We continue our monthly exploration into optimizing people’s energy for impact, focusing on Implementer-heavy teams. As one of the five energy-based proclivities within The GC Index® teams, those heavy on Implementer tendencies tend to translate strategy into action. This is a critical attribute for a company, enabling it to convert ideas (Game Changer) and big-picture plans (Strategist) into practical actions. Following the structure of our previous team articles, we explore how to lead an Implementer-heavy team to optimize their impact on the business by:

• Understanding the context for creating an Implementer-friendly environment.
• Building upon the team’s core competencies.
• Enhancing cohesion with other teams and cross-functional colleagues.

Understanding the Implementer-friendly Context:

Implementer teams are known for getting things done and are relied upon to do so. They thrive when given clear goals and objectives, feeling confident in their skills to deliver. They may find it challenging to collaborate with Game-Changer-heavy teams that are idea and possibility-driven. Implementer teams dislike ambiguity and prefer absolute clarity on what needs to be done. They are not inclined to engage in prolonged strategic debates; instead, their energy is directed towards practical delivery once they understand how to achieve it. Implementer teams prefer defined roles, a structured process, and guardrails but also value enough ‘freedom within the framework’ to exercise autonomy in their areas of expertise.

Building upon the Team’s Core Competencies:

Implementer teams excel in Crafting Operating Plans, Driving Results, and Work Ethic. Leaders should focus on developing skills aligned with these core competencies:

1. Crafting Operating Plans: Involve the team in shaping how strategic objectives can be achieved with a can-do approach. Ensure that objectives are clearly articulated and translate them into clear operating and action plans (who, what, when, why, how). This clarity and alignment empower Implementer teams to run efficiently, generating momentum and drive for additional action.
2. Driving Results: Ensure that Implementer teams focus on implementing actions that directly align with objectives and drive value. They may be prone to taking on too many tasks, so leaders should guide them to prioritize tasks based on their impact on primary objectives.
3. Work Ethic: Recognize and reward the high achieving and hard-working nature of Implementer teams. Leaders should model these attributes, but also be mindful of potential burnout. Encourage team members to delegate tasks appropriately and coach them to focus on actions where they can deliver the most value.

Building Cohesion with other Teams and Cross-functional Groups:

Implementer teams are often seen as the point where ideas become reality. In addition to the points mentioned earlier, leaders should encourage their teams to embrace a can-do mindset when collaborating with idea-focused colleagues. With Game-Changing teams, Implementer teams should articulate the practical value of ideas and the requirements to make them a reality. When working with Strategist colleagues, helping bridge strategy into an operating plan enhances collaboration. For those polisher-focused teams who are reviewing and refining processes, offering patience and openness to proposed changes can lead to more effective implementation and better results.

In conclusion, Implementer-heavy teams are high-achieving and results-driven. Understanding the context that builds upon their Implementer energy, along with enhancing core competencies in crafting operating plans, driving results, and maintaining a strong work ethic, will optimize their impact on the business.

To learn more about how we support leaders and teams to optimize their Implementer impact, click here.