At times, merely being present in a space can undermine one’s authority. This is one of the subtle difficulties faced by those in leadership positions—regardless of your experience, the very skills that propelled you to this point may now hinder your effectiveness. When you hold a leadership role, your perspective inevitably occupies a more significant portion of the dialogue than that of your colleagues, intended or not. Your words and actions are given added significance. This isn’t inherently negative, unless it inadvertently stifles and discourages others from voicing their thoughts.
By examining the three leadership archetypes outlined below—Fixer, Fighter, and Friend—you can gain insight into your leadership approach and unveil the possible downsides associated with each. While you may connect with more than one, one will likely resonate more deeply. (For example, throughout my professional journey, I’ve embodied both the Fixer and Friend archetypes, yet I always lean towards the Fighter archetype.)
Understanding these archetypes might also shed light on the workplace environment you’ve nurtured. You might discover, for instance, that your environment aligns with a Fixer culture, guiding you on what overarching communication and behavioral changes to implement.
The Friend
The Friend’s guiding principle: “We all belong to the same team.”
The Friend embodies accessibility and warmth, always ready to provide answers, boost morale, and treat each team member as family. Generally, they foster a pleasant atmosphere, and once cultural concerns arise, they promptly act to ameliorate the situation. They are genuinely invested in the well-being of their team. In terms of support, Friends have an abundance of empathy. However, this excessive inclination toward care can backfire for Friends over time.
What Friend leaders often overlook is the potential pitfalls of overly emphasizing unity or referring to the team as one big family. While their intentions are to foster a warm, inclusive atmosphere, the term family can be complex, eliciting both positive and negative sentiments. Referring to your team as a family creates a perplexing scenario because, unlike family, you can and should dismiss an employee who is underperforming. While working with family or close friends can be manageable, it complicates how team members perceive accountability and fairness. When personal relationships abound, the standard they must meet increases, making it challenging to apply equal accountability.
This leads us to the shadow aspect of Friend leadership: they often falter in maintaining a consistent standard of excellence. When faced with tough choices, Friends tend to favor kindness over toughness. This has significant implications for both individual team members and the wider culture. Team members may not receive the firm boundaries essential for their growth. Consequently, stronger team members may find themselves shouldering the burden created by the leniency shown to others. This can result in feelings of self-doubt, as they may think, Maybe I’m being too tough on Chris, since the boss doesn’t seem concerned. This internal dialogue, multiplied across the organization, shapes the company culture’s dynamics. By being overly accommodating and willing to overlook issues, Friends inadvertently foster an environment lacking accountability and clear performance expectations.
Another paradoxical effect of Friend-led cultures is that the lack of accountability leads to unspoken issues finding a release through gossip and politics beneath the veneer of a cheerful culture. Honesty among team members becomes scarce, as the cultural preference leans towards maintaining harmony rather than reality. Even individuals with strong perspectives in other settings may conform to this cultural norm to avoid judgment as being “too intense.” When genuine conversations are stifled, everyone misses out.
Similar to the other two archetypes, Friends tend to shoulder excessive responsibility for the atmosphere, concern themselves with others’ feelings, and go out of their way to present a positive, cooperative image. Friends must moderate this inclination and allow others to participate in shaping culture and teamwork. This shift is undeniably challenging.
In cultivating their desired workplace environment, Friends encounter a prevalent fear: the fear of being disliked. They must confront the uncomfortable fact that as the ones dispensing paychecks, they cannot be part of the social circle. This is one of the costs of leadership. Upon embracing this reality, a fascinating transformation can occur. Your team, sensing your clarity and commitment to the business, will have room to evolve in ways they seek. Friends may find a new, more enriching professional connection, one that’s not as familiar or casual, yet far more dynamic and fulfilling.
The Friend’s strength
Friends possess an innate concern for people and don’t require reminders about the significance of cultivating culture. They are service-oriented, frequently driven by profound values, and readily proclaim, “Culture is everything.” Friends cherish interpersonal connections and uplifting those in need. They believe in redemption and are willing to extend second chances.
