Reference Profile Series: The Controller Manager

Discover the fascinating world of Controller managers in this deep dive into one of the most precision-focused reference profiles. Making up 3.99% of the population, Controllers bring exceptional value through their commitment to accuracy, structure, and results, making them essential players in organizational success.

Click HERE for a short video about the Controller.

Click HERE to get your very own Reference Profile.

Related TBC Episodes:

• Head, Heart, and Briefcase

1. The Collaborator Manager
2. The Operator Manager
3. The Promoter Manager
4. The Altruist Manager
5. The Strategist Manager
6. The Guardian Manager
7. The Specialist Manager
8. The Maverick Manager
9. The Artisan Manager
10. The Persuader Manager
11. The Captain Manager

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Visit us at www.realgoodventures.com.  We are a Talent Optimization consultancy specializing in people and business execution analytics.  Real Good Ventures was founded by Sara Best and John Broer who are both Certified Talent Optimization Consultants with over 50 years of combined consulting and organizational performance experience.  Sara is also certified in EQi 2.0.  RGV is also a Certified Partner of Line-of-Sight, a powerful organizational health and execution platform.  RGV is known for its work in leadership development, executive coaching, and what we call organizational rebuild where we bring all our tools together to diagnose an organization's present state and how to grow toward a stronger future state. 

Chapters

• 0:00 Introducing the Controller Reference Profile
• 1:57 Controller Behavioral Patterns and Needs
• 4:43 Communication and Decision-Making Styles
• 6:32 Strengths and Common Traps
• 8:15 Motivating and Working with Controllers
• 12:00 Delegation and Coaching Strategies
• 18:02 Key Takeaways and Closing

Transcript

John Broer: 0:10

I just happen to know that a number of our listeners out there in The Boss hole Transformation Nation have been waiting for this episode of our reference profile manager series. I've actually gotten emails and requests for this one. It's the controller reference profile, and the controller is in the group of reference profiles that we refer to as results and discipline. These are the analyzers, the strategists, the scholars and the controllers, and we've already done a few of those reference profiles. We have a few more to do, but the controller unique one all about getting things done and getting them done accurately.

John Broer: 0:53

And, of course, this week I am joined by my good friend and business partner, an amazing human, Sara Best. So let's learn about the controller reference profile. And for those of you that don't know your reference profile, go into the show notes and you will see a link where you can find out your reference profile and we will send you your one page description. Incredibly helpful. Understand your behavioral DNA. Let's jump in. The Bossh ole Chronicles are brought to you by Real Good Ventures, a talent optimization firm helping organizations diagnose their most critical people and execution issues with world-class analytics. Make sure to check out all the resources in the show notes and be sure to follow us and share your feedback. Enjoy today's episode. Your feedback. Enjoy today's episode. We're back with another installment of our reference profile series Different kinds of managers, different reference profiles and Sara, which one are we going to talk about today?

Sara Best: 1:57

John, today we talk about the controller. Let me tell you about the controller. The controller is a detail-oriented and conservative individual with a preference for high quality and technical expertise. Dare I say sincere, factual, detailed and cautious.

John Broer: 2:16

Oh, for sure, for sure. And you know, what I think is really interesting about that is we were just before we hit record, were just before we hit record. I specifically, I mean I've worked with and have in my circle about four or five controllers and there is, I mean, I'm telling you, there it's it's all about, and they're in the results and discipline group of the competing values matrix and it is all about getting stuff done and let's move forward and get things done. I I know that I've had a few controllers say I don't like that term, I don't like the term controller, and it's not about somebody's need to hold dominion over other people. This is about really moving all the levers at the right time. So let me share with you what does the average behavioral pattern look like?

John Broer: 3:01

Controllers typically have- their highest factor tends to be formality, the drive to conform to rules and structure, followed by dominance. So dominance and formality are on the right side of the midpoint, but the formality is higher than the dominance which creates, in the world of PI, a D over A factor combination, which means they tend to be cautious with risk, and that makes a lot of sense. Based on the term, there are lower factors, lower in extroversion, which means they tend to be cautious with risk, and that makes a lot of sense based on the term. There are lower factors, lower in extroversion, which means they tend to be more introspective, and lower patience, which means they like to move at a fast pace. So cautious with risk, proactive, task-focused, and let's get moving.

John Broer: 3:40

So what do they need? Because we always talk about drives, needs and behaviors. So the needs are like autonomy and problem solving, room for introspection don't rush me, let me think about it. Opportunities to work at a fast pace and understanding of rules and regulations. That's sometimes be seen as autonomous, dare, I say. Somebody might say aloof, that they want to work by themselves, necessarily, very matter of fact, and engage people when it's necessary to move things forward can be very impatient and really precise, patient and really precise. So the you know, if you want something to get done and you want it to get done correctly, then your controllers are going to really help you out with that. So that's, that's more around the drives, needs and behaviors. So let's talk about their signature work styles, Sara, what, what can we expect to see from controllers and specifically controller managers?

Sara Best: 4:43

Yeah, well, as they communicate, John, controllers will likely be very factual, straightforward no fluffy stuff, no warm and fuzzy, they think, before they speak.

John Broer: 4:53

So I wonder what that's like. Sorry, right, yeah.

Sara Best: 4:59

Having never experienced that they are not keen to delegate details and an authority.

Sara Best: 5:05

potentially there's a tight delegation a very controlled way to delegate and I think they follow up pretty closely. They tend to be a little critical too. Controllers are good at spotting, you know, in process and workflow what's in place and what's not in place. As far as making decisions, the controller manager is pretty firm and they go by the book when making decisions. Like not a lot of flexibility there, and they do offer, though, some ingenuity in problem solving, especially in areas where they have like a strong briefcase or their own area of specialty. Lastly, John, work styles, in terms of how they take action and how comfortable they are with risk. They very much avoid risk. Risk is a challenge. They're cautious about risk. There's a lot of work and effort directed toward mitigating risk and they're going to be working on the very conservative side of decision-making and risk.

John Broer: 6:15

Interesting. Okay, well, that makes total sense, and I was just looking up Working on the very conservative side of decision making and risk. 0.99% of people out there fall into the controller reference profile pattern. That really helps us understand, Sara, a bit more about their strengths and their common traps. So if we're thinking about a manager, that is, a controller, strengths are like what we like to say superpowers. They are really good at building structure and they respect the plan and they respect the plan and they respect the plan to the degree that I think others are expected to follow the plan, which is a bit of a challenge for me and I know you and I share that in common. They are good at anticipating problems. They can see the horizon and what is building up, and I think that that is a unique characteristic in controllers also very helpful, and they're very proactive and results-oriented.

John Broer: 7:07

So I think there's a misnomer that their focus on accuracy may slow them up, and that is not the case at all. They will move, but they will move very effectively and things will be done accurately and they will abide by the rules, if you will. So the common traps, for example this also has the other side of the coin, or there's the other side of the coin. As you said, they have difficulty delegating authority, giving up that control, and we all know what that's like. We have a number of reference profiles that are like that. They may not have difficulty delegating details, but the authority is tough Resistance to change if it feels like it's moving too quickly, which makes total sense and likely to feel uncomfortable in ambiguous situations. Let's face it, people can be very ambiguous. I think that managers that are that have the controller reference profile can find some real frustration in that. So what's the best way to work with them, Sara?

Sara Best: 8:15

Yeah, well, certainly you want to give controllers specifics. They have high regard and respect for the established rules, values. The playbook you know how it's supposed to work, so the specifics need to be provided. Like what is that playbook? How do we succeed here? What does success look like? And give them the opportunity to develop the expertise, because they want to talk from a place of expertise. Controllers like to do things by the book, as we said. So the authority, the line of authority and responsibility also should not be ambiguous. It should be very clear and don't waste their time. Stay on track.

John Broer: 8:56

Start the meetings on time.

Sara Best: 8:58

They're not going to be available for a lot of small talk. It's not that they don't like people they do, in fact. They can be super friendly and very thoughtful, but they're more reserved and they have very high standards. So we need to respect their time and be prepared to talk about the things that are on our agenda, because they run a pretty tight ship.

John Broer: 9:20

For sure. Speaking of which, if I can give an example of a controller manager, I was in a meeting one time and this is an organization that used PI and these were these daily project meetings and it was a very specific, there was a very specific agenda. You came in, you better be ready. If you walk in there and you are not ready, he will skip you. I mean, if you hesitate in any way. And one time, one time, we were in there, surprise, surprise, a couple of us were screwing off a little bit, just kind of joking, and we were just sitting down. It was just sort of getting casual and the conversation was not coming back to the agenda and he yelled focus. I mean like yelled focus.

