In exploring each of the five GC Index proclivities, we have reached the penultimate set of articles this month, where we will look in detail about the role of the ‘Polisher’ and the value that those of us who derive our energy from this proclivity will bring to a team.

In its simplest form, the role of the Polisher stands out as a beacon of unwavering commitment to excellence. Embodying the philosophy and practice of continuous improvement, the Polisher’s approach to work is characterized by a profound belief that if a job is worth doing, it’s worth doing properly.

There are different levels of Polisher energy that may be engaged by an individual. While at its greatest, it might represent perfectionism, the proclivity often shows itself as the behaviors that represent a constant commitment to progress. Polishers are constantly seeking ways to enhance products or services, demonstrating an innate desire for things to be better. This proclivity extends beyond personal achievement, as Polishers are also driven to inspire others to be their best selves too. The core capabilities of an effective Polisher include a keen ability to learn, coupled with the wisdom to discern when over-delivering may not be necessary.

There are both internal and external drivers that propel Polisher-oriented people forward; these are rooted in their thirst for progress. They derive the most energy when they feel they are making strides, learning, and developing both personally and professionally. The sense of pride that comes with delivering to the high standards they set for themselves is a powerful motivator for them.

While we are focusing on the positives that a Polisher brings to a team and organization, it is the foundation of the Polisher’s worldview that rests on the assumption that excellence is not only an ideal but a tangible reward. This mindset shapes their values and beliefs, driving them to consistently focus on excelling and being the best they can be. The internal dialogue of a Polisher revolves around the notion of trying harder—a persistent belief that what they have accomplished is never quite good enough and that there is always room for improvement. i.e., things are good… but could they be better?!

In terms of watch-outs, in contrast to the above, any Polisher experiences a depletion of energy when faced with situations where they cannot execute a task to their own exacting standards. The compromise of their meticulously defined objectives, quality-driven way of working, and a lack of shared high standards among team members can leave them feeling disheartened. In these moments, the Polisher seeks understanding and support from their peers. They need teammates who appreciate the depth of their commitment to quality outputs and can help them find balance in their self-critical nature. This is why it is very important for colleagues to maintain an awareness of who the Polishers are on their team, so they can be engaged and energized to bring their positive values and skills to the party, not feel left behind, disengaged, and/or frustrated with what they may see as a half-hearted approach lacking in quality and accuracy.

For leaders and managers that have high Polisher energy, utilizing it requires a delicate touch. Articulating high standards and expectations from the outset is crucial, ensuring everyone on the team is clear about what is expected of them. However, leaders must be mindful not to inhibit the team by setting unrealistic expectations, as this can lead to apathy and disengagement within the team. A successful leadership approach involves nurturing a culture of review and learning, encouraging continuous improvement without fostering an environment of perfectionism all the time, as not everyone is (or wants to be) a perfectionist and may find this constant demand very draining. Furthermore, it is not always appropriate to be a perfectionist; often, good enough will do, and accepting this can often be the challenge for the Polisher.

At any level, communication with Polishers is at its most effective when messages align with their goals. Helping them and those that they influence to aim for inspirational objectives, learning from past experiences to improve the future, and knowing when to settle for ‘good enough’ are key elements. Positive rigor in debate, rather than negative criticism, brings out the best in Polishers and fosters a collaborative and growth-oriented atmosphere.

In conclusion, the Polisher is a vital asset to any team or organization, driving continuous improvement with an unwavering commitment to excellence. Understanding and supporting their unique characteristics, as well as finding the right balance between high standards and realistic expectations, ensures that Polishers can thrive and contribute meaningfully to the pursuit of excellence in the workplace. Something that we all need on our team.

For more information about the GC Index, an organimetric tool for contribution and impact, go here.  To learn how we can help increase understanding, contribution, impact, and value for your people and business by using the GC Index, contact us today!