The Friend’s struggle
Friends face difficulties in instilling a culture of accountability. They fear the label of being a tyrant. Their empathy makes it challenging to impose what may seem like harsh repercussions, even if they are justified. By hesitating to take on the “bad guy” role, Friends inadvertently deprive their teams of a fundamental aspect of legitimate authority: the willingness to advocate for necessary changes and ensure each team member commits to the required effort.
The Friend’s evolution
To fully embrace their strengths, Friends must cultivate relationships beyond the workplace. This would reduce their need for camaraderie from team members and help them accept the solitude that often accompanies leadership, especially for CEOs. Internally, Friends ought to establish a baseline conversation with each team member to clarify objectives, roles, and responsibilities. Crucially, all leaders should own their contributions to the dynamics they’ve fostered thus far; recognizing their role in perpetuating prior agreements is vital to gaining the right to ask for changes.
The Friend’s moment of clarity
Friend types are usually adept communicators who balance humor with straightforwardness, capable of addressing serious subjects without heaviness. In restarting the cultural dialogue, a Friend leader might say something like, “You all know how much I value making this place enjoyable and productive. However, I feel a bit lost on how to proceed. For instance, we’ve received the same service complaint repeatedly, and I sense that it hasn’t been truly addressed or understood. Enjoyment is important, but it needs to arise from excellence. Do you get what I’m saying?”
Supporting a Friend
If you act as a coach, consultant, or mentor to a Friend-type leader, your most valuable support lies in holding them accountable for recognizing the inherent solitude of leadership—whether as a CEO or a team leader within a larger organization. Point out specific instances where they may have overstepped personal boundaries—through their meeting habits, tone, or social interactions—especially in today’s social media-centric world where boundaries can blur, such as becoming Facebook friends with employees. Every example counts. Encourage them to muster the courage to lead from a healthier distance, allowing them to move towards creating the culture they aspire.
A concluding thought for Friends
Here’s a particularly useful tip for Friends embarking on a new team or launching a new enterprise, but it’s applicable for anyone regardless of leadership style: start with a slightly cool demeanor, adopting a more formal and businesslike approach than you might prefer in the long run. It is easier to gradually open up and become more transparent over time than to reclaim authority once you have overly embraced team dynamics from the outset.
The Fighter
The Fighter’s mantra: “Why wouldn’t we?”
The Fighter embodies a leader overflowing with innovative ideas. Their vision isn’t limited to obvious alterations like creating a new product or rebranding. Fighters perceive opportunities for enhancement in every aspect, from refining the business model and adjusting processes to improving micro-interactions within the customer experience. Fighters are committed to the belief that everything can improve and that every step gets one closer to the ultimate goal. They envision their business like Michelangelo envisioned David: by chipping away everything unnecessary from the stone.
This enthusiasm makes working alongside a Fighter invigorating. Fighters are inherently inspiring among the three archetypes. Their teams possess a sense of purpose; they are on a transformative journey. If you’re part of a Fighter’s team, it’s clear that exceptional work and fresh ideas are valued. Fighters are tuned into opportunities and possibilities that others may overlook. However, a problem arises when, despite their abundant energy, their teams struggle to keep pace.
The downside of a Fighter’s exuberance is that they are often challenging to keep up with or match. It’s not rooted in superiority of intelligence or quickness; instead, Fighters often fail to grasp how their ideas generate additional workload for others. They don’t fully understand how their suggestions can stifle their teams’ creativity. Just as Friends tend to burden their teams with social responsibilities, Fighters can overwhelm their teams by monopolizing the creative space. When leaders constantly propose new ideas, team members may feel less inclined to generate their own. And even if they do, they often lack the bandwidth to act upon them in a Fighter-led environment.
Implementing new ideas demands considerable effort, yet Fighters may not consider the full implications of the additional tasks they create. I, too, was unaware of this as a Fighter leader during much of my journey. I didn’t appreciate how a single idea from a CEO could spawn multiple projects, engage many employees, and divert them from other priorities, coupled with the chaos induced by task-switching prevalent in modern workplaces.