John Broer: 10:03

And I mean got everybody's attention. It was like okay, okay, good, we'll settle down. And after a while he kind of he realized he was taking himself a bit too serious. But we realized there were times when there was no straying from the agenda and you better be ready and that can be a little intimidating, that can be a little scary for direct reports. So I you know for those of you out there, the managers, that you are the control, you have the controller reference profile. Just you know, embrace that and understand how that can be interpreted or received by those around you. So let's say we had a controller on our team, sarah, what's a good way to motivate them and recognize them? What would you recommend?

Sara Best: 10:50

Keeping in mind that they're more private and introspective. Private recognition for their skill and expertise would be probably the most effective way to recognize and motivate a controller, because they spend a lot of time trying to get it right.

John Broer: 11:07

Okay.

Sara Best: 11:07

Want to be acknowledged privately, not publicly, for getting it right. I would say independence and autonomy, so giving them that trust and that autonomy, that oversight of their defined area of responsibility, actually seeing them as the expert and trusting them as the expert. And to this, John, you and I always like to say if you can't do that, you probably don't have the right person in the role. We would imagine that they would be skilled and competent to do their job and therefore should be acknowledged for that. And then, lastly, they do like to spend a lot of plates, they move quickly, they can manage multiple tasks. So another way to motivate and recognize is to assign a variety of responsibilities, but watch out for overload or burnout, because that could happen pretty easily.

John Broer: 11:53

For sure, for sure. Well, and so let me share a little bit about how we provide direction and feedback to controllers. Exceedingly clear expectations and definition of responsibilities. If you're vague or there's just too much gray area, it will frustrate them. Give assurance of support and realize they may be sensitive to criticism and I like how you put this, Sara. Because they are higher in their formality, that tends to be their highest drive. Higher in their formality, that tends to be their highest drive. That criticism, if it criticizes or calls into question the accuracy or the quality of their work, that really cuts to the bone for them.

Sara Best: 12:29

Yes, it does.

John Broer: 12:34

And then when you're having a conversation, just get to the point. Just don't- not a lot of fluff. Quit lathering on.

Sara Best: 12:41

Tell me, get to the point. I've heard people actually like say that under their breath in meetings that we've observed, or I see them take their hand and kind of do the rolling like get on with it kind of thing with their hand, right, right, yeah, yeah, it's for real, it's for real, yeah.

John Broer: 12:55

Last couple of things. Let me share a few items on delegation and then perhaps you can give us some insight about how to coach controllers. Delegating. Don't delegate work where there's a lot of people involved and the lines of responsibility are blurred. That does not mean controllers don't like other humans and people, but they're wired for task action and to manage risk. So if there are a lot of people and it's unclear, I think they will be frustrated. And then do delegate work that is structured but varied to your point. Spin some plates or they got a lot of balls to juggle and think different tasks to work on, but guidelines to follow. Okay, give them a roadmap. This is where I need you to go and these are the things you'll be working on, and set them off and let them rock and roll.

Sara Best: 13:43

I have a good example of the don't delegate where there's a lot of people involved or where the lines of responsibility or even ownership or authority are not clear. What if I was an organization that needed a guide, like a policy procedure guidebook, for some element of operations, and I'm a controller put in charge of that project? But I now have to gather insight and information from, say, I don't know, 25 locations.

John Broer: 14:15

Yeah, yeah.

Sara Best: 14:16

And there's nothing ever been done like this before. There's no standard. And there's no there's nothing ever been done like this before there's no standard. So we sort of fling the controller out there and say whip this bad boy up and gather this data, because there would be no runway, people would not have advanced notice about what information they're supposed to provide. Like this- this person would have to build this whole procedure and process from the ground up to do it right and it would take time. So it would be very frustrating because there would not be clarity. And is the person authorized? Do they have ownership of this? Can they direct people to give them what they need, etc.

