Integrators in Hell: How to Stop Killing Their Potential
An Integrator we know and love, Hans, once embarked on a career journey that seemed like it could be the trip of a lifetime, but turned out to be a bust. He joined up with a boss who, let's just say was not his ideal work companion. In fact, when things really started to heat up, Hans wished he'd never decided to work with him at all.
Things started out all right when Hans was hired. He was excited about the new opportunity he'd been offered to build out the company's sales network and the work seemed interesting and engaging. His boss was smart and successful and, as Hans developed his own skills and career, he thought his boss would be a great coach. But as the first days turned into weeks, Hans soon grew concerned.
His boss never said, “Good morning” or “How was your weekend?” He didn't ask Hans about his family or where he grew up or went to college. He didn't even ask about his goals and aspirations. He didn't ask much of anything at all.
That included not asking for Hans's thoughts, opinions, or input. His boss told him things, and when Hans asked questions, whether work-related or a little more personal, the look his boss gave him seemed to say, “Why do you need to know that?” Hans felt his boss wasn't interested in him as a person, or even as an employee, and he certainly didn't seem to value what Hans might have to offer in the way of ideas. In fact the boss seemed to go out of his way to interrupt or talk over Hans any time he tried to speak.
Since Hans was new to the job, he wasn't sure what the boundaries were for how he should spend his time, so he erred more toward checking in than not. He thought he was being responsible, but his boss just seemed annoyed and responded in a way that was brusque, or even rude if Hans was being honest. As one particular project was kicking off, Hans made a concerted effort to spend some time with key stakeholders, asking for their thoughts and input on how to proceed. Hans found it hugely valuable. Several people identified areas where the company had stumbled in the past, and one revealed a possible competitive threat that hadn't been on the radar. When Hans shared what he'd been doing, his boss told him in no uncertain terms that he considered such efforts a waste of their time. Getting the project done was the only priority; there was no reason to bring others along for the ride. When Hans tried to say that it was about more than just that, his boss didn't even let him finish the sentence. He just dismissed him and walked away.
Hans had accepted the job thinking he'd be working in a team environment with others in similar roles. He had expected they would collaborate and help each other out, learn from each other, and even become friends. He tried to pitch in and offer his assistance when he saw someone else was overwhelmed. He thought anything he could do to help the organization would be appreciated. But when his boss caught him doing so, Hans wasn't praised for his helpfulness; instead he was scolded. The boss made it hard for him to forge any relationships to speak of, and Hans started to feel very isolated. Things really got uncomfortable when his boss started to criticize how Hans was managing some vendor relationships. He said Hans was too friendly, that he needed to be more aloof so the vendor wouldn't try to take advantage of them.
Hans started to feel he couldn't do anything right and he began questioning his own judgment. He stopped trying to take any initiative, because it always seemed to get him into trouble. He no longer reached out to collaborate with others, and when someone asked for a little bit of help with something, he apologized but said he just didn't have time, which made him feel bad and not at all like the best version of himself.
This job just wasn't at all what Hans had been hoping it would be and he shared his disappointment far and wide with his large network of friends and family. When he received a survey from one of those “great workplace” lists he shared this story in full, even agreeing to talk to an interviewer about his experience. When the list and accompanying article eventually came out highlighting the best and worst workplaces, it prominently featured one of Hans's quotes about his organization: “While misery loves company, I wouldn't want anyone to suffer my fate, even if it would ease my own loneliness. On the journey that is your career, I strongly recommend you skip this stop.”
Let's Talk About it
As we begin our conversation, remember that Kim is a Pioneer-Driver (specifically a Scientist) and Suzanne is a Guardian-Integrator (specifically a Dreamer).
SUZANNE: Ouch. Poor Hans! This is not at all the kind of work environment that's going to support an Integrator, in particular, in doing their best work. Of all the types, Integrators most want to collaborate and help others. They even think of it as their duty to do so. And here Hans is learning that not only is his helping others not appreciated by his boss, but he's actually punished for it. That's going to totally go against the grain of who he is and how he wants to work.
