Transcompetition in Action

Applying the assessment information you just obtained

Excerpted from Transcompetition, by Harvey Robbins & Michael Finley, McGraw-Hill/Business Week Books, 1998

Copyright (c) 1998 by Michael Finley and Harvey Robbins

You've taken the tests and totaled your organizational and personal scores. You've discussed your organizational scores with your team, to see if there is strong agreement or difference among you about the company's competitive nature.

Why does the test matter? It matters because you are what you eat, and organizations are a sum of what their people and leaders think, do, and say. If your organization is loaded with supercompetitors in decision making positions, that's what the world will see you as. That is what you will be.

If you are in need of some hints to break out of dysfunctional habits (either supercompetitors or supercollaborators), here are some. Keep in mind, it is more difficult to break your behavioral habits the further away from the middle you are.

General rules

To become more collaborative:

• Try to discover the priorities of your "competitors." You can't meet them halfway unless you know what they are after.
• As long as it doesn't interfere with your priorities, help them network to resources that may help them achieve their objectives.
• Remember that it may be difficult tying to collaborate or help an organization that is either unwilling to accept help or that views itself as your sworn enemy -- the nemesis relationship. It is awkward to be in the Reebok/Nike relationship, where one side seeks profitable coexistence and the other seeks scorched earth.
• With a nemesis, there is still hope, if you can find common ground (shared resources) where both sides can win more by collaborating than by competing. But the advantage of changing must be clear to both sides -- or you will never break the existing habit.

To become more competitive:

• Improve up your unique knowledge and skills. The competitive downfall of most people remains lack of specific, distinguishing expertise.
• Make sure your own and your own organization's needs are met before quixotically setting off to help others. With supercollaborative organizations, this can be a tall order. Groups who think as a group can be very hazy about what they need. Besides, your greatest leverage is always in your own group.
• Diversify your portfolio. This is a competitive strategy (it makes you stronger) that requires pure collaboration -- listening and talking to others, learning their skill sets and mindsets, and most of all respecting the difference between what you do and what they do.
• Be willing to win. Not for the sake of beating the other party, but just to come out on top for once. Everyone needs victories. A "loser" who wins just a few times quickly sheds the role.

To become more transcompetitive:

• Study your own past patterns of behavior. How have you competed in the past, and do people expect the same behavior from you now? Surprise them by showing a fresh vein of versatility.
• Place a higher priority on discovering what a "win" looks like for the other person. Pretend you are passing through a doorway. You know you will get through eventually, but what an improvement to the atmosphere when you defer until the other party has achieved its objective, or is confident of doing so. In a world of Laurels and Hardys struggling to beat one another through the doorway, a little class goes a long way.
• Get interests and outcomes on the table. Until you know what all parties really want, you can't negotiate a successful solution for them.
• Be practical. What action on your part will satisfy both sides in a battle? What three things mean the difference between a done deal and a sunk one?

Now we'll spend a bit of time on each of the four archetypes. Each of them has three "incarnations." The first, on the left side, is its competitive face, the one it shows in battle. The third is its collaborative face, that it reveals in time of peace. In between is the transcompetitive face, that it shows when it is thinking and deciding whether it will compete or collaborate.

In each case we will explain the value each type brings to the table, how to recognize when you're dealing with that type, and how to deal with that type in such a way that they (or it, the case of whole organizations) feel sufficiently comfortable to relax their competitive guard and do business.

Recognizing and Dealing with Brutes

COMPETITIVE ARCHETYPE	TRANSCOMPETITIVE POSSIBILITY	COLLABORATIVE MANIFESTATION
The BrutE Think of George Patton or Hercules. The Brute is someone who must win and is not sensitive to the pain his winning inflicts on others. The brute not only enjoys openly beating others, but believes it is a moral feat: might makes right. Unabashed use of power is his solution to the problem of mistrust: if you can't join 'em, lick 'em. A straight line best describes his relationship to goals. Pulled into a transcompetitive orbit, the brute becomes a mentor, a model, and a leader by example -- someone who leads not by force but by blending the skills and attributes of others..	The OrchestratoR Nestled in the rational space between the brute and the planner, the orchestrator has the ability to draw on the strengths of both to achieve outcomes in a forthright, planned and coordinated manner. Not easily deterred from their mission, the orchestrator considers options and plans alternatives and "just in case" scenarios in order minimize distractions on the march towards the goal. Don't get in their way. If you have to, provide value-added options so you're seen as helpful.	The Planner Like the Brute, Planners need to control their environment, but in a more indirect, much less offensive manner. Like declawed cats, they take to gentler activities that simulate control. They make lists. They are strategic in their thinking; bringing together disparate points of view to bear upon solutions to problems. They tolerate change well enough, so long as change doesn't interfere with the achievement of their ultimate goals (task completion and order). Jean Paul Marat, the fomenter of the French Revolution, was this kind of declawed cat, as are great athletes in reitrement -- potent , but passive.

Contribution: IN ANY ENTERPRISE OR INDUSTRY, Brutes are the task experts. Their great value is in getting things done. They are simplifiers, results-oriented types whose motto is "lead, follow, or get out of the way." The human race would have long ago been finished off by marauding bands of wild dogs had not the Brute element of human nature not stood up and said, "Hey, no way."

Graft non-Brute attributes onto a Brute and you may end up with its transcompetitive alter-ego, the Orchestrator. The Orchestrator, like the Brute, is an initiator. But he has developed new skills of connecting with people. Instead of bludgeoning, he is coaxing. Instead of ordering people around to fulfill his own vision, he is blending their voices and their input to create more intricate textures and harmonies.

Verbally, the Brute:

• Gets directly to the task at hand, with little or no small talk. Great habit, especially if the building is on fire.
• Does more talking than listening. Often, not such a great habit.
• Directs and controls pace of conversation. This si the dimension that, when amplified, is the key to the Brute's transcompetitive mutation to "Orchestrator."
• Brings people continually back to the task -- essential to leadership.
• Interrupts, finishes others' sentences. This drives more reflective types crazy.
• Speaks in a direct manner ("I want..." or "you need to..."). You never need to guess where a brute is coming from.
• Challenges others' thoughts and ideas. One of the most profound of the competitive attributes.
• Asks "what?" results-oriented questions.

Nonverbally, you may recognize Brutes from their:

• Fast-paced gait. These people have places to get to.
• Forceful, commanding tone of voice. "Prepare to cross the Rubicon."
• Apparent confidence. Achilles may have sulked in his tent at the gates of Troy, but when he emerged, he was his old confident self.
• Show of impatience (checks watch).
• Willingness to send cues. When a meeting is almost over, the Brute is already putting away materials.
• Word and deeds outweigh nuance. It's sometimes hard to read a Brute from the little things, like facial expressions. They will tell you what they think upfront, but be less candid, or aware, of what they feel inside.
• Spartan decor. The walls of a Brute's office may feature nothing more than a clock and a few plaques and awards.
• Masculine demeanor. Even when a Brute is a woman, she will have a no-nonsense, cut-to-the-chase way about her.

Luring a Brute to the transcompetitive side:

• Do "completed staff work" ahead of time. Be prepared. Dot is and cross ts. Be prepared to back up what you say.
• Organize your thoughts and presentations for speed. Keep it moving. Brutes award no points for finesse, and deduct points for "on the other hand" thinking.
• Get to the task toutes de suites, and stick with it till it's done. Brutes probably don't care about your kids, nor do they wish to tell you about theirs.
• End early whenever possible and leave quickly. Brutes have places to be besides where you are, and people to be with besides you.
• Whenever possible, let them "win." Not beat you, necessarily, but win. Present options, and let them decide.
• For God's sake, let them be in charge, to feel that they are, even when the org chart says they are not. Let them control how quickly or thoroughly you move through the material. If you are getting into a car, give a Brute the keys.

Recognizing and Dealing with Hermits

The Hermit This person has decided he is not going to compete in any way; withdrawal is his solution to the problem of mistrust. No line at all describes his relationship to goals -- he has found peace by forsaking connectedness to people, and connecting instead to information. The Hermit is the consummate detail person. You often find them in the introvert professions: computer science, finance, engineering. When his amygdala is aroused, he abdicates. He feels safest away from the madding crowd, surrounded by things he knows he can trust.

The Player Brought out of their shell, made to feel valued for their analytical skills, you will find the player in the thick of things; willing to provide time and energy (such as it is) to help others achieve their outcomes. They want to be views as value-added, part of the action. When utilized correctly, they will volunteer for the most challenging and least desirable assignments. Get them turned on and it may be difficult to turn them off. The hermit may never become a "people person," but he can be a real contributor, so that his valuable ideas and knowledge are not lost.

The Analyzer Competitive and collaborative Hermits are not all that different. Engaging hermits in collaborative efforts is not as difficult as many would assume. They pride themselves on their ability to break a problem down into its component parts and view the world through totally logical eyes. Spock-like. They are thorough, dotting all the "i's" and crossing all the "t's". They provide value to any organization by making certain that information is complete (maybe too complete) and providing a critical review eye to all processes and procedures.

Contribution: At their best, Hermits are information experts. They deal in facts, data and details. Their motto is "the facts speak for themselves." The trick is to bring them into the fold and make them feel valued -- and not just for the data they amass.

Verbally, you can spot Hermits because they:

• Engage in very little small talk or socializing.
• Offer less in the way of disclosure of feelings or thoughts.
• Strongly prefer to focus discussion on the matter at hand.
• Make very few errors with facts or details, and are immensely proud of this.
• Use a large vocabulary.
• Ask a lot of questions, particularly of the "how" variety -- the dreaded technical question.
• Share lots of data and information -- often more than you may want to or are able to digest.
• May make decisions slowly and systematically.
• May be critical of others who are "less thorough."

Nonverbally, Hermits give off several cues to their nature:

• They speaks slowly and deliberately. "I want to be certain you understand this."
• They share logic methodically.
• They show little animation or facial expression. Far be it from a hermit to "wing it" or to embellish.
• Very little movement or gesturing
• Formal, conservative appearance. Think bow-tie.
• A hermit's office will be functional, with plenty of storage space for information.

Luring a Hermit to the transcompetitive side:

• Send information package in advance to allow them processing time. Never mail-bomb a hermit.
• Get right to the task. Create a meeting agenda and stick to it.
• Prepare thoroughly. Double check all your facts. Organize your material to flow linearly and logically. Plug all the holes with hard data. You will lose more points with amusing anecdotes and impromptu opinions than you will gain.
• Present a balanced case. Present the negatives as well as the positives. Offer concrete strategies for minimizing the negatives.
• If hermits make a mistake, allow them to save face. Remember that they are tougher on themselves than you could possibly be. Hermits hate to be wrong or caught without information.
• Think though possible worst-case scenarios with them and develop contingency plans.
• Present realistic and detailed action plans and timelines.

Recognizing and Dealing with Pawns

The Pawn The Pawn is Everyman, a mensch, honest, eager to do right, but forever unsure of his position. Think of the pearl-diver in Steinbeck's novel The Pearl, unable to capitalize, because of his position and ignorance, on the great find of his life. He is himself a pearl that the world does not appreciate, and he has grown hardened to his own inner beauty. The Pawn yearns to win as much as the scariest supercompeter, but something in him always fails at the starting pistol. His tragedy is a failure of confidence. His typical solution to the problem of mistrust is unenthusiastic compliance. The motto he lives by: Never volunteer. A dotted, uncertain line best describes his relationship to goals.

The COMMUNICATOR Pulled into a transcompetitive orbit, the pawn becomes a contributor, an improver, a communicator, a coordinator. Positioned between the self-canceling stances of the pawn and the comrade, the communicator has the unique ability to help others better themselves. That's where they get their personal rewards. It's what charges their batteries. By helping others, they help themselves. They have a natural ability to link people with the resources they need to achieve outcomes or enhance their skill sets. They are the most patient of all the styles and, therefore, provide a much needed "ear" to those working through issues. They have their fingers on the pulse of the organization an, therefore, make great coaches when trained.

The ComRADE Empathy is the forte of this collaborative side of the pawn. Comrades show great understanding for the needs of individuals and a concern for their well-being. They need to be liked by others and, as a result, go out of their way to make certain that people are informed and feel good about what is going on around them. They are continuously thinking about who needs to know what's happening and what is the best way to make the news palatable. The difference between a comrade and a communicator: communicators enable change, while comrades consolidate the status quo.

Contribution: Pawns are the team experts. They are good at recruiting people for causes and maintaining their "franchise" with others over time. Their motto is "make new friends and keep the old."

Verbally, you can spot Pawns because they:

• Ask a lot of questions to get others engaged.
• They particularly ask the "who" kinds of questions -- putting the team together and building constituency.
• Listen, paraphrase and reflect feelings.
• They may not be quick to disclose what they want -- they often want to say things, but they are afraid to.
• They will engage in small talk frequently.

Nonverbally, Pawns give off numerous cues to their nature:

• Their steady and even speech tempo.
• Their relaxed body language. "Hey, I'm nobody special, but I know who I am."
• Active listening: nodding and attentive posture. They are listening to you the way they wish people listened to them.
• Low volume; Pawns are not screamers.
• A casual but conforming appearance.
• A Pawn's office is likely to have family pictures, personal mementos and plants.

