One of the challenges that managers face in the complex businesses we have now, is how to connect the “lone wolf` or specialist, into a team. I define a lone wolf simply as any individual who is by nature outcome focused, and more solitary, independent and prefers to self direct. In other words they like to make their own decisions, and then get on with the task with little to no human interaction needed.
Often seen as uncaring, and not a “team player’, they like to work alone and are more intent on the outcome than on the people around them. When the underlying intention and value of this approach is not understood, valued and aligned, it can lead to frustration, misunderstanding, silos and inefficiency in a team. so how do we connect them? As with all things, we need to begin with the Why.
Why do they behave like this? Do they just not like people? Are they stubborn and intractable? Are they just trying to be difficult?
People are energised by different things. Survival in the natural world usually means conserving energy as much as possible, and humans are also naturally energy efficient. So we have a very powerful inbuilt instinct to move towards the things that we somehow know will energise us more (or at least deplete our energy less) and away from the things that will leave us feeling flat, weak or lacking in confidence.
This means that if analysing data, solving a problem, or just getting on with a list energises a person more than having a conversation or interacting with someone else, that is what they will naturally be drawn to do. It doesn’t mean they are horrible humans who don’t care. It just means that they are instinctively focused in another direction.
Aside from the specific value each individual brings by nature of who they are, in general there are also significant positives that tend to be associated with people who are wired like this. The pure specialist simply doesn’t do “office politics”, because they are more often just not tuned into the relational aspects of the situation around them. They also really don’t need looking after and will prefer to take personal accountability for an outcome. For them it’s not “Our problem”, it’s “My problem.” So they get it sorted. In addition, because they are less susceptible to the emotion around them, they are often very good at making dispassionate decisions and getting the job done, regardless of how they feel, or how someone else feels about it.
A team’s success then depends on firstly understanding and appreciating the value of this drive, and secondly, directing and aligning the drive towards activities that will contribute to the successful attainment of the team’s goals.
As a manger, what can you do to enable these individuals to succeed?
- Enrolment at the planning stage - What are we doing and why? Instructions that don’t make sense or that they are not enrolled in may result in ZERO action, or action in a different direction that makes more sense to them.
- Agreeing on a clear set of instructions - including steps that will be taken, and by when.
- NOT moving the goal posts - at least not without thorough discussion as to the motivation.
- Ensure they have the knowledge and resources needed to deliver.
- Pre-agreed on check ins. Otherwise leave them alone to get on with it.
People really do not get up in the morning to fail, or to be difficult. Understanding an individual’s natural motivation and the potential value to your team of what they naturally see and can do, and managing them accordingly, can take your team that much closer to success.
Image credit: Photo by Bob Price from Pexels
