5 Ways to Hack the Power Triangle
The difference between average success and remarkable achievement is your ability to hack the power triangle.
Each point of the triangle represents a uniquely qualified person you need in your life.
3 power people:
Dreamers:
- Start with yes.
- Plan as they go.
- Love change. Nothing's ever done.
- Can't figure out why others don't get it.
- Hate details.
Doers:
- Start with no.
- Plan before they go.
- Love finishing things.
- Exhaust the people around them. (Unless the people around them are doers.)
- Understand details.
Feelers:
- Worry how people are doing.
- Take people's problems personally.
- Like working with others.
- Understand people's motivations.
- Love meeting pressing needs.
5 ways to hack the power triangle:
I'm a dreamer. It's taken me half a lifetime to stop pushing away those I should pull in.
Fools push away those who challenge and expand their lives.
#1. The person who is most like you gives you energy. The other two drive you nuts.
- Doers push dreamers and feelers.
- Dreamers irritate feelers and doers.
- Feelers are like Rodney Dangerfield. They get no respect.
#2. Everyone is part doer, dreamer, and feeler. Don't surround yourself with well balanced people unless you aspire to average success. Look for wild-eyed dreamers, impatient doers, and feelers who prioritize people over results.
#3. You need small doses of the people who drive you nuts. Spend quality time, not quantity time, with the opposite sides of the triangle. Timing is everything.
- Talk to dreamers early in the process. They haven't met an idea they didn't love.
- Talk to doers when you want concrete plans and execution.
- Talk to feelers when you're aligning talent and navigating relationships.
#4. Fill teams with doers. Sprinkle in dreamers and feelers to spice things up.
#5. Have conversations about the power triangle.
- Invite people to self-identify.
- Explore ways to maximize each person's orientation.
- Discuss how to best interact with each other.
What frustrates dreamers? doers? feelers?
How might leaders navigate relationships with doers, dreamers, and feelers in ways that expand everyone's potential?
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