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Anderson+Boatcher - Blog - The Five Personalities of Innovators
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March 22, 2012by: Anderson+BoatcherPosted in : News Wire
The Five Personalities of Innovators

Forbes Insights’ recent study, “Nurturing Europe’s Spirit of Enterprise: How Entrepreneurial Executives Mobilize Organizations to Innovate,” isolates and identifies five major personalities crucial to fostering a healthy atmosphere of innovation within an organization. Some are more entrepreneurial, and some more process-oriented – but all play a critical role in the process. Forbes has described the five personalities in detail, which are listed below. Which one are you?

Movers and Shakers. With a strong personal drive, these are leaders. Targets and rewards motivate them strongly, but a major incentive for this group is the idea of creating a legacy and wielding influence over others. These are the ones who like being in the front, driving projects forward (and maybe promoting themselves in the process), but at the end of the day, they provide the push to get things done.

Experimenters. Persistent and open to all new things, experimenters are perhaps the perfect combination for bringing a new idea through the various phases of development and execution. They’re perfectionists and tend to be workaholics, most likely because it takes an incredible amount of dedication, time and hard work to push through an idea or initiative that hasn’t yet caught on. They take deep pride in their achievements, but they also enjoy sharing their expertise with others.

Star Pupils.  They’re good at…well, they’re good at everything, really: developing their personal brand, seeking out and cultivating the right mentors, identifying colleagues’ best talents and putting them to their best use. Somehow, they seem to be able to rise through the ranks and make things happen, even when corporate culture seems stacked against them.

Controllers. Uncomfortable with risk, Controllers thrive on structure and shy away from more nebulous projects. Above all, they prefer to be in control of their domain and like to have everything in its place. As colleagues, they’re not exactly the team players and networkers; Controllers are more insular and like to focus on concrete, clear-cut objectives where they know exactly where they stand and can better control everything around them.

Hangers-On. Forget the less-than-flattering name; these executives exist to bring everyone back down to earth and tether them to reality. Like Controllers, they don’t embrace unstructured environments, and they tend to take things one-step further, hewing to conventional wisdom and tried-and-true processes over the new and untested. When asked to pick a side, Hangers-On will most likely pick the middle. 

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