Predictable Success

{Get your organization on the growth track - and keep it there}

The Synergist

Why do so many teams and groups fail to perform—achieving compromise at best and gridlock at worst?

The Visionary with big ideas and little interest in execution. The Processor who insists on putting every detail through a system, slowing things down. The Operator who just wants to end the meeting and get back to the “real work.” These three characters—’Visionary’, ‘Processor’, and ‘Operator’ (VOP)—sit at every business meeting, each battling for their competing agendas and together blocking the way to real progress. The cost to organizations in lost productivity is exorbitant.

What does it take to end this gridlock? In THE SYNERGIST: Leading Your Team to Predictable Success (Palgrave McMillan; hardcover; January 2012), best-selling author Les McKeown argues that every successful team includes a critical fourth player—the Synergist—who can take all three: the bold dreamers, the pragmatic realists, and the systems designers; and knit them together into a dynamic, well-rounded team. Most importantly, according to McKeown, author of Wall Street Journal best-seller Predictable Success: Getting Your Organization on the Growth Track—and Keeping It There, the Synergist is a role anyone can learn.

While most attempts at teamwork improvement deal only with the symptoms of group dysfunction such as distrust, poor communication, and fear of change, in THE SYNERGIST, McKeown addresses the root cause: the innately unstable Visionary-Operator-Processor triangle. Because each of the three styles’ motivations, views, and goals are incompatible, without a Synergist every team will eventually implode, gridlock, or underperform. Only the Synergist can put aside their own agenda and interpret the language of different personalities, capture the best from each person, and put the good of the enterprise ahead of their own ego. McKeown—who has used techniques presented in THE SYNERGIST in his consulting with Harvard University, T-Mobile, American Express Financial Services, The US Army, Chiron Corporation, Pella Corporation, Microsoft, United Technologies Corporation, and more—shows how any individual can fill this critical role, whether or not they’re the formal leader of the group. With thought-provoking self-assessments and an extensive ‘Synergist Toolkit’, he teaches how anyone can learn to be an effective Synergist by recognizing the vital signs of ineffective teamwork and making the right interventions at those pivotal moments.

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