A while back I shared some hints for recognizing a Driver, as well as some suggestions for flexing your own style to theirs. As a quick reminder, generally speaking Drivers are logical, competitive, and tolerant of confrontation. They’re often skilled with numbers and technically-oriented.
You might also recall that I recently revealed there are actually two sub-types of Integrators—Teamers and Dreamers. Well, as it turns out there are also two sub-types of Drivers. We call them Scientists and Commanders. As with the Integrator subtypes, drilling down the level of these Driver sub-types provides us with even clearer guidance on how to flex our style to theirs or to create the kind of environment in which they’ll thrive.
Scientists tend to be quantitatively-and technically-oriented. They seek answers–experimenting, and looking for patterns when they’re trying to understand something. They’re not tied to tradition, don’t prioritize networking with others, and aren’t usually very expressive, emotionally-speaking. You might say they’re kind of doing their own thing in their own world. For that reason, they tend to be less obvious in a group, much like the Dreamer.
Commanders, on the other hand, are a bit easier to spot, more like the Teamer. In interactions with others, Commanders are outgoing, competitive, and don’t shrink from confrontation. They’re goal-oriented and disciplined in their pursuit of those goals. They’re focused in their thoughts and decisive, making decisions quickly and sticking to them. Like the Scientist, they tend to be strong in the quantitative realm.
So how does this help you if you’re interacting with, or maybe managing a Scientist or Commander? Here are some hints:
Have you seen either of these sub-types in any Drivers you’ve come across?
This publication contains general information only, and none of the member firms of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collective, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.