How Does the Mindset of a Changer Differ from a Runner?

Co-authored with Alexey Yarkov

We’ve all encountered that colleague who dives into work each morning with full of energy. There they are, confidently striding through the office with a cup of coffee, knowing exactly what to do, how to do it, and drawing an incredible charge of energy from the process. They work like a well-oiled machine, almost like an assembly line in a high-performing Chinese factory, steadily moving toward their goals. These are the runners—people who find inspiration in stable, clear, and proven processes.

I watch them and ask myself: why can’t I find the same joy in each workday, every task, ?every breath?? Why don’t I draw energy from completing routine activities? Instead, I crave new challenges, fresh knowledge I can apply, or at the very least, a realistic plan that’s slightly different from the previous one. The answer becomes clear when I realize that I’m not a runner. I’m a changer.

For us, changers, energy lies in the pursuit of breakthroughs and discoveries. I recall an example: in my rural retreat, where I have a small house, it’s common to use surplus crops for winemaking. Initially, the process fascinated me—it was full of joy and discovery. But once I mastered the techniques and understood the process, it became unbearably monotonous and uninspiring. One day, however, I decided to set a new challenge for myself: to try a completely new method of winemaking. That simple decision changed everything. The process transformed into a quest for knowledge, turning me into a "learner" (more on this in future articles). I was so motivated that I worked for four hours straight until 2 a.m., feeling energized rather than drained at the end. That small adjustment in approach restored my enthusiasm and completely reframed the experience.

Who Are Runners and Changers in the Corporate World?

Runners are the backbone of any company. They keep processes stable and operational, working toward long-term strategic goals. Their role is to follow proven methods, ensuring order and stability. Runners can excel at all levels of a company, from interns to CEOs. These individuals consistently deliver predictable results, providing a sense of reliability to the organization and employees. For a runner, showing up and doing their work effectively is enough to bring value and confidence to the company.

Changers, on the other hand, are the drivers of progress. They search for new paths, tools, and approaches. Their mission is to find solutions, transform processes, and achieve novel results. Routine is a trap for changers; their inspiration comes from innovation and change. To be effective, changers need the freedom to explore, experiment, and implement ideas without the burden of having to justify every step with proof. Changers deliver results less frequently—once or twice a year—but their work can transform departments, business units, or even entire companies in response to external threats or market opportunities.

How Can Runners and Changers Collaborate Effectively?

To ensure productive collaboration between these two types of employees, communication is key:

1. If you’re a changer managing a runner: Clearly describe the process and expected results. Ensure the runner understands what needs to be done and how to do it. Provide specific directions and trust them to handle the rest, adapting your level of oversight to their competence.
2. If you’re a changer working under a runner: Present your perspective through tangible opportunities and results. Request more autonomy in choosing methods and tools to implement your ideas. Ask for clear goals and outcomes from your manager; you’ll figure out the methods yourself. Remember: runners value stability and clear plans, so demonstrate your willingness to take responsibility.

Tips for Runners and Changers

For Changers:

• If stuck in routine, invent a new approach to the task—it will reignite your enthusiasm.
• Break tasks into smaller steps to create a sense of progress.
• Continuously learn new skills or knowledge to stay inspired.
• Plan your day carefully but remain flexible to accommodate shifting project goals.
• Set aside time for brainstorming and idea generation without pressure to deliver immediate results.
• Collaborate with runners to bring structure to your ideas and streamline routine tasks.

For Runners:

• When involved in change projects, frame them as a series of continuous actions to reduce anxiety.
• Identify elements within uncertain projects that you can control to create stability.
• Stick to a well-defined daily routine and task list to maintain productivity.
• Lean on familiar habits like morning coffee or task planning to stabilize your emotional state.
• Draw inspiration from changers—they can help you improve processes and bring fresh perspectives.

Conclusions

• Runners and changers complement each other. Their collaboration is the foundation of any company’s success.
• Respect the differences in their approaches and learn to communicate in a shared language to avoid conflict and foster synergy.
• Identify your energy source: runners thrive on stability, while changers are fueled by innovation. Understanding your type helps you harness your strengths effectively.

Whether you identify as a changer or a runner, remember that both play vital roles in achieving corporate goals. The key is to embrace your unique strengths and find inspiration in your work.