The Synergist

1. Every Group Has a Hidden Failure Gene

Put simply, organizations don’t succeed in and of themselves. They succeed only through individuals working in groups and teams.

People, not organizations. The success of any organization hinges on the effectiveness of its teams. It's not the structure or the strategy alone, but the quality of interactions among individuals that determines whether an enterprise thrives or fails. This highlights the critical importance of understanding group dynamics.

Dysfunctional interactions. Many group interactions fail to move the organization closer to its goals, leading to wasted resources, stifled creativity, and increased stress. This dysfunction is a repeating cycle, costing billions and demoralizing workforces. The key is to address the root cause of this dysfunction, not just the symptoms.

The Synergist's role. The presence of a Synergist is the key to transforming ineffective group interactions into highly productive ones. This role, often unseen and unrecognized, addresses the core issues that cause teams to fail, providing a path to success.

2. Visionaries: The Idea Generators

They abhor routine. A Visionary will do anything to avoid having to clock in and out at the same time, in the same place, to do the same things every day.

Big-picture thinkers. Visionaries are driven by the need to create and achieve, thriving on new ideas and innovation. They are charismatic communicators who inspire loyalty and motivate others. However, they are easily bored with details and can be disruptive if not managed correctly.

Key traits of Visionaries:

• Abhor routine and love improvisation
• Adore discussion and debate
• Comfortable with ambiguity and uncertainty
• Like risk and trust their own judgment
• Not wedded to past decisions

Essential but disruptive. Visionaries are essential for innovation and creativity, but their aversion to detail and constant pursuit of new ideas can lead to instability within a team. They need to be integrated into the group in a way that harnesses their strengths without disrupting the overall flow.

3. Operators: The Action-Oriented Doers

For Operators to feel fulfilled, it’s important that they get the endorphin rush of ticking a task off as complete.

Practical and task-focused. Operators are the doers who translate the Visionary's ideas into actionable tasks. They are practical-minded, action-oriented, and driven by the need to complete tasks. They work best alongside Visionaries, but can be frustrated by excessive meetings and bureaucracy.

Key traits of Operators:

• Action-oriented and love to improvise
• Ask forgiveness rather than permission
• Work prodigious hours and often work alone
• Dislike being micromanaged

Essential for implementation. Operators are crucial for getting things done, but their tendency to work alone and take shortcuts can lead to problems within a team. They need to be involved in a way that respects their need for autonomy while ensuring they contribute to the group's goals.

4. Processors: The Systematizers

For a Processor, routine is one of the fundamental building blocks of getting things done.

Order and consistency. Processors are driven by the need to bring order and consistency to any situation. They focus on systems and processes, valuing data and analysis over intuition. They are risk-averse and prefer a structured, predictable environment.

Key traits of Processors:

• Value routine and trust data
• Dislike risk and are wary of intuition
• Prefer not to be rushed and tend toward the status quo

Essential for stability. Processors are crucial for managing risk and ensuring consistency, but their reluctance to embrace change and their attachment to data can frustrate other team members. They need to be integrated in a way that leverages their analytical skills without stifling creativity.

5. The Unstable V-O-P Triangle Leads to Gridlock

The unavoidable outcome of this V-O-P instability is that, left to itself, every group or team will eventually implode, gridlock, or underperform—it’s just a question of when.

Inherent conflict. The Visionary, Operator, and Processor each have different motivations, goals, and perspectives, leading to an unstable dynamic. Their differing needs and approaches create tension and conflict, making it difficult for them to work together effectively.

Differing motivations:

• Visionaries are motivated by starting and solving
• Operators are motivated by finishing and fixing
• Processors are motivated by systematizing and supervising

Differing goals:

• Visionaries seek creative solutions
• Operators seek actionable decisions
• Processors seek control through systems

Differing perspectives:

• Visionaries see patterns and perspective
• Operators see opportunity and obstacles
• Processors see compliance and contingent liability

The need for a Synergist. The V-O-P relationship is not naturally stable, and without a fourth element, teams will inevitably gridlock or underperform. This highlights the need for a Synergist to bring balance and cohesion.

6. The Synergist: The Missing Piece

Introducing the Synergist role to your people interactions can produce a dramatic, profound, and lasting effect precisely because it blows past the lengthy and complex list of all possible symptoms of team and group dysfunction, and instead concentrates on just one thing: the single root cause of team and group dysfunction.

A learned style. The Synergist is a learned role that can be adopted by anyone, not a natural style like the Visionary, Operator, or Processor. It focuses on the needs of the enterprise as a whole, not on individual agendas.

Key functions of the Synergist:

• Regulates the extremes of V-O-P behaviors
• Resolves conflicts and differences
• Interprets communication styles
• Elevates the team to a higher perspective
• Sequences and choreographs interactions
• Connects team members and harmonizes their contributions

Transformative impact. The Synergist acts as a buffer between the V-O-P styles, taking the best from each and enabling them to work effectively together. This role is crucial for creating a high-performing team.

7. The Synergist's Toolkit: Skills for Success

The secret to being an effective Synergist is simplicity itself: it lies in recognizing a small number of key interactions that every team or group experiences, and in making unobtrusive but essential interventions at those pivotal moments on your group’s path to success.

Nine key skills. The Synergist's toolkit includes nine skills, divided into two categories: personal productivity and teamwork. These skills are not innate but can be learned and developed.

Personal productivity skills:

• Time management
• Priority management
• Crisis management
• Delegation

Teamwork skills:

• Conflict management
• Difficult conversations
• Communication skills
• Inclusiveness
• Accountability

The enterprise commitment. The Synergist operates with a commitment to place the interests of the enterprise above personal interests. This commitment guides the use of the nine skills and ensures that the team works towards a common goal.

8. The 3-I Pattern: A Rhythm for High-Quality Decisions

The basic rule of thumb for a Processor is “if it ain’t broke, don’t fix it.”

Three stages of decision-making. Successful teams follow a predictable pattern of interaction: Investigation, Interpretation, and Implementation. This 3-I pattern provides a framework for making high-quality decisions.

Investigation:

• Intellectual rigor: Asking necessary questions to uncover material information
• Embracing change: Identifying and assessing external factors
• Financial understanding: Comprehending basic financial statements

Interpretation:

• Stamina: Maintaining focus and engagement
• Discipline: Staying committed to a course of action
• Objectivity: Basing decisions on facts, not personal biases

Implementation:

• Consensuality: Consulting with key stakeholders
• Communication: Ensuring clear and consistent messaging
• Accountability: Holding the team responsible for results

Synergist's role. The Synergist ensures that the team moves through each stage effectively, addressing the specific imperatives and preventing the V-O-P styles from derailing the process.

9. The Power of Consensuality, Communication, and Accountability

The Synergist alone is able to facilitate a conflation of the Visionary, Operator, and Processor ideas into one harmonized whole.

Consensuality: The Synergist ensures that decisions are implemented with the support of those who have the authority, responsibility, and influence to make them happen. This involves early and frequent consultation and a commitment to cabinet responsibility.

Communication: The Synergist ensures that the team communicates clearly and consistently, avoiding mixed messages and confusion. This involves using one voice and maintaining porous borders to allow for open dialogue.

Accountability: The Synergist ensures that the team holds itself accountable for its decisions and actions. This involves setting clear expectations, monitoring progress, and providing feedback.

The Synergistic team. By embracing these three imperatives, the Synergistic team creates an environment where decisions are not only well-informed but also effectively implemented, leading to sustained success.

Last updated: January 27, 2025