The irony is that once Fighters recognize these consequences and adjust their methods through attentive listening, they can witness two or three of their brightest ideas truly come to life, rather than seeing half-implemented plans pile up. However, this requires an initial act of self-discipline. Having been validated for their creativity throughout their lives, Fighters seldom encounter anyone with enough tenacity to hold them accountable and convince them to temper their creativity. I was fortunate to have had a mentor who did this for me at a pivotal juncture in my career.
Fighters often falter in two notable ways. Firstly, they generate numerous ideas without fully executing them. While the Fighter rushes towards their next objective, the team struggles to keep the previous one afloat. This disparity leads to frustration among team members and, over time, erodes the very motivation and inspiration the Fighter initially contributed. Secondly, Fighters frequently skip the post-analysis phase. Even once their ideas move into action, they seldom pause to assess or quantify the outcomes. Consequently, these results remain unutilized for informing upcoming ideas, leading to ongoing inefficiencies.
The Fighter’s asset
Fighters continually inquire and push for improvements. Their inspiring nature, combined with their idealism, allows them to unearth potential in others that they often fail to recognize themselves. Their drive stems from a profound desire for positive change in the world.
The Fighter’s hurdle
Fighters struggle to appreciate the significance of the minutiae. They hesitate to delve into details, to meticulously track projects with respect to their true resource costs—time, money, and team morale—because they dread losing momentum on their forthcoming ideas. Their ultimate horror is stagnation.
The Fighter’s pathway
The pivotal moment for Fighters comes with the acceptance of the present and a newfound understanding that change is achieved incrementally with ongoing refinement. They must cultivate the discipline to consider the finer points, recognizing that this awareness doesn’t stifle creativity; rather, it unleashes it. Initially, they may perceive deadlines, scarce resources, and existing inefficiencies as hindrances, yet as they pivot, Fighters will begin to identify their potential as sources of invaluable insights.
The Fighter’s initial step
For many Fighters, the first step involves rectifying past oversights with their team, acknowledging the impact of their intensity and recognizing how overwhelmed others may feel. This might sound like: “Hello team, I’ve been reflecting on my pace and the push I’ve applied to you all. I’ve come to realize how blinded I’ve been to the impact of my speed on our work; I’m truly sorry. I understand some of you tried to share this, and I didn’t hear you. I’d love to change that, and if you have any ideas for improvement, I’m all ears. One thought I had— and I promise it won’t add more strain—is for us to gather and identify which projects we could wrap up and what ideas we might discard to simplify our tasks and allow the right initiatives to flourish. How does that resonate?”
Assisting a Fighter
The most valuable aid you can extend to a Fighter is to act as a strong accountability partner. This could involve being a knowledgeable manager focused on data-driven processes, a determined coach, or a mentor who can effectively push back when their thoughts begin to wander. This individual must possess the energy to match the Fighter’s enthusiasm, establishing trust to demonstrate how to channel that vigor more effectively. Hold the Fighter accountable by encouraging them to step back and allow others to contribute ideas and lead initiatives. In doing so, you’ll help them realize their dream: cultivating a team inspired by innovation and daring to take risks while pursuing greatness.
A final note for the Fighter
The key to effective change lies in granularity. Dedicate time to dissect problems into their fundamental parts. Continue breaking down each component until you identify patterns and interconnections. Ask yourself: What if you altered the order? What if you eliminated certain steps entirely? The more meticulously you approach your work, the more impactful your ideas will ultimately become.
The Fixer
The Fixer’s creed: “If you want something done correctly, you must do it yourself.”
The Fixer archetype is often immediately recognizable. I’ve chosen to discuss Fixers last due to the extensive discourse surrounding them. They are the most misinterpreted among the three—leaders and managers who tend towards micromanagement, residing in the realm of tasks, continually crossing items off lists, and rectifying mistakes made by themselves or others. Fixers closely monitor everything, ensuring its quality before it is sent out. They invest their time perfecting details, remaining keenly aware of smaller issues that others might overlook. Fixers seek to rectify any problems they discern. This inherent ability, when fully utilized, paves the path for the Fixer’s leadership. Given their natural inclination for excellence and attention to detail, Fixers can embody quality, capable of inspiring greatness in others once they step back to allow others to thrive.
