How to navigate different workers Performs in your organization

Let’s stick with the bus metaphor to understand how it works. On our Flintstones bus, people have different roles.

First, there’s the Driver – steering the team, pushing everyone forward. Then there are the Runners, who are top performers. Next we’ve got the Joggers: these are conscientious, diligent workers doing a good job. Then come the Walkers, who contribute little forward momentum. And then finally, the Riders: essentially dead weight.

In an organization, Drivers are the managers; they give direction and support. Drivers should make the Runners their first priority: these workers want to be part of something special. They typically contribute many new ideas, have a strong work ethic and don’t make excuses.

In other words, Runners put their job first. And if you let them, they’ll be the backbone of your organization. Just make sure you don’t crush their spirit with criticism – instead give them direction and support.

Meanwhile, Joggers don’t regularly exceed expectations, but when called upon, they will switch into high gear. Typically, these workers believe that they’re already doing their best and lack the confidence to try harder. But at the same time, they burn for recognition.

Next come the Walkers, who perform slowly but steadily. Walkers don’t like change and they often complain, which slows others down and spreads negativity throughout the organization.

But they’re still far better than Riders, who only perform when someone is watching, choosing to hide behind the team instead. These workers are often smart, but they lack a work ethic. Turning them into Walkers is tough, since they’re only likely to become motivated once fired. That makes it very hard to handle them.

Nonetheless, Walkers and Joggers do have the potential to become Runners. And in the following blinks, we’ll figure out how to make that happen.