Accelerating

Change
Management:
Getting seven
personalities on board

wrike.com
ACCELERATING CHANGE MANAGEMENT

Table of Contents
Introduction: Change Your Minds .................................................................................................... 3

Section 1:
The Skeptic .......................................................................................................................................................... 5

Section 2:
The Eager Beaver .............................................................................................................................................. 7

Section 3:
The Free Spirit .................................................................................................................................................... 9

Section 4:
The Technophobe ...........................................................................................................................................11

Section 5:
The Drama King or Queen ............................................................................................................................13

Section 6:
The “I” in “Team” ..............................................................................................................................................15

Section 7:
The Know-it-all .................................................................................................................................................17

Conclusion: Working with Confidence..................................................................................................19

Further Reading .................................................................................................................................. 20

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…? ACCELERATING CHANGE MANAGEMENT

Change Your Minds

Airbnb scaled production four-fold and decreased spending. Educational software company
Frontline got 20% more work done. Personal financer SoFi scaled active projects by 30%.

But results like these don’t come simply because you’ve purchased a project management
tool like Wrike or any other software. You have to get people bought into using the tool.
If no one uses it, then you won’t get any of the tool’s benefits.

Change is hard for many no matter how positive the outcomes. People are set in their ways,
workflows, and antiquated tools like spreadsheets and emails.
Adopting a new and unfamiliar solution can be challenging and stressful.

In his book Quiet Leadership (2007), David Rock reveals lack of change management success
is due to the way people think and react.

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Change management is a challenge for all growing organizations.

The technical aspects of transition—new software, systems, equipment,
etc.—are difficult enough. Adding humans into the process presents
a whole new range of complexity. Boiling it down, any kind of change
in an organization requires four things:

“
Ordering people to change and then telling them how
to do it fires the prefrontal cortex’s hair trigger connection
Advocacy. A team member must propose and encourage
the changes.
Buy-in. Those affected by the change must understand, agree,
and commit to the proposed changes.

to the amygdala. The more you try to convince people that Participation. Everyone involved in the changes—either directly
you’re right and they’re wrong, the more they push back. or indirectly—must cooperate and ensure everything is properly
The brain will try to defend itself from threats. implemented.

― From “Quiet Leadership” by David Rock Education. Everyone needs the right information and training so
they can easily adapt and ensure the changes stick.

Anticipating the needs and concerns of your team in advance makes

for a smoother transition.

We’ve identified the seven most common personality types you’ll

encounter when switching to Wrike or any other tool. And we’re
giving you some tried-and-true ways you can leverage the strengths
of each personality type to get everyone on board.

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ACCELERATING CHANGE MANAGEMENT

Section #1

The Skeptic
Skeptics are Jedi Masters at asking “why”. They masterfully wield
that question, slicing into any proposition or decision to understand
its purpose. This persona quickly roots out wastes of time and
resources. They can also bring clarity to actions and projects.

But a rudderless Skeptic without proper motive or attitude

can be a pessimistic sourpuss. Armed with outdated assumptions
or irrelevant evidence, skeptics quickly shoot down new tools, ideas,
or methods before they are explored. This negativity can infect your
team, preventing them from voicing differing thoughts or new
ideas out of fear.

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ACCELERATING CHANGE MANAGEMENT
Signs There’s a Skeptic
on Your Team
∙ They tell you everything is fine
the way it is, even when things
aren’t working efficiently.
∙ They make assumptions and form
opinions about things before
trying them.
∙ They are satisfied with the current
level of performance, doubting
the team is capable of producing
better results.
How to Manage a Skeptic
Since the Skeptic is not easily won over, their endorsements or lack thereof holds sway
over the team. Nip any negative viewpoints before they can spread.
First, figure out and try to understand the Skeptic’s position. Perhaps another project
management tool soured them and demotivates them from trying another one. Seek their
opinion of Wrike or whatever new tool you want to implement. Ask them to thoroughly
evaluate the tool before forming a final opinion. Involve them from the start.
For example, bring them into any decision processes about how work should be done
and maintained in Wrike so they feel their insights are valued and put to use. If possible,
give them some sort of responsibility early, such as ensuring the entire team completes
the training.
Skeptics need some “skin in the game.” The more the Skeptic feels invested, the more
they’ll reserve judgement. If you are able to achieve this, a funny thing starts to happen—
the Skeptic becomes a fervent defender of Wrike or whichever tool you’ve chosen.
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Section #2

The Eager Beaver

On the surface, the Eager Beaver seems to require little, if any,
guidance. They enthusiastically see the value of any new tool right
away, continually asking for updates and pushing for everything
to move into the new system ASAP.

