(Please read part one first: Hardwiring is crucial to your success)

The key to creating a crisis for an individual is found in their hardwiring. You have to create tailored meaning for each stakeholder that you are trying to rally if you want them to change their behavior.

Your purpose is to seduce your stakeholder by reflecting their hardwiring language back to them, knowing what the triggers are for behavior change.

You want to make people feel like you see the world the way that they do.

You want them to feel that you get worried about the same things that they do. That you get excited by the same “opportunities” that are specific to their hardwiring.

If you recall from Lesson 2: The Four Hardwirings You Need to Know to Get Ahead, I introduced you to the four hardwiring types:

  1. Visionaries

  2. Knowers

  3. Doers

  4. Teamers

If you recall from Lesson 3; The Work Before the Race, the goal is to get the group into the starting stall.

But some of our colleagues, will not want to go in. That is where these individual crisis creators are needed to push the uncertainty. It is crisis tailored to the individual.

1. VISIONARY CRISIS—Vision Side-Railed

For instance, let’s say your boss is focused on bringing product X to life. He is so focused on project X, that he ignores any and all other projects at its expense because it is a distraction from his vision.

You have a project that will bring immediate value to your customers today and need resources, authorized by him, that will pull away from product X. What do you do?

For a Visionary, any threat to the long-term, big-picture vision stresses them out and will move them toward positive or negative action.

There is a concept in venture capital called burn rate. It means you are spending more money than you are taking in (expenses versus income).

Understanding burn rate, you could say something like this to create a crisis for a Visionary:

If someone puts a pen to paper, they are going to see that our burn rate right now is high. We may have less time than we thought to bring this to life unless everything goes perfectly. How can we ensure that we are providing enough value on the small stuff to buy time for project x to realize it’s value?

The point is to hit their biggest fear. For a Visionary, it is their big picture tanking. He will walk to the starting stall, awaiting your recommendations for your project, to ensure that his stays on track with his big vision, while letting you shore up the short term.

This doesn’t mean that your project IS short term. It just means that you will present the next stages of your project as an opportunity for a short-term win to buy him time to ensure his long term success.

2. KNOWER CRISIS—Kept in The Dark

Being blindsided by the unknown, or a missing piece of the puzzle, is devastating to a Knower. To get them into the starting stall of your project, you have to serve up the unknown. You will have to find some key piece of knowledge that they don’t know about on your project.

Knowers are rattled if they are caught off guard by their lack of information, and they will double down, diving into more research.

The torment for a Knower is not knowing. They have to scratch that itch and find out what they don’t know! This is the behavior change you seek. You want to intrigue a Knower by sharing a slice of information, so he changes his behavior and hunts for the truth on his own.

Once a Knower is invested in the knowledge and how it can help him achieve his goals, he can’t help but continue to contribute.

3. DOER CRISIS—Hands Tied

If a Doer can’t do, they will find things to do. But if you tell them they aren’t allowed to do something, it makes them feel useless which is opposite their identity.

If you are working on a project and need a Doer to participate who is focused on other work, tell them that you will have someone else, with a reputation for not doing much, tackle the project.

The thought of someone who they perceive as incapable of doing a job or worse, in a lazy way, drives a Doer nuts. They know that the “thing” won’t get done.

They can’t allow something that they can do easily, be ruined by someone who can’t “do”.

When you withhold the opportunity for a Doer to do, they don’t walk to the starting stall. They run.

4. TEAMER CRISIS—In-Person Conflict

Teamers who experience personal conflict will face what they hate most—having an uncomfortable conversation with someone else in person. Eye to eye in-person stressors gets Teamers to change their behavior.

If you are working on a project, and need a Teamer to participate, but they are focused on other work, tell them that you have other people who were counting on their input.

Remind them that they are the glue that holds everything together and that the others will be disappointed. Add that you are sad because you enjoy working with them, and really could have used their help.

Creating personal disharmony makes Teamers participate. They don’t want to upset anyone. They find their way to the starting stall, making sure that everyone is feeling good about being there.

These are the crisis creator strategies to change behavior based on individual hardwiring. Test out the theory with some people.

Post your results to Facebook and let me know what you think.


P.S.If you enjoy this course, the Signature Course—Smuggling Innovation has even more knowledge for you to advance ideas fast. The information on it can be found here.