Most leaders and executives I meet are predictable.

This is a good thing when subordinates and peers can rely on quick and sound responses to new issues and challenges. Predictability of review, judgment and action is then highly desirable.

But then there’s the other kind.

What of those whose reaction is predictably no, yes or indeterminate/wait, yet their response is independent of the issue? Then there’s a real problem.

Unfortunately, we all know people like this. They can put up barriers, delay progress and do actual damage to the company. Or, at the other extreme, they act prematurely but with similar results.

Colleagues and subordinates must work around such people, manufacture ways to best approach them and appeal to their better judgment. We often exhaust the organization’s time, resources and patience just trying to get to the right place. Assuming of course, we do ever get that best outcome.

Also, we know the nature of humans is to typically decide first and then rationalize their judgment. Unfortunately, this too is not always good for business and is part of the complication.

I expect you face related challenges and know such people as those described above? If these obstacles are already before you, the only immediate choice is to deal with them as effectively as possible.

In some ways no/yes/wait leaders are reflections of their management style. In others, they are just victims of their self-confidence levels.

Regardless of the reasons for the way they are, they present problems for those around them. Consider the following outlines:

 

Yes Leaders

Often they are prone to action without sufficient thought. They may cause misalignment to essential programs and corporate missions. Sometimes may squander critical resources or diffuse much-needed focus. Perhaps their strategic vision leaves something to be desired.

On the flip side they might excel at seizing fleeting opportunities, or be the best firefighters you have.

For Personal Growth they need to:

• Check and Consider

It’s better you approach such people with more fully evaluated situational analysis and data. Be sure they see downsides and upsides that allow them to still act quickly, but with better informed insight to the opportunities and consequences.

 

No Leaders

They are generally prone to inaction and sometimes even stubborn. Often good at maintaining focus and protecting resources and programs, but their lack of flexibility can occasionally cause great opportunities to be missed and problems to escalate.

On the flip side they can provide real stability of operation in an otherwise chaotic environment.

For Personal Growth they need to:

• Listen and Be Receptive

Again, these people are best approached with fuller background information and data. If they are prone to focus on downsides, highlight upside benefits for the organization and themselves. Clarify what might be and display a clear image of the improved situation.

 

Wait Leaders

Again, they are prone to inaction and many times are inherently indecisive. Often they naturally pause to consider all the options and so insert delays. Sometimes it seems they can never move to Yes or No and vacillate unendingly.

On the flipside, they will normally carefully consider all the arguments.

For Personal Growth they need to:

• Decide

Again they should be approached with well-evaluated situations and data. Most importantly you should offer insights or recommend outcomes that fully highlight pros, cons and the relative importance of alternative approaches and other risks/factors.

Such leaders normally benefit from using formal decision-making tools. This reduces their stress in deciding and moves decisions along more quickly.

 

If you are dealing with any of the characters described above, remember:

When a problem or opportunity first arrives it is often unknown where it might lead. If it’s essential you immediately highlight such situations, do so in an unprejudiced and clear fashion. It’s wise to then quickly move to more complete discussions and review before any predictable, knee-jerk reactions can become entrenched.

The way in which you present information can speed up the process and facilitate the best outcome. But only if you recognize and manage the personality tendencies you are presented.

Not all leaders are equal. Some need to be managed upwards, from the side or above.

By careful recognition of the challenge you face you can avoid adversely predictable outcomes. More importantly, you can quickly remove liabilities and get the best results.

 

Take a look around your workplace. Do you face many such challenges? My guess is there will be more than a few.

If you consider the discussion above, I suspect that improved awareness together with these strategies will lessen your troubles in the future. So, don’t accept a bad situation. Try an improved approach!

 

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh