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Make The Most Of Your Time - Focus On Strengths
By Martin Haworth, Sat Dec 10th
Time efficiency and business effectiveness are much betterserved when we focus our efforts where we are strongest – whenwe are aligned with our values and skills. And by delegatingthose parts of our skill-set which less best suited, we get thebest of both worlds. Once working and focused in tune with what they do best, yourpeople are freed up to deliver their very best performances.They encourage others to work to their strengths too.Thus, each is far more effective. By recognising this ineach other, there is another benefit. Everyone realises thevalue that differences can bring to the team, business ororganisation. And that is valued - people work together muchmore freely. So, by challenging each other to be honest about what others cando better than they can, all benefit. Everyone is enabled todeliver what they do best, and by elevating them to worktogether, the bond grows as each values the performances wherethey work best.
In their excellent book, “Now Discover Your Strengths”,Marcus Buckingham and Curt Coffman explore the hugelyvalue-creating process which many organisations have embodied intheir culture, by enabling individuals to do what they do best,more of the time. The best individuals deliver exceptional performance in aboutjust 5-6 of the likely 8-10 competencies which their jobrequires. The enlightened ones realise they can’t doeverything well and discover coping strategies for thoseareas which they need to deliver, but can’t, for one reason oranother - simply they bring huge qualities to their role, butnot everything. This fits for management roles from top tobottom of an organisation. So, then, cease the struggle! Performance Reviews stop focusing
on ‘getting better’ at thoseskills which are not their natural ‘A’ set. More, they help themfocus on what they are great at, leveraging theirabilities to the organisations best value. And, hey, guess what, by doing this, they feel better, get muchmore of a buzz and their performance is elevated even more. It’slike an upward spiral. When this is happening across thebusiness, fabulous results are achieved. There is less struggle and dread of their reviews – less timewasted and individuals valued for what they are –individuals and celebrate their unique skillsets. So, howto cover the bits that aren’t too hot? The best discover copingstrategies with supporters around them, some delegate,some hire support. In fact, they often partner up with one or anumber of colleagues who can deliver well, their own ‘AchillesHeel’ skills. Look around, many CEO’s have great support executives, who oftencomplement their skill strengths. (Often the 'Finance Guy' whois keeping a tight rein on the creativity of the CEO - i.e. areality check :-)) Focusing on what they do well, and gettingothers around them to do what they do well makes for much moreeffective and enjoyable working. Together withexceptional results - of course! And it is such a release. About the author:© 2005 Martin Haworth is a Business and Management Coach. Heworks worldwide, mainly by phone, with small business owners,managers and corporate leaders. He has hundreds of hints, tipsand ideas at his website, www.coaching-businesses-to-success.com. (Note to editors. Feel freeto use this article, wherever you think it might be of value -with a live link if you can). |
