Leapers, Bridge Builders & Tradition Holders

Change is inevitable, but how organizations navigate it depends on their balance of leapers, bridge builders, and tradition holders. Leapers drive innovation, bridge builders seek stability while adapting, and tradition holders safeguard proven practices.

Is there anybody that is not currently managing change of some kind? Success isn’t about favoring one over the others—it’s about integrating all of these strengths to create lasting, effective change.

The styles of change

Leapers

These individuals are out front and center with the latest thoughts, ideas and innovations. They have a high tolerance for risk. Metaphorically, they carry the newest version of smart phones and probably are first in line at the Apple store when the new iPad goes on sale. We all know these individuals who one way or the other, are able to purchase before anybody else!

Bridge builders

While up for innovation, bridge builders are more cautious. They do a lot of research and comparison before they lock onto the product they want to purchase. They want to be educated or convinced, and are comfortable with mild to moderate risk.

Tradition holders

Those who hold tradition are more risk averse. They can be highly competent in well-proven technology and strategies, and occupy the role of protecting tradition.

All three roles are needed in any change initiative for the obvious strength and insight that each brings.

Although conflict during change initiatives is frequently seen as a clash between individuals, it is in fact these three roles that are competing for final outcomes. Understanding this and bringing the strengths of each into the mix while mitigating the challenges creates a win-win-win situation.

Organizations also have change styles

Understanding which one of these areas entire organizations camp out it is very enlightening. Clearly, startups live in the land of innovate or die; both in product as well as organizational structure. As an organization matures and grows, it masters the challenge to build the bridge between innovation and stability of structures and products that are recognizable and trustworthy. Finally, an organization will mature into tradition holding and guarding that which lead to its success.

Given this, we can more clearly see why organizations, regardless of where they are on this continuum, must have all three of these roles within their employment. The organization that becomes so structured that it resists all change will stagnate and die. The organization that only innovates and discards cannot get traction in our competitive business world.

We had the unique opportunity to work back-to-back with two organizations who, as organizational entities, respectively occupy the lands of leapers and tradition holders. While we very often work with these roles in teams, I have never had such a vivid experience of organizational entities occupying these roles.

In an engagement with a tradition Holding entity, we had the unusual honor of working with an institution that is 600+ years old. We witnessed first-hand the labor-intensive work of the small band of change agents that are currently holding the role of leapers for the organization. In its long history, this organization has clearly had enough wisdom to keep leapers around, to value bridge builders and to never give up on tradition holding!

We have also worked with one of the most “leaping” organizations in business today. If you ever want to truly experience this thing we call an “emotional field”, try walking into a leaper organization and then a tradition holding one. The difference is evident everywhere; in the buildings, in the furniture, in the way in which the offices are occupied, in the tone of voice of employees, in the age of the visitors, in the activities employees are engaged in and more.

​Is it healthier to leap into change, build bridges, or hold tradition?

Oddly, no. They are facing different challenges. In terms of Gottman psychology, both organizations have their 69 percent of perpetual problems. The issues are just different. Our challenge as coaches and consultants is to understand this difference and to meet them there.

Your moment of truth as coach is in the understanding in which of these you feel most comfortable. In some things I am pure leaper, in others a consummate bridge builder–and in yet other areas, a tradition holder of the highest order.

What is your bias? Are you capable of holding all three?

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