3. Implementer Imprinting

If we are doing the Implementer expression at the imprinting level, we believe we know how to get things done better than anyone else and that our organizational skills put other people to shame. Others should respect our ability to streamline processes and procedures. Once we build up steam, nothing will stop us. We are completely committed to following through on everything we do and believe that without pain there is no gain. We are loyal and demand loyalty in return. We also believe that we are not attached to the way things are, but we do not believe in changing things without a good reason. We like to appear to be making decisions quickly even when we are not. Unfortunately, all these aspirations are challenged by an inability to prioritize tasks in a way that works. It is recommended that Implementer imprinted individuals not take jobs where their performance will constantly be judged.

Level One Implementer Imprinting (Society’s Social Imprinting Process)

Level One Implementer imprinting can be identified by our exaggerated capacity to prove our capability. The more others doubt our capability, the more we feel the necessity to prove we can do it ourselves. We act like doing something the “right way” is a sacred trust that we cannot leave to someone who is not committed to doing it the right way. Being told the “right way” is irritating. The problem is that we do not necessarily believe that we are capable and therefore we think that doing this behavior will put people at ease around us. Actually, the reverse is true because people are not at ease when they see that we are disconnected from what we are doing. At this level, Implementer imprints are highly opinionated and hate lazy, stupid or indolent people.

Level Two Implementer Imprinting (Keeping Others From Being Right)

Level Two Implementer imprinting is easily identified by our attempts to be certain or clear about our commitments. This causes us to restate our commitments frequently to make sure others are not changing their expectations of us. Typically, it makes people feel inadequate, stupid or like children. Our condescending attitude frustrates others because we make them conform to our way of doing it. At this level, Implementer imprints want to keep things stable and assured because we are afraid of the changes others are attempting to introduce. Level Two Implementer imprints can be easily identified by how we protect our territory and position. While we act like we are open to examining other options, we actually believe that our superior understanding of our own “reality” is better than anyone else’s. Therefore, we feel that others should automatically defer to our expertise and our ability to make things happen.

Level Three Implementer Imprinting (Lost In Our Imprinting)

Level Three Implementer imprinting is operating when we become systematic in our approach to change. At this level, we allow others to introduce a certain amount of change as long as they give us adequate advance notice. We do not allow too much change, as it would be distracting and inefficient. While others are frustrated when we demand to go slower, we feel more powerful because we are setting the pace that works for us. In this level, we accept a degree of movement, believing it also gives us a degree of freedom to demand change in return. At this level, if we have a problem adjusting to the demands of others, we just request that they confine their change to one variable at a time. Our argument is “If it ain’t broke, don’t fix it.” At this level we believe we are good at changing, but actually, change is a very slow process for us.

Anti-Implementer Beliefs

  1. “Didn’t you know I could do that?” becomes You never accept what I’ve done. Anti-Warrior beliefs about taking unilateral action in a situation allow us to invalidate what has been done and to deny its value to others in the situation. We become trapped in the paradox of wanting others to accept what we do without accepting the way they do it. We could even feel that “might makes right” by forcing others to accept what we do while not accepting what they do. We enjoy putting others down when they make exaggerated claims, believing that we are the final judges for what they actually accomplish. This affirms the notion that there is one right, best way to do things: our way. We end up distancing and denying others with ideas, especially ideas that would change the foundation of what we built.

  2. “Certainty and clarity only” becomes Never trust the experts. Our beliefs that anyone who is arrogant really doesn’t know anything encourages us to discount anybody who knows anything. This overrides our ability to use their services. This typically leads to situations where we try to fix everything ourselves and get into more difficulty. We can end up believing that other people are just trying to take advantage of our ignorance because there are tricks to the trade that allow them to get away with things that we, not knowing these things, cannot get away with. This creates a love-hate relationship with knowledge. Actually, we are seeking people who are open to exploring options and don’t have pre-established ideas about the way things are. When we see somebody who is certain and set, we attack them.

  3. “Planned change only, please” becomes Play it by ear. The more others try to control us to do things in a systematic way, the more we rebel by trying to attack the whole structure. In other words, if the bureaucracy doesn’t work for us, we loudly complain that it doesn’t work for anyone. The challenge of this dilemma is that total anarchy doesn’t work for anyone either. This means that having some expectations in general about a circumstance or situation can actually facilitate us in making choices and embracing the possibilities. If everything were up in the air, then our days would be more complicated and difficult. We need to learn how to deal with change in a systematic way that comes from our being clear about the priorities of all the people involved in the process.

Page Author: 
© Copyright 2016, Larry Byram. All Rights Reserved.

Newsletter Subscription

Sign up now to get updates and event notifications, and you will immediately receive a Higher Alignment Mini Creative Assessment that summarizes the seven most important Compatibility Factors.

Go to top