Let's move to the final part of our first module, and let's talk about the Visionary's nemesis Style.
Let me share a little bit about what I mean by that. To do that, let's start by just thinking about the four leadership Styles. So we have the Visionary, Operator, Processor, the Synergist. Let's look at the possible combinations here on how they work together.
First of all, let's start with the Visionary and the Operator. As we've already hinted, Operators are in essence the finishers. They're the sort of other side of the coin to the Visionary. Visionary loves and wants and does start things. The Operator finishes them.
Visionary thinks, the Operator does. Now, that was gross generalization, but in essence that's true. And so Visionaries and Operators actually work together incredibly well. They're probably the tightest combo of all of the possible combos of these four Styles, and they're united by a sense of act fast, get it done.
That's who they are. That's how they show up. What that does is it builds a strong sweat equity. There's a real team bond between Visionaries and Operators. They'll spend time together, sometimes even outside of the work context because they understand what they each bring.
And together they understand how much they get things done. If we look then at the Visionary and the Synergist, they too have a bond. It's a looser one, but it's a strong bond nonetheless. And that bond is to motivate the team to achieve great things. So the Visionary with the Operator, it's all about getting the things done.
The Visionary understands the huge importance of getting the team to share the vision, and the Synergist who's the people person in all of this is their biggest asset. So Visionaries and Synergists tend to form alliances, not as strong teams as they form with Operators, they tend not to hang around just so much. Now, there are exceptions. They tend not to hang around together just so much, but they will consult and work together. They have a high degree of mutual respect, and they understand that they each bring something important to the overall mission of the team or group or organization that they work for.
But when we look at the Visionary and the Processor, a whole bunch of other things is going on, or rather not going on. What do I mean by that? As we've already seen, Visionaries act fast. That's their default mode is just thought it, let's do it. Processors by definition, people who put systems and processes in place, they're there to act slowly.
That's the point of them being there is to measure twice and cut once. The Visionary just wants to cut, cut, cut, cut, cut. Let's do it, let's do it, let's do it. The Processor is the one that's saying, hold on a minute, let's just check this before we do it. Secondly, the Visionary, as we've already seen, embraces risk.
Most Processors' core job, what they're being asked to do is to manage and almost certainly reduce risk. That's why a Processor gets involved. That's why most Processors get hired. Keep us out of jail, make sure that we fulfill all of our industry regulations, make sure that we file our taxes, make sure that we stay on the right side of the law, make sure that we don't kill anybody with our product.
That's what the Processor role is typically there to do is to reduce exposure and risk. Visionaries bring dispatch. They just want to get things done. Processors much more invested in getting it right. I want to make sure this is right.
I don't want it just to be done in any slap dash manner. It should be done correctly. As we've seen, Visionaries default to yes, most Processors, if they're uncertain, they will default to no.
As a Processor myself, I can be a little hard to hear, but it's the truth. You come to a Processor, somebody who's in charge of a whole bunch of systems and processes, and you say, Hey, can we do this new thing? They're going to default to saying no. And what they mean is not definitely no, no more than the Visionary means definitely yes. All the Visionary means when they first say yes is, well certainly, let's explore it.
That's what they actually mean. And the Processor, when they say no, they don't mean definitely forever no, they mean no, not yet until I understand the implications. And as we've seen and talked about many times, our Visionaries, they talk to think. Our Processor will think, and maybe they'll talk if there's something that they have to contribute, they'll do that.
And, and finally, our Visionary values aspiration. They just love to see somebody who tries to make something happen, goes out and gives it a good shove, while the Processor values precision. Now the sum total of all of this is that the Visionary and the Processor, as you can see, are catty-corner to each other.
They have very, very, very little in common out of the box. Now, that can be changed, but in their raw form, Visionaries and Processors are each other's mutual nemesis. Visionaries feel Processors hinder them every step of the way, slow everything up and prevent them just getting this stuff done, getting their vision implemented, and Processors - and I'm exaggerating for the sake of emphasis, but sometimes it's not far from the truth - just feel that Visionaries are full of hyperbole.
They'll say anything, and they're going to get us all thrown into jail. For that reason, it's the Processor Style that the Visionary typically finds the hardest to work with and with whom they have the most conflict. And so with that, that's a great point at which to move into our second module, where we're going to look at the toolkit a Visionary needs in order to optimize the use of those assets and strengths and minimize the impact of those challenges.