KIM: The underlying challenge here is that some leaders dismiss many of the Integrator characteristics as just being nice. They are considered nice to have, but not essential. Being friendly, teaming with others, and building networks are extremely important in business, but they can be easy to dismiss because, by their very nature, they make things operate more smoothly. Hans's boss clearly doesn't see the value in what Hans is doing, whereas Hans feels he can't add value without doing those things.
SUZANNE: To really engage Integrators, a leader should look for ways to allow and encourage them to work closely with others and lend a hand where they're needed. We know it's important to Integrators that they can do work they enjoy with people they enjoy, and also that they know their work matters. Hans is experiencing none of these things.
KIM: Right, Integrators are nothing if not team players. More than any of the other types, Integrators like to work with others. And they are the most willing to put common goals above self-interest. To your point, leaders need to give them the opportunity to form a team. In Hans's case, his boss explicitly constructed barriers to teaming, but that's not the only reason Integrators could face a problem here. I worked with one Integrator whose company moved to a virtual team model. Instead of the traditional, hierarchical structure of cascading leaders and direct reports, this organization took more of a scrum approach, pulling people together for specific projects (often across different geographical locations), and then dispersing them again once the project was done. This Integrator was beside herself. She felt like she no longer had a “home base” of people she could count on, and who could count on her. The projects were so short that even though she had a team in name, they weren't together long enough to forge a deep connection. While she used to be able to see how her group fit within the broader organizational picture, this wasn't always the case with the individual projects she worked on. Sometimes she found it difficult to get a sense of the value of what she and her virtual team were doing.
Many companies are moving to more remote work and virtual teaming. For Integrators it's particularly important to help ensure that there's still a mechanism to build relationships in these constructs, and a way to nurture links back to the organization.
SUZANNE: This makes me think about some of the research suggesting that having a best friend at work is predictive of higher satisfaction, engagement, and performance, as well as a sense of being able to take on anything.1 I'd venture to guess that this is even more true for Integrators than for other types, and that it's getting more difficult as teams become more temporary and more virtual.
Since these trends related to virtual teaming are not likely to be reversed, what can we do to help Integrators, and everyone else, continue to feel connected to others? Well for one thing we can elevate connecting as a crucial team goal, not just a nice to have. Some explicit effort put into getting to know each other, particularly at the start of a project, could go a long way toward building that connection. Ideally a new project would be kicked off in person—this is still often the quickest and best way to get to know people—but this isn't always possible. Another effective strategy can be video-conferencing, which has come a long way from the days when you needed high-tech equipment and dedicated rooms to use it. Now there are solutions you can use right on your laptop to give a meeting more of an in-person feel.
KIM: It's true that technology is increasingly providing options to simulate the feeling of in-person meetings. In our sessions with executives, we will occasionally have a person join us by robot for instance. The remote person can drive the robot around and see the room, and the people in it, through the robot's eyes. And everyone in the room can see and hear that individual in a live feed through the robot's display “head.” I just wish they made them with arms that let you gesticulate as you speak! While robot representation certainly isn't a perfect replacement for actually being in the room, if physical attendance isn't an option, it's a great way for someone to feel included, and for others to feel like that person is a part of the group.
Some sort of visual engagement is also particularly important to Integrators, because they glean so much from non verbal communications. The way someone is sitting, where they are sitting, the expressions on people's faces, who's having sidebar conversations with whom, who's checking their phone surreptitiously—all of these things are gems of information for Integrators. And for the people physically in the room, having a visual reminder of the Integrator's presence increases the likelihood of that person's inclusion in the discussion, especially if that person is a Dreamer who might not be quick to speak up (and could be more easily “forgotten” on a conference call). Human-sized robots are still uncommon enough that they're hard to ignore.
SUZANNE: Another good strategy is to include a little bit of explicit getting to know you time in each meeting. One of our teammates, Selena, who is an Integrator, is particularly good at this. At some point during each of our team meetings she asks a question that helps us learn something more personal about each other. Recent questions she's asked include: “What's the origin of your name?” and “If you had the use of a private jet for one month where would you go?” While it's particularly important to Selena to feel connected with the rest of us, even the Drivers on our team seem to appreciate the quick moment we take to share something with each other beyond progress on our team goals.
