There are a few other things I landed on in my pondering of this concept of advancers and protectors.
In my experience, people naturally become protectors. They get accustomed to the way things are done and become comfortable with a system or strategy. Protectors begin to love tradition and the way things have “always been done” – and soon even those who should be advancers begin to protect at all costs.
People will seldom “self-select” to become advancers – at least in my experience. Most advancers have to be continually encouraged to advance. (Even protectors can help with advancing when encouraged to do so.)
Generally speaking, protectors manage programs. Advancers want to consistently tweak or change them.
Protectors build systems. Advancers challenge them.
Protectors often frustrate advancers.
Simply doing their role – as they should – they “hold the line”, enforce the rules, and ensure the budget is followed.
Advancers often frustrate protectors.
They challenge the status quo, introduce change and stretch paradigms. (And budgets.)
We need both protectors and advancers.
Part of leadership is balancing the need for protectors and advancers, so we can better realize the goal for the organization.
Think about your organization. How many protectors do you have? How many advancers?
More importantly, will you achieve the goals you’ve set for your organization this year with the balance you currently have on your team?
This article about protectors and advancers originally appeared here, and is used by permission. Check out Ron’s leadership podcast where we discuss issues of leadership nuggets in a practical way. Plus, check out the other Lifeway Leadership Podcasts.