The problem, however, is they’re a little too pumped. There’s

a difference between being eager and impulsive. Making too many
changes before you fully understand how they work or how they’ll
impact others can cause more harm than good. As the old adage
goes, “You need to walk before you can run.”

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Signs There’s an Eager Beaver

on Your Team
How to Manage an Eager Beaver
∙ They’re moving projects With the right coaching, the Eager Beaver can be your greatest ally. Use their
into Wrike or your new platform enthusiasm to get others pumped on the tool and what it makes possible. You’ll want
without discussing the best ways to involve them at the start like the Skeptic.
to organize them.
Sit with them and map out the road to success so they’ll know exactly how an effective
∙ They’re breezing through
Wrike roll-out will work. Reviewing the overall strategy and goals will allow them to see
or skipping parts of the training,
how each piece fits into the whole.
missing out on key details.

∙ They’re creating duplicate work The biggest challenge is reigning in their enthusiasm when it crosses into impulsiveness
and not consulting with the team. without crushing it completely. This requires a soft touch and lots of patience.

Stress the need to understand the basics of the app first before diving into the more
advanced features. Implement and enforce a system of feedback before any big
changes are made, especially in the beginning.

Do your best to not dampen their excitement if they make a few mistakes.
Instead, remind them of how their work fits within the whole team and encourage them
to take it slow. Once the Eager Beaver understands how their actions can affect others
and sees the overall vision, they’ll align their efforts to support the company’s goals.

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Section #3

The Free Spirit

For some people, using a project management system is second
nature. They’re born planners, deriving comfort and security
from having everything documented, planned, and scheduled.
That’s not the case with the Free Spirit.

They take a more improvisational approach to life, preferring

flexibility and taking things as they come. They chafe with
too much process. They feel more comfortable with a quick
chat than extensive documentation. While their adaptability
to whatever may come is often a welcome strength, their
aversion to structure can often lead to gaps in visibility
amongst the team and breakdowns in communication.

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Signs There’s a Free Spirit
on Your Team
∙ They continually ask if it’s really
necessary to document every part
of their work.
∙ They’re hesitant to follow outlined
processes.
∙ They don’t have a clear or structured
method for accomplishing
repeatable tasks.
How to Manage a Free Spirit
While Free Spirits may not always follow convention, their flexibility and calmness
in the face of chaos are huge assets as your team transitions to Wrike.
To get Free Spirits on board, give them some autonomy in the tool so they feel
a measure of freedom. This does not mean they need access to everything, but give
them a little breathing room at first and then expand from there as they progress.
As long as Free Spirits do not feel confined, they will usually be open to working
within your suggestions.
It’s important to showcase the pain points that come with not having structure. Many
times, they may be completely unaware how their actions may be holding up work
or making work more difficult for their team.
Instead of making visibility into work seem like a micromanaging tool, frame
it as a way to highlight and praise more of the work they do. The Free Spirit
can quickly become a passionate advocate once they learn how Wrike can empower
them rather than restrict them.
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Section #4

The Technophobe
Technology and digital transformation are changing so fast that they
can cause whiplash for everyone. It’s hard to keep up, especially
for those not so tech-savvy, regardless of age.

For many, tech speak might as well be another language. They

find comfort and stability in routines and patterns. So when new
solutions replace that familiarity, their world comes crashing down.
Instead of being seen as a resource, technology becomes the enemy.

For example, Wrike’s flexibility can easily overwhelm technophobes.

They get stressed by what seems like an infinite list of features
and options. Feeling like they are drowning with no life preserver,
the Technophobe can become withdrawn, disconnected, and irritable.
They also cling to things like physical notebooks and calendars, denying
the team visibility into their work.