Luring Pawns to the transcompetitive side:

• Engage in small talk. "How 'bout that game/the weather/action movie?" Open up first to allow them to relax with you.
• Draw out their point of view. Listen and reflect their feelings. Pawns are shown so little respect that yours will have impact.
• Clarify what is needed of them and offer your support.
• Work hard to maintain your franchise with them. Pawns want to like you and for you to like them.
• Take a sincere interest in their hopes and concerns. Show that you care.

Recognizing and Dealing with Tricksters

The Trickster The Trickster is not an automatic villain, but his talent is one we associate with treachery and craftiness, with the characters of Iago in Othello, Odysseus, Jacob in the book of Genesis. Their great talent is their ability to control appearances -- and sometimes to mask intentions. The type includes standup comedians, poets, artists, people who, lacking the power to bully their way to satisfaction, find it through circuitous means. Manipulation is his solution to the problem of mistrust. A twisty line best describes his relationship to goals.	The Entrepreneur In-between the Trickster and the Negotiator is the Entrepreneur. Entrepreneurs draw on the talents of manipulation and multiple perceptions to notice and take advantage of opportunities that others might miss. They see the "possibilities." Their value to any organization is to push the envelope of the "acceptable." To challenge upwards and open new vistas. They can also drive senior management nuts with their ceaseless energy. They stuff the suggestions boxes and respond well to the recognition they so desperately need to survive.	The Negotiator The collaborative side of the trickster, the Negotiator uses his natural manipulative ability to view all sides of a problem. They are good at wearing others' shoes and, therefore, understanding differing perceptions of the same issue. This ability, when mastered via training, serves them well as negotiators and facilitators in times of crisis or stress. Negotiators are a valuable class unto themselves, even when they do not metamorphose into the more proactive Entrepreneur: the world has too few people blessed with empathy, imagination, and evenhandedness.

Contribution: Tricksters are the communication experts, the silver-tongued devils who can make you see a thing twelve different ways, and appreciate each one. They are enthusiastic influencers of others, and they play us like Stradivarius violins. Nuance, style, slant, perspective, fine shadings are everything. They believe than anything is possible, if the imagination is put in service to it. Their motto is, "It's not just whether you win or lose, it's how you look when you play the game."

Verbally, you can spot Tricksters when they:

• Talk about their thoughts and feelings. Feelings are the real reality to these soulful twisters.
• Tell stories and share anecdotes. If you hear a consultant tell you your story is your business, you have a Trickster for a consultant. But then, aren't they all?
• Describe things. They are so drawn to adjectives, descriptive phrases and metaphors that they occasionally lose track of the point they are trying to get across. There is great charm in their language, but also great potential for distraction.
• Digress from the point at hand. They are less like arrows, shooting straight to a target than rivers, gently wending their way to the sea.
• Ask the "why" questions: What is the rationale? What makes us want to do this? They are like actors forever pestering their director to understand their motivation.
• Persuade and sell. Half of the time they are persuading you in order to persuade themselves. But they are nature's sales force, eager to bridge communication gaps with insight, empathy, and words.

Nonverbally, Tricksters give off several cues to their nature:

• They speak quickly. Their words are surfing a wave of emotional propulsion, and if they slow down they will wipe out for sure.
• Animated, dramatic gestures and facial expressions. Think of Walt Disney enacting his vision of Snow White to animators. A shaman painting pictures in the fire is a Trickster through and through.
• Lots of vocal variety: inflection, volume, nuance. Again, the Trickster as thespian.
• Smiling and head nodding. Agreement is built through sympathetic response and affirmation. ("Are you with me?")
• Stylish and fashionably current in appearance. Or, sometimes a slob, but a slob for calculated effect.
• Kinetic, always in motion, lots of high energy.
• The Trickster's office will be stylish and maybe a bit flamboyant; or it may be somewhat cluttered and jumbled; look around and you're sure to find toys and cartoons.

Luring a trickster toward the transcompetitive side:

• Cut your material down to the high-level overview and present in a lively way. Spend extra time to add zip to your presentation.
• Follow their lead. Engage in socializing when they do. Go to what interests them in your material. Go out on tangents with them, then bring them back to task gently if you must.
• Hit them where it matters. Think through what's in it for them and focus on that. What is the "why" for them?
• Involve them in a dialogue. Listen to them. No, really listen.
• Praise and support their ideas. This is not a bad strategy for all four types, but it hits home especially hard with Tricksters, who can feel underappreciated in the middle of a standing ovation.
• Provide an action plan, then seek their buy-in. These are people of adjectives, not verbs. You must supply the verb.

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