KIM: It's interesting that you say that Drivers seem to appreciate it. Small talk tends to be one of the minor points of complaint that emerges about Integrators, and it's usually voiced by Drivers. Drivers tend to see this kind of chitchat as a waste of time, an unwanted attempt to get personal, or both. Whereas for Integrators a deeper feeling of connection is essential. It helps them better understand people's motivations, determine appropriate ways to collaborate, and, frankly, just feels better to them. In general I wouldn't expect this kind of thing to necessarily be welcome to Drivers. For your team, Suzanne, it probably isn't creating a problem (and perhaps is even appreciated), because the activity is timeboxed, with enough for the Integrators but not too much for the Drivers. Plus, all the team members are disciples of Business Chemistry, so they recognize and respect the Integrator's need for those sorts of conversations, even if it's not their own personal preference.
SUZANNE: Actually, I like to think that the reason everyone, even the Drivers, appreciate it is because our answers are so interesting and engaging! But yes, you're right, typically Drivers aren't so fond of this kind of thing.
KIM: Regardless of whether you truly enjoy these things or not, as a leader, it helps to make space for these kinds of interactions. Just approach it in a measured way to avoid alienating other types. I recently worked with a team who replaced a poorly attended monthly conference call with an interactive video call. In the new format, the meeting would be hosted by a different individual, who would determine a theme for the call that reflected a personal interest (e.g., travel, cuisine, etc.). In advance of the call, they would ask the group to share a photo related to the theme. Then the first five minutes of the call they would quickly cycle through the submissions and have people say a little bit about them. The rest of the 55 minutes were all business-agenda focused, though still on the theme of the month. Because it was a video link, you could see not only the photos but the people's faces reacting to them. Attendance dramatically increased after this new format was implemented (it's also easier to notice someone's absence when you're using video). Feedback was very positive; not only from the Integrators, but from all types.
SUZANNE: That sounds a lot more satisfying than many of the meetings I've sat through! And it brings up something else that's important to Integrators—context. Knowing a bit about a colleague's life outside the office, seeing photos, and being able to view body language are all ways Integrators get context about the people they're working with. And context is important to Integrators in other ways as well. Consider the Integrator whose organization moved to virtual project teams. You suggested that part of the reason she was struggling with it was because she couldn't always see how these projects fit in with the broader organizational picture. That's about context too.
Another example of the importance of context is how Integrators make decisions. In order to make a decision, an Integrator will want to understand how the past, present, and future relate. What relevant decisions were made in the past and why? What other decisions that need to be made might impact this one? What do various stakeholders think is the best course? What are the potential future implications of the various options? This is one of the reasons Integrators get accused of being indecisive. If something about the context changes, their decision is likely to change too. (Which can drive some of their other-type colleagues crazy!) Leaders should make sure there are ample opportunities to get this information.
KIM: One of the main sources of information for Integrators, not surprisingly perhaps, is other people. Integrators love talking to people and hearing their perspectives. As we've mentioned, relationships are important to them, but this outreach is also essential for them to get the lay of the land and have that context you're talking about. The thing is, to engage with all the critical stakeholders takes time, so if you spring a topic on an Integrator, don't expect them to immediately turn around with a decisive answer. (Unless it's something like, “You want to go out with the team later this week?” Which will likely yield an immediate and enthusiastic “Yes!”) They will weave together their insights from a variety of conversations and sources in order to form their answer. Integrators also believe it's important to socialize ideas with others, so they will also want to reach out to ensure that everyone understands what's happening and is bought in. Integrators tend to get uncomfortable when there isn't a full consensus. The interesting thing is, that means they'll sometimes go along with an idea they themselves are not particularly fond of because the rest of the group is heading that way. They hate confrontation, so even if they were going to contradict the group, they probably wouldn't be overly direct but would wait and talk to people individually to try to make their point.
