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When we think about high-performing teams and thriving organizations, we often think about the energy, collaboration, and creativity that come from employees who are fully engaged. But not all employees contribute equally to the success of the organization. In fact, employees can generally be categorized into two groups: makers and takers. (I’m thinking back to my article about change agents and complaint agents. Any connection? Let’s find out.)
Understanding whether your employees are makers or takers is crucial to fostering a culture that drives innovation, productivity, and long-term success.
What’s the difference between the two types of employees? How does each impact the workplace? How do you cultivate a team of makers for a more dynamic and effective business? And how are they related to change agents and complaint agents, if at all?
What Are Makers?
When comparing the two, quite simply, makers are employees who contribute more than they take. They are proactive, innovative, and focused on creating value for your customers and for your business. Makers are typically driven by a sense of purpose, autonomy, and the opportunity to make a lasting impact. These individuals often go above and beyond their job descriptions, thinking creatively to solve problems, improve processes, and add value in unexpected ways.
Makers…
- Take full ownership of their work and are always looking for ways to improve outcomes.
- Share ideas freely, collaborate with teammates, and are genuinely interested in the success of others.
- Challenge the status quo, experiment with new ideas, and innovate in their field.
- Take responsibility for successes and failures, always striving to learn and grow from experiences.
What Are Takers?
Takers, on the other hand, tend to focus on what they can extract from the organization and enrich themselves. While they may still complete their tasks, their contributions are often minimal, and they may lack the initiative to go beyond the basics. Takers are typically more focused on personal gain, i.e., WIIFM, whether it’s promotions, recognition, or rewards, than on the broader success of the team or the business.
Takers…
- May feel that they are owed something by the company and often expect rewards without necessarily putting in the effort to earn them.
- Tend to focus on enriching themselves/their own needs and goals, sometimes disregarding the needs of the team or the company.
- May shy away from collaborative efforts, preferring to work independently, often to avoid sharing credit or responsibility.
- Instead of considering long-term success, prioritize immediate personal benefits over the organization’s overall growth.
The Impact of Makers and Takers on Company Culture
The distinction between makers and takers is about more than individual behaviors; it plays a significant role in shaping the entire company culture.
Makers Drive Innovation and Growth
A team of makers is always seeking ways to improve processes, products, and services. They are the ones who help organizations innovate, adapt to changes, and stay ahead of the competition. When the majority of employees are makers, the company is likely to experience continuous growth and improvement.
Takers Drain Energy and Resources
Takers, on the other hand, hinder progress by slowing down decision-making, focusing only on their individual needs, and even spreading negativity. Over time, a culture of takers can lead to disengagement, burnout, and dissatisfaction among those who are makers.
A Balanced Team Can Be Effective, But Needs Careful Management
While a combination of makers and takers can provide balance, it’s essential that the organization’s leadership encourages a culture of collaboration. Takers should not be allowed to dominate the conversation or take more than their fair share of resources. If left unchecked, they can undermine the morale of the makers and erode the team’s effectiveness.
How to Cultivate a Culture of Makers
To build a culture of makers, it’s important to create an environment that supports creativity, initiative, and collaboration. Here are some strategies to foster such a culture.
- Define Core Values. Culture = core values + behaviors. You can’t design such a culture without taking this important first step. The behaviors must be aligned with the culture you desire to create. And they must be communicated!
- Recognize Contributions. Regularly acknowledge and reward employees who contribute positively to the team. Recognition goes beyond financial incentives; it’s about showing appreciation for the work and the impact employees have on the organization. Reward results and accountability.
- Foster a Collaborative Environment. Encourage teamwork and open communication across all levels of the organization. A culture of collaboration allows makers to share ideas, learn from each other, and amplify their collective impact.
- Lead by Example. Leadership is critical to shaping company culture. Leaders should model the behavior they want to see in their teams by taking ownership of their work, demonstrating accountability, and engaging in creative problem-solving.
- Encourage Ownership and Autonomy. Give employees the freedom to take ownership of projects and ideas. When employees feel they have control over their work, they’re more likely to go above and beyond to make a meaningful impact.
- Provide Opportunities for Growth. Make sure employees have access to learning opportunities that allow them to develop new skills and advance in their careers. Empowering employees to grow and improve is a powerful motivator for makers.
Connection Between Makers/Takers and Change/Complaint Agents
Knowing what you now know, it’s probably no surprise that makers are change agents, while takers are complaint agents.
Makers as Change Agents
Makers tend to be forward-thinking, problem-solving individuals who look for ways to improve the organization’s performance, just like change agents. They’re not satisfied with the status quo and actively seek opportunities to drive innovation. Makers often become change agents because of their intrinsic motivation to create value, solve problems, and contribute to long-term success.
Takers as Complaint Agents
Takers align more closely with complaint agents in that they often focus on their own needs and desires without actively working to solve problems for the greater good. They might highlight issues or express dissatisfaction but may not contribute to solutions. Complaint agents can sometimes disrupt organizational progress, much like takers, by focusing on problems without taking ownership of resolving them.
What About Fakers?
Well, shoot. We thought there were only two distinct categories, but unfortunately, this one is real, too. We’ve all seen these folks.
Fakers are perhaps the most harmful because they create the illusion of contribution without actually delivering meaningful results. Unlike takers, who are openly self-serving, fakers operate in the gray area of perception management, saying the right things, attending the right meetings, and taking credit where possible while avoiding real effort.
Fakers tend to be…
- Masters of corporate jargon and buzzwords without real action.
- Seen in meetings but contribute little of substance.
- Take credit for successes but deflect blame for failures.
- Busy but produce little measurable output.
In Closing
The question of whether your employees are makers or takers is more than a simple categorization; it’s an opportunity to reflect on your company’s culture and its potential for growth and success. By nurturing a team of makers, you can create an environment that encourages innovation, productivity, and a strong sense of purpose.
Organizations that reward results and accountability will naturally support makers and expose both takers and fakers. However, in workplaces where optics matter more than output, fakers can thrive, and takers can manipulate systems to their advantage – and drive true makers away.
Remember, the power of a culture of makers lies not only in individual effort but in how that effort is amplified through collaboration, recognition, and shared goals. When your employees are makers, your company becomes a place where creativity flourishes, challenges are overcome, and growth is constant.
The key question for leaders is: Are you fostering a culture that values true contribution, or are you allowing takers and fakers to rise and dominate?
A society that does not honor its creators will not long endure. ~ Ayn Rand
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