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ACCELERATING CHANGE MANAGEMENT
Signs There’s a Technophobe
on Your Team
∙ They’re constantly asking how
to do things in Wrike and grow
frustrated easily.
∙ They have to be reminded
of meetings, due dates, and other
key pieces of information because
they are not plugged into the single
source of truth.
∙ They’re reluctant to let go of email,
meetings, or spreadsheets because
that’s “how they’ve always done it.”
How to Manage a Technophobe
Slowly wean them off their notebooks and calendars. Allow the Technophobe to keep
their tools, no matter how outdated, and duplicate their efforts. By setting minimum
expectations and slowly raising them, they’ll come to realize that it’s easier to just use
Wrike in the first place.
Set them up with a personal Folder where they can practice without fear of messing
up any projects. If possible, put them on teams experienced with Wrike that have well-
organized Projects and Folders. Sign them up for some of our comprehensive webinars
to get them comfortable with the basics.
Wherever possible, take time out with the Technophobe and walk them through
essential parts of the tool and workflow. People have different learning styles, so try
to identify what seems to work best for them. Once you figure that out, provide them
resources in that format but be careful not to overload them.
Celebrate any wins, no matter how small. Gaining proficiency in Wrike may take
longer for Technophobes than others. But if you’re patient and positive, they can be
brought up to speed in a reasonable amount of time. Some former Technophobes have
learned the ins-and-outs of Wrike so well that they’ve even been able to surpass their
more tech-savvy teammates!
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Section #5

The Drama King

or Queen
To be able to identify every contingency is an incredibly valuable
skill. Organizations run into big problems when they don’t plan
for the worst. Having someone on your team who can foresee
all possible outcomes and help you prepare for them is something
to be treasured. The caveat is that sometimes these individuals
only see the negative. They can overemphasize the downside
and minimize the upside.

These people are commonly known as the Drama King or Queen.

Left unchecked, these individuals can bring down the mood of a team
and zap momentum. They stoke irrational fears and prevent teams from
taking necessary risks. While their motives are often to protect the team,
in reality they often put them in greater danger.

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ACCELERATING CHANGE MANAGEMENT
Signs There’s
a Drama King or Queen
on Your Team
∙ They assume everything is going
to be difficult and that the worst
will happen.
∙ They exaggerate and draw attention
to any problems or roadblocks.
∙ They are preoccupied with edge-
case scenarios, the vast majority
of which don’t even apply to your
team.
How to Manage a Drama King
or Queen
More so than anyone else on the team, this individual needs a confidence boost.
Try to have an isolated conversation where you can address each of their concerns
away from the group. Make them comfortable with sharing their thoughts with you
directly. Institute regular check-ins to ensure they’re feeling okay with the changes
and address anything they point out as quickly as possible. Ensure they have access
to all of the training materials and resources available.
The main motivator of the Drama King or Queen’s behavior is fear. Whether this fear
is rational or not is not the point. A good leader ensures everyone on their team feels
safe and is equipped to do their best work.
By allowing a Drama King or Queen to vent away from the team, you’ll prevent
widespread panic while addressing their concerns. When the Drama King or Queen
is able to calm down, feels supported, and sees that everything is under control, they
become the most diligent and conscientious Wrike user on your team.
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Section #6

The “I” in Team

Some people are able to go against the grain and forge their own
path. Unencumbered by the expectations or opinions of others,
they move forward with ideas and will them into reality. Some
may call this stubbornness, others call it grit.

In many cases, this is an admirable quality. But in many team

scenarios, it’s a liability. We call those who are unwilling
to compromise with others the “I” in Team. These headstrong
individuals can be some of the most difficult to get in sync
with the rest of your team. They can be quite vocal about their
opinions and a thorn in the side to anyone with whom they
don’t see eye-to-eye.

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Signs There’s an “I” in Team

on Your Team
How to Manage the “I” in Team
∙ They avoid or make up excuses The “I” in Team’s actions might seem like he or she doesn’t care about the thoughts
when the team meets to discuss or feelings of others. But deep down they often do.
project planning.
Use peer pressure to get them to see that the entire team has committed, and they
∙ They refuse to complete any
alone are the holdout. It’s important not to enable their behavior. Make it a rule to only
of the training or onboarding
work on things in Wrike so that others can also work on things with them.
activities.

