Everything you need to know about a Venturer
What you'll learn:
This course will cover the strengths and caution areas associated with the Reference Profile known as Venturer, the Team Type that Venturers are commonly associated with, how they balance other teams, and leadership styles most often associated with Venturers.
How each Reference Profile works, collaborates, and leads
Everything you need to know about an Adapter
Everything you need to know about an Altruist
Everything you need to know about an Analyzer
Everything you need to know about an Artisan
Everything you need to know about a Captain
Everything you need to know about a Collaborator
Everything you need to know about a Controller
Everything you need to know about a Guardian
Everything you need to know about an Individualist
Everything you need to know about a Maverick
Everything you need to know about an Operator
Everything you need to know about a Persuader
Everything you need to know about a Promoter
Everything you need to know about a Scholar
Everything you need to know about a Specialist
Everything you need to know about a Strategist
Everything you need to know about a Venturer
The Venturer leader
Venturers are natural self-starters. So how exactly do they lead their teams to victory?
As leaders, Venturers are analytical, assertive, and non-conforming. They’re known for being direct and factual, providing honest assessments that may sometimes come across as terse. They’re also reserved and task-oriented, with a natural focus on the end result. While they enjoy flexibility and have no problem delegating the details of a project to other team members, they tend to rely on their own judgment for major decisions.
Below is a list of strengths and cautions when a Venturer is in a management role.
- Challenges the status quo
- Comfortable with risk
- Tends to anticipate problems
- Acts with purpose
- Can be seen as overly assertive
- May struggle to delegate authority
- Pace of work may be considered intense
- May get frustrated about inflexibility
But it’s not just about knowing how you lead; you also should be aware of the individuals you manage and the Team Type they form. This allows you to tailor your leadership strategies based on the people you’re actually managing—and use your strengths as a Venturer to your advantage.
Let’s say you’re a Venturer who’s managing a Stabilizing Team. This Team Type is on the quadrant directly opposite yours, which means you’ll generally have competing values. Don’t panic! Different personalities don’t innately lead to failure. Understanding this difference in opinions, however, is a crucial step.
Take a look below at some points of friction to be aware of. Use these to learn how you can apply your strengths and lead a team that doesn’t directly align with your Reference Profile.
Leading a Stabilizing Team as a Venturer
When a Venturer is leading a Stabilizing Team, they may struggle to adapt to the team’s steady pace and detail-heavy processes. They may encounter areas of friction, but there are ways they can help their people stretch their behavioral drives and make the team feel like magic.
The Stabilizing Team’s preference for structure and stability may clash with a Venturer’s fast-paced and non-conforming style. The leader may become frustrated that the team is not showing the urgency or flexibility the leader thinks is needed to meet their goals.
A Venturer’s desire to drive change and challenge the status quo can clash with the Stabilizing Team’s desire to work methodically and build repeatable processes. It can be frustrating for team members if they feel they’re not being given the structure and time they need.
Venturers may find themselves struggling to delegate authority and conform to rules. Yet Stabilizing Teams thrive with consistency and structure. A Stabilizing Team can help Venturers add process to their work style when appropriate.
A Stabilizing Team can often get bogged down in the details, preventing them from making timely decisions. Yet Venturers are expert problem-solvers that can take action quickly. That sense of urgency can help stuck teams get unstuck, so they can put ideas to action.
Consider the benefits and areas of friction that can arise within a differently aligned team. Then come up with strategies that will help you lean into your strengths. For example, you could provide a list of key performance indicators (KPIs) and ask the team to distribute them fairly. From there, you can delegate tasks based on each person’s accountable area, and meet regularly to ensure the team’s on track to meet its goals.
So, we understand who we are, where we fit into a team, and how we can lead other teams as a Venturer. When it comes to leading, though, there is much more to consider. You also need to think about what Strategy Type your team needs to accomplish its goals.
Are you prepared to make sure your team feels like magic rather than causing constant friction? Want to learn more? Check out our two workshops around building and cultivating teams that work like a dream.