Sun, 19 April 2020
If you've been following this series, you'll know we've been spelling the word STRENGTHS with nine core competencies that pop out as the most elusive, interesting, or unconsidered when implementing strengths at work. So far, we've had:
1. S.E.T. (Skills, Experience, and Talents)
Now we are midway through as we explore our fifth core concept: “Not an Excuse.”
Once in a while, people want to use their strengths like an excuse. Here are a few examples:
“I’m an Activator and I don't like to wait. I only work on things where I don't have to wait.”
“I lead through a bunch of Executing talent themes and I like to get things done. And now you're asking me to do some deep thinking and research, and that sounds boring to me. So I don't want to do it.”
“That just doesn't sound like fun to me. I lead through Positivity and I can't do anything that is just way too serious for too long.”
But in the world of work, this is not how we can operate. We have to do certain responsibilities that we don't like.
When those kinds of thoughts come up, make sure you're assessing that you can‘t use those as a reason to have bad performance or low accountability—just because of something you don’t like doing.
Understanding The Strengths Spectrum
As it seems, there are two ends of the spectrum that people end up raising around this concept of excuse:
When it all comes down to it, revenue still has to keep coming in. As a team you still have to get results, or else none of you will have a job.
Remember: if you're really living out strengths as tools, you believe in high accountability and in getting results.
We all know that it's better to get more time in our strengths zone and fewer minutes in our weakness zone over time. It's always a great idea to shape your job toward that, but it's not instant. It would be foolish to believe that you're going to live 100% of every moment in your strengths zone, and that all weakness moments will now be gone forever.
Your Team Challenge: Plus One, Minus One
Here’s a great exercise to do if you're leading a team. (You can also do this as an exercise for yourself.)
Ask every member of your team to think of one thing that they would want to get -- either something they don't have or something they want to get more of.
A few guide questions:
Ask them to think of what they would want to subtract. It could be:
Once all members are ready with their answers, you can do a round-robin as a team where you go around the room and every person shares one thing they want to add more of and one thing they would like to get less of.
Sometimes, however, the answers aren't as useful. For example, eight out of ten people might say, “I would like fewer emails.” As a manager, you want to get way more information than that. Prior to a round-robin, another approach could help.
Give the members of the team two to five minutes to write as many things as they can and as specific as possible under the + side and the - side of their list:
As this is a brainstorming activity, emphasize to them that the objective is just to get as many things written down as possible.
Too Many Common Answers?
Whenever this happens, as it typically does, immediately acknowledge it. For example, if a lot of the team members say “too many meetings” --
That way, they won’t feel like they're getting dismissed, but at the same time you’re getting some more unique and useful information.
Still, if you hear the same answer many times, then take it as an opportunity to address it like it’s a team scenario.
Then you can do the share-out in a much more insightful way. As the leader, you may throw these questions:
What would be useful for other people to know about you? Maybe you have something that others in the room could call on you for?
This would be useful information to your team members. They (or you) would be able to recommend situations where each other’s pluses could be called on for. Opportunities to swap tasks or to be honoring each other's talents would surface. Ultimately, they would be tapping one another for something they want to be leaned on for.
Follow-Through On Your Team
As the leader, set a follow-up 1:1. As soon as your share-out is done, tell your members you’d like to keep their lists so you can dig into them. Doing this will also guide and prompt you to begin assigning them projects that align with their strengths as much as possible.
Remember: not an excuse to shirk performance is not an excuse to get rid of accountabilities. It is an opportunity to start talking about the things that either feel like drudgery or really life-giving. If you can know these things about each of your team members, imagine how powerful that would be! As you help them align with their internal motivation, your team will also grow and do more wonders.
A lot of high performers are rarely whiners regardless of what’s assigned to them--even if it’s draining for them. The "plus one, minus one" practice can give them a vehicle for talking about what tends to be less fulfilling for them and what really lights them up.
Excitement and energy for the job are the internal drives that you want on your team. Those can be had over time if you've been having these meaningful conversations where you learn more about them and align with their natural values.
The more you do things with your team using the lens of strengths, the better their collaborative strengths will work toward your business results.
Ready For The Next Concept?
Up next: “G” for "gimme that escalation." Don't miss it!