What Gets Your Attention – Strengths or Weaknesses?
If your boss told you that she noticed something about your performance and wanted you to come to her office to discuss it, would you assume that she had noticed an area of your special competence and wanted to bring it to your attention?
It’s a question I’ve asked often during a keynote presentation. Among the majority of audience members who respond with nervous laughter, there are only a few who raise their hands. In fact, most people report that they are singled out for notice only when there is a problem with their performance.
As a leader, my question for you is: What gets your attention?
All too often, leaders tend to notice and comment on weaknesses and mistakes more than they comment on talents and strengths. This approach is typified by the “If-I-don’t-say-anything, you’re-supposed-to-know-you’re- doing-fine. I’ll-let-you-know-if-you-screw-up” style of communication.
While continuous learning and performance improvement are valid concepts for future success, focusing solely on what is lacking leads to an unbalanced evaluation of someone’s worth and potential. It is no wonder then that most workers have problems taking risks and confronting uncertain situations. When the focus is on weakness, not competence, and when people lack awareness or confirmation of their strengths, they lack the confidence required to embrace change, to speak up, and to realize the value of their contribution.
The truth is, strengths overlooked may atrophy, and weaknesses — regardless of how much effort is put into trying to improve them — will never match a person’s natural talents.
Here are three ways to help the people you lead play to their strengths:
Acknowledge immediately.
Timing is everything when it comes to building talents and strengths. Get in the habit of commenting on outstanding employee behavior as soon as you notice it. When managers at a California restaurant chain catch a worker doing something exceptional, they immediately give the employee a “Star Buck.” Each restaurant has a monthly drawing from the pool of stars for prizes (cash, TVs, etc.), and each region has a drawing for $1,000 cash.
Encourage employees to “go public.”
One manager I know came up with a creative solution to her employees’ lament that, although she did a pretty good job overall, there were many times when she seemed too preoccupied to notice accomplishments. The manager put a hand-painted sign in her office and jokingly encouraged employees to display it whenever they had a significant achievement. What started out as an office gag is now a favorite employee ritual. The sign reads, “I just did something wonderful. Ask me about it!”
Find ways to capitalize on strengths.
Everyone has unique talents and abilities that are not always used in their present jobs. I once interviewed a Human Resources Director named Paula whose assistant was doing an adequate, but mediocre job. Paula talked to the woman and found out that, in her spare time, she was a top salesperson for Mary Kay Cosmetics. In Paula’s words: “I found out she had great sales skills, so I changed her duties to include more of what she was good at — organizing, follow-through, and closing deals. She had this tremendous ability. My job was to figure out how to use it.”
