The Process Leader is someone who scores high on Prudence (HPI) and Security (MVPI). These individuals are described as structured and organised, and tend to do very well with following through on commitments. We may also see them closely following the rules and regulations that accompany devising solutions to problems. In addition, they often put a precedence on having a plan in place when making decisions and implementing tasks and projects. However, sometimes this strict adherence to the rules and need for structure and predictability may get in the way of productivity.
Often times the Process Leader gets so involved in leading the steps to navigate a situation that they forget about the big picture and overall goal they are trying to achieve. When this type of individual puts together a plan, they may get fixated with every little detail, causing them to focus more on what’s in front of them versus the end result. As such, one thing they should Start doing is thinking about what realistically needs to occur in order to reach said goal. Focusing on the outcome in light of the steps needed to reach the goal might help move them out of over-processing. One coaching tip to help them think more strategically without getting overwhelmed by the details and structure could be to write out the process steps from start to finish. Given that they have the tendency to get caught up in the details, work with them while they put the steps in place by helping them stay focused on the overall goal and outcome. Once they have the steps lined up, help them determine which steps are unnecessary and could be omitted. Then have them commit to following only the steps laid out on the plan and nothing more.
In addition to over-focusing on the plan, Process Leaders have the tendency to be inflexible and resistant when it comes to change. While dependable and reliable, given their need for predictability, they may not embrace new ways of doing things and tend to micromanage processes. One thing they should Stop doing is trying to manage everything especially when it comes to working with others on projects. Try to work with the Process Leader to determine what out of their day could be better served if they were to delegate certain tasks. While they may have a hard time letting go of some of their responsibilities, have them think through the added benefit of doing so; they get more time to focus on critical matters and their team likely will feel more appreciated and respected. Have the Process Leader write down a list of responsibilities and tasks they are currently responsible for. Then work with them to determine what could be delegated and to whom. Given their need to control situations, make sure they are delegating to a person’s strength. This way they can feel confident that it will get done in line with their standards. When they delegate, make sure they communicate clear expectations so they are not disappointed when the task is done. Overtime, this can help them “let go” of the feeling and need to control.
Lastly, they do very well at following up on commitments and enforcing policies and procedures, due to their high level of standards. As such, they should could Continue to demonstrate this high level of standards as long as it doesn’t stifle productivity. The Process Leader has a tendency to want to do everything equally well and sometimes when they strive for excellence, they over burden themselves. As such, one coaching tip could be when they feel like taking on extra work, have them think about the potential downsides of the quality that may suffer from other tasks and responsibilities. If the task is important to them, help them determine first if the task is realistic. If so, can they can reprioritize their work to adjust their demands? Help them understand that their high standards, while great, may hinder their ability to continue to produce high quality work.