∙ They openly challenge the team’s Once the “I” in Team sees that the resolve of the team is stronger than theirs, they may
decision to adopt Wrike. soften and agree to participate. If this happens, be sure to reward them. Be liberal
with praise and recognition anytime you see positive behavior, but be sure not to do
this in a condescending way.

Gamification is a powerful tool that can get people to change their behavior. Put
some fun challenges before your team and give prizes to the winners. For example, you
could hold weekly contests for whoever completes the most tasks.

A little competition could help lighten up the mood and inspire people to channel their
energy in more positive ways. When the “I” in Team sees how functioning smoothly
as a team unit is critical for success, they’ll start to focus their rebel tendencies
on making sure the entire organization stands out from the crowd.

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Section #7

The Know-it-all
The minds of some people are like sponges, able to retain and access all kinds
of information at will. These folks can alert you if the team’s going down wrong
paths and bring valuable context to problems that others miss.

But knowledge has a half-life. We need to continue to update our knowledge

to keep up with the pace of change. And this can make the Know-it-all very
convincing.

Their confidence may display what appears to be a complete understanding

of a problem, but keep in mind it could be based on obsolete evidence.
Unfortunately, there’s no easy way to identify a Know-it-all from a Knew-it-all.

Even if they have accurate data, the Know-it-all may go beyond what they
know and make decisions without the approval or consent of the group. When
the Know-it-all thinks he or she knows better than everyone else, it becomes
impossible for teams to get in sync and maximize their collective impact.

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Signs There’s a Know-it-all
on Your Team
∙ They stress out their team with a flood
of changes and notifications.
∙ They have strong opinions about
the tool that aren’t backed by
hands-on experience with it.
∙ They focus so much on traditional project
management that they don’t think about
how their actual team works.
How to Manage a Know-it-all
First and foremost, the Know-it-all needs to understand that they don’t actually know it
all. There’s a reason why they’re part of a team, and not a lone wolf.
Educate them about how their actions have consequences and affect the group’s
workflow. Establish from the get-go that decisions are made as a group. They should
continue chiming in with their insights, thoughts, and perspectives, but ultimately they
have to get comfortable with others making the final call.
Know-it-alls can be great coaches for newer or more novice team members,
especially once they commit to empowering the entire team. Pair the Know-it-all
with a less experienced or knowledgeable person and ask them to master specific parts
of the tool or process in Wrike.
The Know-it-all will have the chance to share his or her knowledge while the novice
has the opportunity to test the integrity of the Know-it-all’s understanding through
consistent and unexpected questions.
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Work with Confidence

Getting everyone on board to use Wrike can be a challenge, but as thousands of the world’s
top performing companies will tell you, the juice is worth the squeeze. Organizations of all
sizes have been able to get up and running with Wrike, tailor it to fit their needs, and use it
to achieve increasingly ambitious business goals.

At the heart of it, resistance to change arises because of fear. A new tool is an unknown
and can cause feelings of insecurity for many people. The solution is to provide as much
confidence as possible. Identifying each of the different personality types on your team
and applying the management techniques for each personality type will help everyone start
achieving more than ever before. Projects will be completed faster, individual productivity will
increase, time and resources will be saved, trust will be built, and confidence will be earned.

Change is inevitable. With the right techniques, you’ll be able to successfully manage change
in your organization and help everyone work with confidence.
Further Resources
∙ Change Management Training Session – Our Customer Success Team talks in depth about
Change Management, the resources you’ll need, and building habits that stick around.

∙ How to Get it Wrike – Want your team to hit the ground running with Wrike? Check out
this quickstart guide packed with everything you need to know to get started.

∙ Join the Conversation – Want to talk to other teams going through a Wrike changeover?
Find out what others are trying and share what you’ve done.

∙ The SCARF Framework – Managing both the human element and the technical aspect
of any change well is crucial to a smooth and sustainable execution. This article breaks
down a framework that uses several psychological triggers and will help get your team
through the change as painlessly as possible.

∙ Troubleshooting Change Management – Are you running into some roadblocks? Here
are the common reasons change management fails and remedies to fix them.
See why transformative marketing teams from companies like
Airbnb, Esurance, and Hootsuite choose Wrike.
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