As a “DI” I found that the most difficult thing for me was coming up through the ranks being put in smaller project managemnt roles. I think your post did an excellent job of addressing this. I would get off task trying to fix the organization instead of focusing on the given problem.

It is all about putting the right people in the right positions.

as always, a thought provoking post. As someone whose been accused of being a DI, I can add a few other issues into the mix.

DI tend to leave to go after other/bigger challenges. Often, they’ll do so unexpectedly, either because of promotion or because they get some outside opportunity you knew nothing about. This presents a real problem for management as DI’s will often cajole things into working by force of their personality, which is great while they’re there, but when the leave, well, you’ve now got a problem. As one of my wisest managers said: “I’ve always got to plan for the day that you leave.”

DIs tend to see things their own way and go in their own direction. They’re not usually so energetic going in other people’s directions. I’ll even go so far as to say that they’ll often get themselves and others worked up about things that are not core to what the business/department/unit is supposed to be doing.

DIs often don’t think they’re recognized for the effort they put in. They are probably recognized more than other employees, but from their perspective, they’ve just moved mountains and all the manager did was give them a pat on the head.

Finally, DIs tend to be insatiable. Unfortunately, they also tend to follow their own cycles. Their cycles may not sync with other people’s cycles. This may be great or it may be problematic, especially as DIs get older and possibly more cynical as they see projects fail for reasons that have nothing to do with the projects.

Good stuff!

Andy

Arun, I’m chuckling while reading your post. I’ve been on the receiving end of that issue! Thanks as well for the reminder.

-Art