In seeking to expose the Fixers in a group of leaders, I would ask, “Isn’t it frustrating to feel the need to jump in to correct issues for your team, knowing it won’t be done right otherwise?” Instantly, the Fixers would reveal themselves with a collective groan or a sigh that conveys, “Oh, don’t I know that feeling… If only I could find reliable team members who care about quality as deeply as I do.”
“Nonsense!” I would respond playfully, “You relish being the hero! You love swooping in to save the day.” This would elicit laughter from the room, a sense of liberation emerging from our shared recognition. Fixers find satisfaction in fixing; it fulfills a need, making them feel essential and valued. The challenge for Fixers lies in realizing how much they limit the possibilities for others, much like how Fighters and Friends occupy space in their respective ways. However, instead of attempting to unite people socially or generate ideas, Fixers try to maintain cohesion through a relentless pursuit of excellence. Their high standards can lead teams to feel hopeless trying to meet those expectations.
The Fixer’s virtue
Fixers are professionals who excel in their chosen fields. They dedicate themselves to their craft. When at their best, they emphasize that last detail of the customer experience or take extra time to mentor someone, patiently explaining their thoughts because that’s how they demonstrate care. They find joy in nuanced experiences and strive to deliver such satisfaction to others. Although they often need to cultivate patience, Fixers possess the capacity to guide, instruct, and challenge others to aspire to a coveted standard of excellence.
The Fixer’s hurdle
The contrasting side of this focus on quality is that Fixers frequently overlook the bigger picture. Fixers get so caught up in correcting typographical errors, responding to dissatisfied customers, and meticulously verifying countless details that they struggle to step back and empathize with team members facing challenges they don’t fully comprehend. If not cautious, their desire for organization and control can blind them to the messier, more authentic aspects of team leadership.
The Fixer’s evolution
To transition from a micromanaging hero to a wise mentor, Fixers must learn to relinquish excessive control over their teams.
The Fixer’s initial step
Fixers must seek new experiences to transform their leadership style. They benefit more significantly from time spent away from the workplace, whether structured or unstructured. Their journey entails going within themselves, perhaps by taking a technology-free trip or enjoying generous moments of self-care, like getting a massage after work before dinner. A Fixer contemplating change might express:
“I’ll be unavailable next month for a couple of weeks. Let’s make sure you all have everything you need before I leave, as I won’t be reachable by phone. I won’t lie; this will be challenging for me, but it’s important to demonstrate that I trust you to manage things while I’m away. You all possess excellent judgment; perhaps even better than I’ve acknowledged at times. This step is part of creating more space for you here.”
Supporting a Fixer
Fixers require accountability, particularly in strategic thought. If you manage a Fixer, it can often feel like you’re gently prying their fingers off the control wheel. Approach this process with a light and cheerful attitude. With each gentle reminder, clarify why it’s essential and affirm that this responsibility belongs to them. Continually emphasize that every move away from correction is one step closer to leadership. They will appreciate this guidance in the long run.
A final insight for the Fixer
Resist the urge to look over others’ shoulders. Although difficult initially, embrace moments where you allow others to take ownership without your oversight. Ask to be omitted from email notifications. Encourage team members to support each other rather than consistently coming to you for approval. Step back from process-oriented meetings, only participating in discussions focused on significant objectives. Avoid falling into the belief that you’ll find time for strategic planning after addressing smaller tasks.
Regardless of which leadership archetype resonates most—Fixer, Fighter, or Friend—do not utilize it as a tool for self-reproach, although playful teasing can foster connection and growth. As you reflect on these concepts in the upcoming days, remember that leadership represents an ongoing journey, where each day offers the opportunity to learn more about ourselves, envision who we aspire to be, and identify actionable steps that lead us closer to that vision. And when uncertain—whether you lean towards being a Fixer, Fighter, or Friend—remember: often, less truly is more.
Reprinted with permission from IdeaPress. Adapted from Good Authority: How to Become the Leader Your Team is Waiting For. Copyright 2016 by Jonathan Raymond. All rights reserved. This article was published in September 2016 and has been updated. Photo credit: Jacob Lund/Shutterstock
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