We’ve discussed the strengths/weaknesses theory previously, but how does it work best in an organisation?
One’s management of one’s strengths and weaknesses is critical in managing one’s self and career.
Most people don’t quite know what their weaknesses are, let alone their strengths. Identifying them through self-analysis and feedback-analysis is an important starting point. Doing this early in one’s life is also advantageous.
The second step is to find the key performance in the core competence. In other words, how do we best exploit our key strengths.
For example, I personally have a strength in computer programming. It is something I’ve studied and worked on. However, whilst it is one of my strengths it is not my greatest strength. More importantly, it is not an area where I perform the best either. I am far better at doing other things.
A common trap in the competence discussion is ignoring that people have multiple strengths and more importantly not extending the analysis to their area of greatest performance.
Finally, we must move to results. This responsibility lies more with the organisation than the individual, and particularly with management.
It is the manager’s responsiblity to ensure people find themselves in roles where they peak perform to their greatest strengths for the benefit of the organisation.
A manager must maximise results by harnessing an individual’s performance. Doing so is beneficial to the organisation and the individual. Ongoing communication of this is also critical.
For only when an individual finds a sense of purpose from achieving results personally and for the organisation will the performance loop be complete.
Understanding one’s greatest contribution and the results from it ensures satisfaction for one’s work.