Doers occupy positions at all levels from the boardroom to the break room. Although they typically do their thing without calling attention to themselves or to their achievements, Doers are easy to recognize once you know to look for these attributes:

• Reach across departmental boundaries to build coalitions.
• Motivate those around them by their determination to succeed.
• Operate intuitively with little direction and limited supervision.
• Accept challenging assignments that others cannot or will not do.
• Seek opportunities to grow personally and develop professionally.

Each of the tendencies listed below has the potential for an undesirable consequence for the doer if the organization’s hiring, promotion, and recognition policies are not modified to take advantage of what he or she brings to the relationship:

(1) Doers resist authority, question ambiguity, and challenge inconsistency.

They tend to modify directives whenever they believe their way of completing a task is better. Consider the potential benefit of receiving honest feedback from those who do the work, are closest to the customers, and in the best position to solve the problem.

(2) Doers risk losing personal influence and effectiveness when promoted.

According to the Peter Principles: “One can become incompetent through promotion.” The negative effects of advancement can be avoided by creating recognition and reward systems for doers based upon their proficiency rather than on their position.

(3) Doers seek opportunities elsewhere when dissatisfied with the status quo.

This is probably the most critical factor in keeping doers from jumping ship when they feel their contributions are undervalued or unappreciated. Doers keep their resumes up to date and network with peers to stay current on job openings.

Doers thrive on challenges and difficult assignments and are quickly dissatisfied with the status quo. Lacking the potential for personal growth and professional development, doers will seek such opportunities elsewhere.