Praxis – Capitalizer – Captain
Most Comfortable, Productive Phase
Business: Profit making, resource optimizing, customer acquisition, Maturity, Stability, Professionalization, and Delegation
Project: Operationalization, Metrics, Scorecard Reporting
- Working together with capitalizers in this middle stage are Captains who fill the role of people management, strategic leadership, and continual improvement of the process and structured work environment.
- continual stewardship of the successful work output from the business unit’s capitalizer population
- management and leadership tasks [planning, organizing, delegating, controlling]
- also associate: tools [quality circles, continuing education]
- Success is rewarded with visible perks [corner office, company car] and formal promotions
- defines, evolves, and maintains the work structure balancing the adaptability limits of the capitalizer employee with the changing external environment
- During a business’s profit making or resource optimizing years
- Need to maximize output. Business unit reaches its full potential, generates the most substantial profits or best resource utilization, repeatedly wins customers and delivers maximum value.
- Success is dependent upon the captain’s motivational skills, management and leadership savvy, and achieving targeted profits
- happy when things are trending up and to the right
- less effective at authoring or building because neither stage is predictable, because there are no processes, and because of less developed imagination and problem solving skill.
- reluctant to deal with the unknown.
- many captains want to be builders
- frequently known to challenge the captain: adapting to significant radical external changes
- On building or authoring assignments frequently underperform against management expectations
- At the business unit level, traditionalism traits can scuttle important diversification.
- doesn’t want their comfortable status quo to change
- frequently resist adjusting to changing market conditions.
- Sluggish adjustment by capitalizers and captains to a changing landscape
- prematurely erodes many business units.
- Captain working in the extend stage will not perform well – Captains are uninspired because the trends will inevitably continue downward.
- A source of tension exists with capitalizers who become frustrated by the extender’s apparent disinterest in efficient delivery.
- Mismatch exits with Capitalizers who organizes work according to a predictable schedule and the Extender who extends each engagement thinking that more assistance is better.
Theme & Focus
- “Show Me the Money!”
Develop production line
- profit generation
- continuous improvement
- See Capitalizers above, plus:
- Run groups of Capitalizers
- strong regard for hierarchy and may go by the titles of foreman, supervisor, manager, director and vice president.
- focus on efficiency improvement, quality improvement, automation, and cost controls
- energized by power and are very satisfied to achieve things by getting others to do them
- As long as they feel in control, they do not need the constant feedback that builders crave
- sees changes in the external world either on their own or with the assistance of the diversifier [author/builder]
- will only allow the degree of change up to the tolerance of the capitalizer
- delegate better than any other praxis
best executives feel good when their influence works to make their people grow and be effective
- appreciates how important structure, predictability, achievable quotas, and general motivation are to the capitalizer’s productivity with which the captain is charged
- savvy captain may engage a diversifier [author/builder] to help drive adaptation to the changing environment.
- Frequently this diversifier is known as a change agent and can become the subject of dislike by the capitalizing workforce.
- When change agents are used, the captain is able to maintain positive rapport and continue to motivate the capitalizer workforce.
- have need for power
- feel strong when others react appropriately to them
- adoption rate is not quick enough and the business unit enters the extend phase – happiness is over as the trend is no longer up and to the right
Seen by others as:
- resisting change
- unable to identify and solve problems
- too comfortable with ‘average’