SUZANNE: As a secondary Integrator myself (and a born and bred Minnesotan who's spent the past 25 years on the east coast), I'd like to pick up on your point about hating confrontation and relate it back to the issue of “nice” that you raised earlier, Kim. I often think people are being less than nice and I really can't understand why it should be so difficult! I know I'm not the only one—it seems a lot of Integrators share this perspective. Whether or not others sometimes think they're too sensitive, the reality is that Integrators seem to be more affected than others by how a message is delivered; things like tone and word choice matter to them. So if you have any Integrators around, it might be helpful to pay particular attention to these things. For example, instead of saying “You did that wrong. You need to fix it,” a leader could try something like “Thanks for doing that. We need a few tweaks to make it just right. Would you try it this way?” Same message, a few additional words, and a very different tone.
While a little bit more niceness will generally make the world a better place to be, that's not the only reason for digging deep here. If an Integrator (or anyone else) is busy processing the meaning of your brusque tone or protecting themselves from what may feel like an attack, you can bet their focus isn't on whatever message you're trying to deliver. Furthermore, it's hard to build trust with someone if they still feel bruised from their last interaction with you. You'll get a better response from an Integrator if you put some effort into considering both what you say and how you say it.
KIM: I agree that words matter, and not only for Integrators. We know that certain words appeal to, and are used by, each of the Business Chemistry types, and that if you use those words intentionally, you're more likely to connect.2 But with Integrators it's not the words alone, it's the intent. I suspect Integrators sometimes react to bluntness because it indicates a singular focus on a particular objective as opposed to connecting, appreciating, or any of those more human-oriented things that Integrators feel are important. What Integrators might not understand is that other types don't necessarily find it difficult to be nice. As you suggest Suzanne, it really shouldn't be. But it does take effort to think through every word and how it might be interpreted in order to avoid potential hurt feelings. For leaders, I think the best guidance here is to follow social norms (say please and thank you, for instance), and be aware of how your message might be received, and how the context might change how it's received. For instance, an Integrator who has just been celebrated by her team might respond very differently to a correction or criticism than one that's been working extra nights and weekends without acknowledgment.
SUZANNE: Ain't that the truth. Speaking of working without acknowledgment, I'll add that often Integrators' contributions go unacknowledged, since the value they bring can sometimes be invisible or difficult to quantify. When a team's engagement and commitment are raised by an Integrator's team-building efforts, what's the value of that? When an Integrator notices a client's subtle hesitation, asks about it, and finds out they're worried about something and can now be reassured, how much is that worth? Often performance management systems and reward structures don't really capture this kind of subtle work, which can leave leaders underestimating the value of their Integrators, and leave Integrators feeling unappreciated.
KIM: I'm reminded of the rows and rows of greeting cards you see that say something like “I know I don't tell you often enough, but you're really great.” Maybe we don't always tune into everything Integrators do for us, but perhaps leaders should consider, every once in a while, explicitly recognizing their contributions. Hmmm, “Integrators' Day” has something of a ring to it. So who's ready to celebrate?
That's a Wrap
We just made a bunch of suggestions for how to create an environment where Integrators excel, and we thought a summary might be helpful. But while focusing on the needs of Integrators, you may be in danger of turning off the other types. You don't want that, so we've included some ideas for how to keep things palatable for Drivers, the Integrator's opposite.
