Introduction

Why some leaders move fast and break things while others crave clarity and focus. It’s not about skill, but mindset.

What’s the problem it solves?

Teams often clash because leaders and employees approach progress differently. Some want to chase every opportunity (maximizers), while others want to go deep and do fewer things well (focusers). This piece explains why these two mindsets collide and how to balance them for better strategy and teamwork.

Quick Summary

John Cutler explains that in most organizations, the real struggle is not poor strategy but a mismatch of instincts. Maximizers love speed, optionality, and trying many things at once. They value momentum over perfection and believe in increasing their odds through movement. Focusers, on the other hand, believe in doing fewer things with intention. They value clarity, depth, and coherence, and often see maximizers as chaotic or careless.

Cutler introduces four archetypes born from these instincts:

• The Disciplined Architect, who values structure and coherence.
• The Chaotic Opportunist, who drives discovery and energy.
• The Opportunistic Strategist, who adapts quickly without losing direction.
• The Rigid Perfectionist, who protects standards and stability.

The healthiest companies do not try to eliminate any of these types. Instead, they balance them. The Disciplined Architect and Opportunistic Strategist usually form the backbone, anchoring the company in focus while keeping it adaptable. Around them, the other two archetypes add creative energy and control, each preventing the other from going too far.

Cutler ends by reminding readers that these categories are just tools. Everyone shifts between maximizer and focuser tendencies depending on context and experience. The key is not to argue with logic but to understand the balance of motion and focus that keeps organizations both fast and sane.

Key Takeaways

• Maximizers and focusers represent two natural, opposing forces in organizations.
• Maximizers bring momentum and exploration; focusers bring clarity and sustainability.
• The four archetypes (Architect, Opportunist, Strategist, and Perfectionist) show how these instincts appear in practice.
• Healthy teams embrace all types but balance them carefully.
• You cannot "win" the argument between speed and focus; both are necessary depending on context.

What to do

• Identify which archetype dominates your organization.
• Pair maximizers with focusers to balance creativity and discipline.
• Build alliances between the Disciplined Architect and Opportunistic Strategist.
• Avoid labeling people; treat these as flexible roles, not fixed identities.
• Encourage understanding instead of logic-based debates when these instincts clash.

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