cracks\u2026 ever. It also shows in his management style.<\/p>\n

Pat has developed quarterly goals for each of his employees, holds team meetings and performance reviews religiously, and is a stickler for the one-page weekly update he expects from each of his direct reports on Friday afternoon. His department runs like a well-oiled machine.<\/p>\n

Meet Chris \u2013<\/h3>\n

Chris is a free spirit and is unencumbered by traditional thinking. She is a specialist when it comes to transformation. She is also a bit of a disaster when it comes to personal organization. Thank goodness she is great at building relationships, because there are times when she needs to burn some relationship equity to make up for missteps.<\/p>\n

Chris\u2019s attitude and ability to get more out of a team than imaginable brings tremendous value to the organization. Her department is a collection of unlikely talents. Many people on her team don\u2019t fit well into other parts of the organization, but she finds ways for each to contribute at very meaningful levels. Somehow, she seems to be able to adjust the work in ways that taps into her team\u2019s passion.<\/p>\n

Exploring the Pat-Chris Spectrum<\/h3>\n

Pat and Chris are successful. There are times when working with either of them can be extremely fulfilling – when the work to be done matches well with their styles. Operational excellence and efficiency are clearly Pat\u2019s sweet spot. Driving change and motivating people help Chris shine.<\/p>\n

But if you switch those roles, disaster will ensue if they don\u2019t change their approach. Asking Pat to lead a major transformation the way he leads his well-oiled machine or asking Chris to do the opposite would not result in a positive outcome.<\/p>\n

Would it be wise to have Pat\u2019s team handle items requiring structure and Chris\u2019s team those that require managing change? Here\u2019s the catch. How many managers are in a situation where they can be successful by either<\/em> running a machine OR driving transformation?<\/p>\n

The reality is that organizations need more than that. <\/em>They need both<\/strong> from their leaders. They need leaders who can move up and down the spectrum to meet the demands of a given situation? They need leaders who can find a way to be both Pat and Chris. (Paul Hersey and Ken Blanchard\u2019s Situational Leadership Theory<\/em> offers some very useful insight into related flexible leadership concepts).<\/p>\n

Most of us should be pretty self-aware of our natural orientation on the Pat-Chris spectrum<\/em>. Assuming that\u2019s the case, here are three recommendations.<\/p>\n

3 Suggestions to finding leadership balance<\/h3>\n

\n
• Surround yourself with people all over the spectrum<\/strong> – especially a colleague you will work closely with who is your opposite.<\/li>\n
• Develop your agility<\/strong>. Watch others around you. Stretch yourself. Build organizational skills or update your management skills.<\/li>\n
• In all situations, specifically think about both process and people<\/strong>. What needs to change for both? How can we make sure we are moving both in the right direction at the right pace?<\/li>\n<\/ul>\n

  To be complete leaders, we need to be effective in a multitude of situations. Pat and Chris can be very successful in the short-term without changing a thing. For them to be successful in the long run, they will need to demonstrate the willingness and ability to adapt to the needs around them. Unless, of course, the world stops changing. I wouldn\u2019t count on that happening.<\/p>\n

   <\/p>\n

  Image courtesy of Stuart Miles at FreeDigitalPhotos.net<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

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