Some business leaders are builders—with a passion for long-term organic growth—while others are remodelers, decorators or realtors.

Sustainable organic growth is difficult and requires the “staying power” of a leader who at the very core is a builder.

1. Four Leader Types

Business leaders may be builders, remodelers, decorators, or realtors. If you see a business steadily growing in size, profitability and stature... look for the builder. If you see products selling at premiums over competitors'... look for the builder. If you see a business obsessed with delivering real customer value—brushing aside fads, downturns and criticisms—look for the builder

2. Non-Builder Descriptions

Not every business leader is a builder. Some are remodelers. They’re great at fixing up a place that needs work. This is honest labor and creates real value… up to a point. Still other leaders are interior decorators. There’s nothing wrong with making the place look nice, but some spend far too much time boosting “curb appeal” with every quarterly financial report. Other executives are realtors. They love to buy and sell, and reap rewards when the work of others' hands changes hands. Perhaps their industry is ripe for consolidation or the deal makes strategic sense. But once something has been bought, a builder is needed to increase its value. 

3. Rewards for Builders

Most leaders are a composite of these roles. But one role usually defines them and guides their work. The builder role requires patience, resolve and skill. In return, the builder 1) receives long-term financial reward, 2) shelters employees’ families from the dismissals and turmoil suffered in poorly-managed firms, and 3) knows the gratification of building—with others—something of lasting value.

Blueprints for Growth Executive Briefing “Are You a Builder or a Decorator?”

New Product Blueprinting: The Handbook for B2B Organic Growth Pages 21-27

Q1. If a leader is not a natural builder, can he or she become one?

Yes… the “building trade” can be learned, so help your leadership learn from others—through networking, thought leaders, and associations. Understand your leaders’ current leadership styles and demonstrate benefits they will value. A “remodeler,” for instance, will appreciate seeing customer insight training as a “business process that is improving.”

Q2. How do we implement Blueprinting if our leader is not a builder?

Builders are patient and have confidence that their actions today will lead to long-term growth. Non-builders are less patient, so you need to demonstrate positive results at each step of the journey. Look for and publicize “intermediate wins” e.g. positive customer reaction, new market understanding, near-term business opportunities that resulted from positive interviews, etc.