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Thanks very much for subscribing to Mind Matters, the newsletter that turns brain research into practical leadership tools. This issue is only 698 words and takes less than 4 minutes to read.

Later in "News & Resources," my radio interview with Dr. Dan Goleman and Dr. Rick Hanson on the Neuroscience of Getting Along.

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My last newsletter described how to help a conversational “Socializer” prioritize tasks and follow through. Let’s continue with the next style, the Thinker.

Help the Thinker Zoom Out

The Thinker is a task-oriented introvert who is happiest with detailed tasks, logical routines, and limited social interaction.

While the Leader’s mind expands to the big picture, the Thinker’s mind often contracts to focus on a limited set of minute details like a camera lens set on extreme close-up. Thinkers can be perfectionists or slow decision makers.

Notice in this conversation how the leader expands the Thinker’s awareness from one small slice of flat terrain to the entire divergent landscape.

Conversation with a Resistant Thinker

Leader: “You missed another Senior Management Team (SMT) meeting today.”

Thinker: “I had to finish editing the Annual Report.”

Leader: “You’re the Chief Financial Officer. I need you at every meeting.”

Thinker: (exasperated) “The report was about to go to print, and the font size was 10 instead of 11. What if I hadn’t caught that error?”

Leader: “You’ve missed three SMT meetings in a row.”

Thinker: (grimaces and silently stares at the wall)

Leader: “I know that you dislike meetings, but you always made it to SMTs. What changed?”

Thinker: (grits teeth) “I’m busy trying to run this department with two positions open and no viable candidates in sight. And, if the Marketing Department would try submitting travel reports just once, then maybe this company wouldn’t be going to pot.”

Leader: “You sound angry.”

Thinker: (face reddens) “This company has procedures for one reason: consistency. The Marketing Department seems to think the travel policy doesn’t apply to them. They think I’m in here printing money, so they can go all over the world supposedly developing business. I haven’t seen any new contracts lately.”

Leader: “That’s what I need you to say in the SMT meeting.”

Thinker: “I’ve tried. She just rolls her eyes and walks out laughing.”

Leader: “You’re right that we need to hold everyone accountable for the travel policy. At the same time, what’s the broader issue here?”

Thinker: “The broader issue? Marketing doesn’t follow any company policies?!”

Leader: “How could you show leadership on this issue?”

Thinker: “What do you mean?”

Leader: “You’re the go-to person on financials. What would you do if one of your managers wasn’t following the travel policy?”

Thinker: “I’d talk with the person. Find out what was going on. There’d have to be a darn good explanation, because my direct reports never break a policy unless there’s a very, very, very good reason.”

Leader: “How could you give Rachel in Marketing the same benefit of the doubt?”

Thinker: (long pause) “I guess I could ask her what’s going on. Then I wouldn’t have to bring it up in front of everyone in the next SMT.”

Leader: “When can you do that?”

Thinker: “I was headed to the third floor anyway. I’ll see if she’s got a few minutes. I’m not hopeful.”

Leader: “Keep an open mind. If you two don’t resolve this, send the issue to Jerry for the next SMT agenda. I want you to take the lead on that discussion. We might need to tighten accountability or adjust the policy.”

While most of us use our minds in a habitual way, the good news is that the mind is relatively elastic and trainable. Thinkers can learn to expand and contract their camera lens in order to move back and forth from the details to the big picture when necessary.

When communicating with resistant Thinkers:

• Reassure them: “Nice job on the financial reports; they were thorough and easy to read.”

• Ask “When” questions to determine a deadline that won’t let them get bogged down in details: “I need your help next week on another project. When is the earliest possible time you can finish a rough draft of this model, so that you can shift your focus?”

• Set performance expectations for them to build relationships with other team members: “I know you prefer to work on your own, but we’re asking everyone to volunteer for one committee. Which one interests you the most?”

I'd like to hear your ideas. Send your thoughts or questions about the Thinking style.

News and Resources:

• I'm scheduling public Mind to Lead workshops in Washington, DC for the fall of 2010. Check my future newsletters for details. Or, contact me for information on bringing a customized workshop to your organization.

• The latest Peace Talks radio show, The Neuroscience of Getting Along, features my interviews with Dr. Dan Goleman, author of Emotional Intelligence and Social Intelligence, as well as Dr. Rick Hanson, author of Buddha's Brain.

Suzanne

Suzanne Kryder, Ph.D.
P.O. Box 11892
Washington, DC 20008 USA
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