Doers are those disruptive game-changers in every organization who are simultaneously envied by coworkers and feared by competitors. They provide the initiative for new ideas and the energy that drives productivity. Result oriented, they work diligently and attract the attention of their superiors, subordinates, and co-workers alike with their awesome outcomes.
Here is one example of how the attributes that Doers offer were applied to ensure sustainability during an extended period of drastic reorganization.
- The largest medical imaging center in the nation successfully downsized three times without damaging its world-class reputation for diagnostic excellence. A transition monitoring team of Doers was formed to advise the Board of Directors and stakeholders on the reduction in force.
Under pressure, Doers make moves that count. They protect and advance the company’s competitive advantage. In a supportive environment where the culture understands and trusts the power of Doers, they become a clear-cut asset.
These revealing discoveries provide ample evidence it is time to consider a new way of getting results that fully utilizes what Doers have to offer. Positioning them as problem solvers, peer coaches, and change agents will ensure a prosperous future for the organization savvy enough to do so.
Doers are willing to point out what is not working and why, but they must first be assured that they are not putting themselves at risk of retaliation and that they are not wasting their time voicing their concerns.
Those charged with executing the corporate vision need to hear the truth from those directly involved in the production of goods and services. Doers are in the best position to search for that truth and bring it the attention of someone with the authority to take action.
Be prepared, attracting Doers is not going to be easy. It is a job seeker’s market. The best candidates will check out your track record before they agree to interview. The challenge is to establish a reputation as a place where Doers are eager to come and have reason to stay. Publicly recognizing the value of what high performers offer will increase the prospects for bringing in high impact talent.
Using impression-based interviewing techniques whereby those candidates most liked by the most people get hired, is not likely to bring many Doers to the surface.
LinkedIn founder Reid Hoffman believes employers put too much weight on interviews and too little weight on references. “References actually tell you how people work, what their work ethic is. That is a critical piece of data that cannot be put aside or done casually.”
Commenting on Google’s hiring successes, Laszlo Bock promotes a peer-guided selection practice that digs deeper into behavioral patterns, work history, personal accomplishments, and growth potential in order to find the candidate most likely to succeed in the position.
Granted this seems like extra work and when you are pressed for time who needs that. However, when you consider the lost opportunity costs of replacing a bad hire, it is worth the effort.
Finding good people and keeping them requires that you are known in their network as a place where Doers flourish [They spread the word to other Doers]. The enduring workplace attractions to Doers are opportunities to learn new things, to make a noticeable difference that matters, and to accomplish something within your company that they could not achieve where they are.