Merry Christmas To All

The letters and numbers you entered did not match the image. Please try again.

As a final step before posting your comment, enter the letters and numbers you see in the image below. This prevents automated programs from posting comments.

Having trouble reading this image? View an alternate.

Developing Talent: Strengths + Weaknesses

Have you noticed people making excuses for poor performance or ugly behavior by invoking the "It's just who I am" defense?

Lets have a close look at this:

Research (and common sense) confirm that focusing on peoples' strengths has a positive affect on morale, engagement and the bottom line. 

But as with any approach (or new idea), focusing on strengths can go overboard in organizations, causing many negative side-effects. Some I've seen: 

1. Using the "strengths" research as an excuse for managers to avoid uncomfortable performance discussions with employees. ("Everyone knows that James is difficult to work with and shirks his responsibilities. No one wants to work with him and clients complain about him...but he's a really good analyst. Let's not rock the boat.")

2.  Hiding behind strengths as an excuse for bad behavior. For example, "I'm sorry that I snapped at you and called you a bumbling idiot. I have a short fuse. That's just how I am. Sensitivity is not my strength. You'll just have to accept that."

3.  Dumping mundane tasks (like paperwork, administration) on others because "it's not my strength." (For example, "Anne, you're so good at making the office coffee, cleaning out the pot and using the fax machine. Would you mind? I'm not good at that kind of stuff.") 

All jobs require doing some things we don't like, or aren't particularly good at...and most companies can't afford to give all of their employees an assistant to dump work on. Sometimes we just have to suck it up and do something, even though it's not our strength. All of that said, I'm still a huge believer in focusing on strengths. I just get alarmed when I see a good concept spin out of control and become destructive. 

What's Happening?

There are probably a number of reasons why, but I think there is a phenomenon that gets played out--at least in American business circles--whenever the latest and greatest thing hits the scene. It's this:

What is actually a principle is adopted as a rule. 

These are two actual representations of the 80/20 "concept":

 
Instead of really taking time to understand all that lies underneath a principle, the human condition tends to run with a catch phrase and treat it as "the way." A book title becomes a buzzword that gets tossed around in meetings as a mantra. It becomes problematic when that word isn't represented accurately or in context.  And that happens a lot. 

So it is with Strengths. It's a lot easier to say "It's all about strengths" than it is to live a life identifying and acknowledging our strengths; figuring out where we need to become at least adequate in some of our weaknesses; and respecting the people around us enough to behave unselfishly even when we "feel" like doing our own thing our own way.

When managers avoid uncomfortable performance discussions, they are showing disrespect for their employee. How can the person improve without hearing the truth, explore ways to change, and growing as a result?

When we hide behind Strengths as an excuse for bad behavior we're really saying, "I don't respect you enough to bother to honor you with good behavior."

And when mundane tasks are dumped on someone else because "I'm not good at it," then I better ask myself just how I'm using my position power. Is one of my less attractive "strengths" the inclination to take advantage of others' weakness?

What I find ironic as I write this is: we're talking about Strength, yet the insidious culprit is Laziness. 

What to do?

1. Take time to learn the "why?" behind the "what." When you can explain a concept accurately using everyday language, you've got it. If you or colleagues around you are still discussing things using buzzwords, stop and ask for an explanation of the meaning. That discussion could lead to shared meaning and deeper understanding.

2. When you hear a "performance excuse" disguised as a reason, follow up by asking: "What are you going to do about that? It's impacting other people and that's not acceptable." It's amazing how we'll make changes once we are called on our behavior and not allowed to explain it away.

3.  Make really bad coffee and jam the fax machine. 

Managers: Coach and Build Commitment

Did you know that the majority of employees today expect their managers to coach them? At the same time, managers are concerned that they won't have all the answers.

That's understandable, given the human condition's need for a sense of control and, in a manager's case, the appearance of expertise. This very issue came up while teaching one of my online classes at Rutgers University last week. If you think this is a "Western" thing, all of the participants were experienced managers in India, Bangladesh, and Malaysia. The concerns were probably being voiced at the same time by managers somewhere in Texas, Frankfurt, or Sao Paolo. 

                                       

The good news: Employees don't want advice. They want to be stretched and asked questions that allow them to sort things out and learn as a result.

Here's What It Takes

A productive manager-employee coaching relationship includes these elements:

• Self-Direction. The employee initiates areas for learning and relies on the manager for support when necessary.
• Self-Responsibility. The coaching manager encourages employees to make decisions through reflective questions.
• Focus on Learning. Employee develops new skills with the support of the coaching manager, then sets new goals and standards.

Three To-Dos for Managers Who Coach

1. Set clear expectations for results and let your people find their own best way to get the job done. (You hired them for their unique attributes).

2. Give people as much responsibility as they can handle, then support them. People grow from being stretched.

3. Develop the habit of asking "How can we. . .?" instead of "Why did you. . ?"  Think about the distinction.

Halos, Horns, and Expectations

What do your company's talent  conversations sound like?

If you've spent more than a few minutes managing, succession planning, or doing a performance review, you know that total talent conversations can morph into a bias founded upon a single experience. Here's what I mean.

The Halo Effect

The Halo Effect surfaces when someone has an outstanding characteristic and we allow our positive reaction to that singe characteristic to influence our total judgment of the individual. What follows is a high assessment on many traits because we believe the person is a star in one trait. We ascribe a range of related talents that simply may not now, nor ever will, exist.

We see this in the realms of celebrity and politics when a physically attractive person is presumed to have a host of other positive traits. We also see it in companies where "the smartest guy in the room" moves up the hierarchy until it's discovered that his "smartness" not only doesn't extend to other fundamental traits e.g., cooperation, teamwork, initiating communication--but the individual may actually get in the way of the flow of work.

The Horn Effect

This one, often called the "Devil Effect," is the flip side of the Halo Effect and doesn't get quite as much attention. I don't know why that is. Its organizational impact is equally profound. 

In this scenario, if a person seems particularly lacking in one key trait, then that person will often be assumed to be deficient in many other traits. A manager who is constantly overdue on  project delivery (possibly due to unreasonable work demands and a boss who won't renegotiate what makes realistic sense) is assumed to be uncommitted, perhaps a little lazy, and even negligent in their overall work life.

Expectations and Self-Fulfilling Prophecies

We live up to our expectations. People who expect to be successful are more likely to succeed. People who expect failure are more likely to fail.

A manager's or supervisor's expectations about employees' performance will effect that performance. Period. Remember that performance evaluations and performance feedback will influence and mold future performance based upon the implicit and explicit expectations that managers convey. 
(The same is true in families regarding the messages conveyed between spouses those between parents and children).

Today's thought: Be aware of how you might be contributing to self-fulfilling prophecies in your workplace and in your life. It's important, because you very often get what you expect.