Everything you need to know about an Analyzer
What you'll learn:
This course will cover the strengths and caution areas associated with the Reference Profile known as Analyzer, the Team Type that Analyzers are commonly associated with, how they balance other teams, and leadership styles most often associated with Analyzers.
How each Reference Profile works, collaborates, and leads
Everything you need to know about an Adapter
Everything you need to know about an Altruist
Everything you need to know about an Analyzer
Everything you need to know about an Artisan
Everything you need to know about a Captain
Everything you need to know about a Collaborator
Everything you need to know about a Controller
Everything you need to know about a Guardian
Everything you need to know about an Individualist
Everything you need to know about a Maverick
Everything you need to know about an Operator
Everything you need to know about a Persuader
Everything you need to know about a Promoter
Everything you need to know about a Scholar
Everything you need to know about a Specialist
Everything you need to know about a Strategist
Everything you need to know about a Venturer
The Analyzer leader
Analyzers are imaginative problem-solvers. So how exactly do they lead their teams to victory?
As leaders, Analyzers are innovative yet analytical. They have strong opinions, high standards, and an intense drive for execution. But Analyzers also tend to be reflective, and prefer to have information and facts before making decisions. As a result, they may grapple with decisions, or second-guess them. They can also be selective when delegating authority or details.
Below is a list of strengths and cautions when an Analyzer is in a management role.
- Disciplined and results-focused
- Innovative and self-motivated
- Data-driven and analytical
- Balances the big and small picture
- High standards can be perfectionistic
- Intensity may intimidate team members
- Can be skeptical without the right facts
- May second-guess decisions
But it’s not just about knowing how you lead; you also should be aware of the individuals you manage and the Team Type they form. This allows you to tailor your leadership strategies based on the people you’re actually managing—and use your strengths as an Analyzer to your advantage.
Let’s say you’re an Analyzer who’s managing a Cultivating Team. This Team Type is on the quadrant directly opposite yours, which means you’ll generally have competing values. Don’t panic! Different personalities don’t innately lead to failure. Understanding this difference in opinions, however, is a crucial step.
Take a look below at some points of friction to be aware of. Use these to learn how you can apply your strengths and lead a team that doesn’t directly align with your Reference Profile.
Leading a Cultivating Team as an Analyzer
When an Analyzer is leading a Cultivating Team, they may struggle to adapt to the team’s collaborative and casual nature. They may encounter areas of friction, but there are ways they can help their people stretch their behavioral drives and make the team feel like magic.
The Cultivating Team’s desire for unity and consensus may clash with an Analyzer’s assertive, task-focused style. The leader may become frustrated that the team is not showing the urgency the leader thinks is needed to meet their goals.
An Analyzer’s high intensity and focus on structure can clash with the Cultivating Team’s more informal, easygoing style. It can be frustrating for team members if they feel they’re not being given enough time or flexibility to do their work.
Analyzers may struggle to delegate authority or tasks to other team members. Yet Cultivating Teams thrive when it comes to teamwork and collaboration. A Cultivating Team can help Analyzers bring more people into the decision-making process when appropriate.
A Cultivating Team may struggle to monitor and assess performance. Yet Analyzers are data-driven, with a natural drive for execution. They can help the team measure their progress and strive for results.
Consider the benefits and areas of friction that can arise within a differently aligned team. Then come up with strategies that will help you lean into your strengths. For example, you could create a list of key performance indicators (KPIs) and ask the group to distribute them evenly. Hold a recurring metrics meeting, in which team members can discuss their KPIs and see how their work ties back to the company’s overall goals.
So, we understand who we are, where we fit into a team, and how we can lead other teams as an Analyzer. When it comes to leading, though, there’s much more to consider. You also need to think about what Strategy Type your team needs to accomplish their goals.
Are you prepared to make sure your team feels like magic rather than causing constant friction? Want to learn more? Check out our two workshops around building and cultivating teams that work like a dream.