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Building is their passion. They are restless. The status quo never is good enough. After the implementation is before the implementation.
Builders are thinking forward, innovatively and constructively. They see changes as tools for improvement and development. But they set a high value on a well-founded and provable rational for any changes needed as part of their overall plan.
Builders know that for being successful they have to convince others (like Maintainers) and bring them in. They are usually quite clever in positively influencing people, and they can be very inspiring and motivating for others. On the other side of the coin, Builders can be quickly frustrated by resistance to – in their view – obvious room for improvement. E.g., Builders have the tendency to underestimate the importance of politics, esp. when going beyond factual businesslike objectives. If they fail it is often due to a outflanking by games at work.
Beyond that, Builders will always be strong drivers of innovation and development.
Maintainers merge into ensuring stability and consistency … of processes, services, tools, etc. They can do the same set of tasks over and over again, day after day, year after year. Continuity is their mission. As a convenient side effect, Maintainers are extremely good in identifying deviations and threads.
So, Maintainers love the status quo. But they are not just resistant to changes, a common misunderstanding and complete misinterpretation. Factually, they just insist on a well-founded and convincing justification for a change. What is actually a fair approach!
Factually, Maintainers are the backbone of most companies, ensuring business continuity. They bring overeager Builders back to earth, and steadily mop up behind Destroyers.
The dilemma of Destroyers is that most of them are deeply convinced they would be Builders. So, a mismatch between self- and external perception is definitely an issue with Destroyers.
Well, basically they are right. Building often needs changes, and changes sometimes also need destruction. But they make 2 major – to my opinion – mistakes. First, they are biased and fixated on change. And second, they generally mistake change with destruction.
Many Destroyers follow the illusion that the event of a change itself would be good. They are disciples of change. In their thinking it boosts organizational creativity and evolution. The origin of this misconception is an outdated and wrong sociological interpretation of the biological evolution paradigm. On top, Destroyers often undervalue the importance of sound change management – not in proclamation but in implementation. Then, destruction is not an intrinsic consequence of the change but of bad (or no true) change management.
“Chopper managers” are typical Destroyers. So, you don’t know “chopper managers”? I am sure you do! “Chopper managers” are hopping from one position to the other, like tourist doing a helicopter sightseeing tour. They simply fly in (whencesoever), make a lot of wind when landing, create a maximum of confusion, and fly out again soon enough before they need to face the outcomes or take responsibility for long-term consequences.
Unfortunately, Destroyers have the highest impact in many companies, giving Builders and Maintainers a hard time.
So, what are you?!
I found myself without doubt having a very strong Builder component. I love to develop, to implement and to provide new solutions. I can also be a Maintainer … for a while. But sooner or later this stops satisfying me, and I start looking for opportunities to do some “building” and improvement at least within my proximate range. I am also open to destruction, but I insist on well-founded and convincing rational as well as sound change management. And I absolutely hate destruction of a so-called “running system” without true need, or doing a change just for its own sake.
Altogether, it looks like that I seem to be a Builder, with a secondary Maintainer facet, and only constructive Destroyer qualities.
Builder, Maintainer or Destroyer … what are you?