| To meet the needs of Integrators | To make it palatable for Drivers |
| Support Integrators in their desire to help others and reward them for doing so. | Even Drivers might occasionally benefit from an Integrator's help! |
| Provide opportunities to work in teams. | Don't make teamwork the only option in all cases. |
| Help Integrators see the meaning in their work. | Interpret meaning as contribution toward goals. |
| Spend time connecting. | Keep it short, state reasons for doing so. |
| Use technology to make virtual teams and meetings more personal. | Drivers like technology—no problem. Keep the personal stuff brief. |
| Enable them to socialize issues and gather info from stakeholders. | Provide a chance to socialize prior to meetings so it won't cause delays. |
| Be nice and say thank you. | Come on Drivers, you can do it. |
© 2018. Deloitte Touche Tohmatsu Limited
Accept Trade-Offs
Martin Luther King Jr. once said that “a genuine leader is not a searcher for consensus but a molder of consensus.” If you're an Integrator, chances are you agree. Of all the types Integrators, both Teamers and Dreamers, are most likely to prioritize doing the work to get everyone on the same page. There are many benefits of doing so, including an increased level of commitment and engagement that can result when people feel their input has been sought out and listened to, or that care was taken to do things in a way that everyone can agree with.3 But while it's great to have everyone on board with a project or decision, getting there is both time consuming and labor intensive, and it's not necessary in every case. So take some time to determine whether a particular project or decision requires everyone's buy-in, or whether speed is more important, because it's difficult to attain both. Ask yourself whether balancing everyone's input is likely to lead to a superior decision, or are there particular individuals who have unique expertise or perspectives that can really decide? When you're tempted to ask for broad input, consider why. Is this a situation where everyone will have an equal say? Will you really consider people's input in making the decision? Are you asking more to make people feel included? What are the trade-offs of doing so and are they worth it?
Make a Decision Already (and Stick to it!)
Among the criticisms of Integrators is that they're indecisive. Indeed, Integrators are more likely than some of the other types to worry about whether the decisions they make are unpopular with others, and they're also more likely, especially Dreamers, to say that they change their minds frequently. This can be frustrating for others who want to make a decision and move forward. And here's the thing, by keeping things open and considering decisions to be changeable, not only might you be making others feel frustrated, but you may also be making yourself less happy. Research shows that second-guessing decisions—looking too hard for the very best option rather than a good-enough option—leads people to feel less committed to that decision and less satisfied with it.4 So Integrators, go ahead and do what you do before making a decision (gather input, consider the people implications, and so on), but once you've made a decision, popular or not, try to stick with it.
Articulate Meaning
Integrators are more likely than the other types to say that they thrive when they know their work matters. At the same time, they sometimes say that the value of their strengths goes unseen or unappreciated by their colleagues and leaders. We've seen that Integrators, more than other types aspire to be team players and mentors, and that they think it's more important to help others. Often it's Integrators who do the kind of invisible work that connects people and helps teams gel.
If you play some of these roles and suspect the value of that work is going unnoticed, it may help to take a little time to articulate how your work makes a difference. What is the impact of your work—for the team and for the organization as a whole? What are some specific examples that illustrate the value you bring? What would be the negative effect if you didn't do that work? Articulating the meaning of your work has several possible benefits. First, doing so is likely to make you feel more engaged and connected to the work you're doing, since it will help you clarify for yourself why it matters. It may even lower your stress levels, because focusing on the meaning of your work and how it helps others represents the type of mindset shift that has been shown to mitigate some of the negative effects of stress.5 It may also help you at performance management time. Depending in part on their Business Chemistry type, your leader may not be particularly attuned to the ways in which you add value beyond your assigned responsibilities. Go ahead and tell them, now that you've clarified it for yourself.
While you're articulating why the work you do matters, make sure to do so in a way that relates specifically to the goals of your leaders, your organization, and your team. As an Integrator, you may have strong convictions about doing things—giving everyone an opportunity to have input, molding consensus—because you see them as the right thing to do for the people around you. Integrators are the type that feels the most responsibility to society, and they're the most likely to be focused on the people-related implications of decisions and actions. You may see building strong relationships as a worthy end goal in and of itself. But others won't always agree, or, their attention and focus may simply be elsewhere, based on what they're held accountable for. Think through your business case and follow the impact of those stronger relationships all the way through to how they can boost team performance, promote project success, facilitate organizational change, and positively affect the bottom line. These are likely the impacts that your leaders will care most about.
Toughen Up
Integrators are the most likely type to sense others emotions and to be concerned about how they make others' feel. And if you're an Integrator who's expending your energy worrying about these things, it may sometimes surprise you when others' don't seem to do the same. While it's not an unreasonable expectation that other types should also consider people's feelings, it's a reality that they're not always going to. And, pouring salt in the wound, they'll sometimes accuse an Integrator of being oversensitive!