John Broer: 14:55

Well and I think that's a really excellent point that may also give you some direction about partnering them with somebody that perhaps is a bit more comfortable with ambiguity. So, for example, you and I, Persuader, Captain, Maverick, or even Adventurer paired with a Controller those two right there, when you think about where they fall on our what we call a competing values matrix, they create what's called a pathfinding pair. So I mean, if you want something done but also don't want to sort of throw them out there with a lot of open ends and loose threads, maybe partnering them with somebody that could be really powerful, I could see that. I could see that working. Absolutely. Well, how do we coach them? What's some suggestions?

Sara Best: 15:41

Well, let's just remind our listeners that coaching is very different than managing.

Sara Best: 15:45

I think we say that often, although managers find themselves and supervisors in the coaching role, as they should, keeping in mind that coaching conversations are really more about asking questions versus giving answers, directing, telling people how to fix a problem, et cetera. So help them become more comfortable with risk when you're coaching them by giving them small opportunities to take chances. Them become more comfortable with risk when you're coaching them by giving them small opportunities to take chances. And I think it makes sense to say, given that you're not very comfortable with risk, let's determine which of these responsibilities come with high risk, which come with very, very low risk. Let's practice in the low risk areas making some decisions on your own and being able to practice failing, for example.

John Broer: 16:31

And fail safely.

Sara Best: 16:32

And fail safely. Like nothing really bad is going to happen to you. This is how we learn.

John Broer: 16:36

Good.

Sara Best: 16:37

The other way we can coach is to play to their strengths, having them identify the strategies they use to execute effectively and like what's working. Let's share that with the rest of the team. So there's there's an efficiency and a productivity. That happens for a controller. Let's share that. And lastly, help them define the rules and standards and responsibilities they should follow when there's high ambiguity. So we got to help them build clarity, clarity our favorite word. We have to help them build that when, for example, we can't change the fact that there's a lot of unknown about a market or a product, or the geopolitical scope, any of that. So I think it's just about helping them define what the rules are.

John Broer: 17:24

I could see a controller whether it's a direct report or a manager no-transcript and I think you just need to. I think these are great points that feedback, that coaching, those opportunities just to support them. They'll appreciate it. But if you frame it in such a way that a controller would hear it, the right way, way can be very powerful. I could see this being just somebody who is a great partner and just blowing the doors off, just getting stuff done.

Sara Best: 18:18

Well, they're essential to quality assurance.

Sara Best: 18:20

The controller pattern is not only a loyal champion for the cause, they're bringing in a high standard and a high level of excellence. They can kind of capture the code. They're the ones who can master the capturing of the protocol and the procedure and they can evolve it and grow it. So I think definitions and rules and responsibilities like, as long as they know, the playbook. The other thing I think about John is we talk about trust and autonomy and command and control. Trust and autonomy for a controller is a unique and different thing and I would say we shouldn't be surprised if a controlling manager has a challenge with giving trust and autonomy to direct reports.

John Broer: 19:06

Yeah, that's a good point.

Sara Best: 19:07

There's the unlikelihood of delegating authority and the detail so I think that's something to think about is, in their area of work and what they're responsible to oversee, is there some need for a pretty significant adaptation around giving up control of the details, giving up authority? Or partnering and sharing authority. Maybe that's kind of setting them up to fail. Their superpowers can be precisely used in places where things need to be controlled and managed and defined. So that's just a thought.

John Broer: 19:44

No, that's a good thought. No, it's an excellent thought. Well, and for all of our new listeners out there and we're getting new listeners all the time if you don't know what your reference profile is, go into the show notes. There's a link and you can complete the behavioral assessment. Take you less than 10 minutes and we'll send you your reference profile one-page description and you will find out what your reference profile is, what your superpowers are, your potential kryptonite. Gosh. I think we've done 13 or 14 of these. We're getting close to the end of our reference profile series, but for every one of these, as this series continues to build, all of the episodes are listed in the show notes, and I just think it's been really interesting and our listeners would agree.

Sara Best: 20:37

You too, John, appreciate the time today and everybody out there in the Bossh ole Transformation Nation. We will see you next time.

John Broer: 20:44

Thanks very much for checking out this episode of the Bossh ole Chronicles. It was so good to have you here, and if you have your own Boss hole story that you want to share with the Bossh ole Transformation Nation, just reach out. You can email us at mystory@thebossholechronicles. com. Again, mystory@thebossholechronicles. com, we'll see you next time.