If you're in this kind of situation, you can certainly try to explain to the culprit why you find their behavior off-putting or upsetting, or alternatively, you might focus on your own reaction. Remember that others aren't always as naturally attuned to people's feelings as you are. They may not even realize that they're rubbing you the wrong way, and may be acting more out of ignorance than disregard. If their own feelings are not particularly sensitive, they may not grasp how their behavior affects others. Try to put their behavior in context. Is it likely that they're purposely trying to offend you? Or is it more likely that their focus is simply elsewhere? If it helps, go to your empathy place—what must it be like for someone to go through life not even realizing that they're laying a trail of little (or big) offenses as they go? If it's less a matter of someone being offensive and more a matter of them seeming a bit standoffish, consider reaching out and taking the lead to get to know each other better. Sometimes others don't really know how or feel awkward doing so, but will welcome your efforts. Give it a try, but use that Integrator spider-sense to gauge their reaction and determine whether you're getting too close for comfort.
Be. Clear.
Speaking of worrying about people's feelings—sometimes this can lead to one of the most common complaints about Integrators, which is that people don't know where they stand, because they're so busy being diplomatic rather than direct. But there are some very clear benefits of directness and sometimes even of conflict. For instance, directness is efficient. Speaking directly allows one to deliver a message quickly and helps ensure that the message is clear, which benefits both the speaker and the listener. You may avoid directness out of consideration for your listener's feelings, but a direct message can actually make things easier for the listener by removing the burden of having to interpret your message before processing it and responding. Moreover, directness can help teams avoid Groupthink, a phenomenon characterized by subpar decision-making that results from a desire to maintain harmony and avoid conflict. Since effective decision-making requires critical evaluation of various options or perspectives, team members must be free to state their opinions and to disagree with one another. In fact, research shows that cognitive or task-related conflict, that is conflict that's focused on the tasks of the group rather than its people, can actually make teams more creative and productive.6 Keep thinking before you speak, but consider whether a bit more directness might not actually be a kindness.
Red Flag: Bending Over Backward
Wikipedia defines gymnastics as a sport involving the performance of exercises requiring balance, strength, flexibility, agility, endurance and control. Sounds to us a lot like being an Integrator! Often Integrators are practicing all these moves in response to and in the service of others. But make sure to take care of yourself as well. Being in an environment where people don't treat you the way you want to be treated is likely to be particularly hard on you. As the type that's most likely to prioritize working with people you enjoy, it may be worth determining whether the people around you are focused on meeting your needs while you're so busy trying to meet theirs. We can't always choose who we work with or for, but days can get pretty long for an Integrator working with people who aren't a good fit. And life is short. If you've tried the strategies we've offered and still don't feel good about the interactions you're having on a regular basis, it might be time to consider whether greener pastures await elsewhere.
References
- 1. “The Impact of Excellent Employee Wellbeing.” O.C. Tanner - Appreciate Great Work. 2016. http://www.octanner.com/landing/offers/the-impact-of-excellent-employee-well-being.html.
- 2. Goldberg, Lewis R. “From Ace to Zombie: Some Explorations in the Language of Personality.” Lawrence Erlbaum Associates, 1982.
- 3. Gallup, Inc. “State of the American Workplace.” Gallup.com. 2016. http://news.gallup.com/reports/178514/state-american-workplace.aspx.
- 4. Sparks, Erin, Joyce Ehrlinger, and Richard Eibach. “Failing to Commit: Maximizers Avoid Commitment in a Way that Contributes to Reduced Satisfaction.” Personality and Individual Differences 52, no. 1. January 2012.
- 5. McGonigal, Kelly. The Upside of Stress: Why Stress Is Good for You, and How to Get Good at It. New York: Avery, 2015.
- 6. Nemeth, Charlan J., Bernard Personnaz, Marie Personnaz, and Jack A. Goncalo. “The Liberating Role of Conflict in Group Creativity: A Study in Two Countries.” European Journal of Social Psychology 34, no. 4 (July 2, 2004): 365-74. doi:10.1002/ejsp.210.