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\nMost people do not know what they are naturally good at. They either don’t believe they are better at something than others, or they have been led to believe that they should be good at a range of things regardless of their personal talents. Awakening people to their inherent strengths can be an eye-opener for many people. It is one of the key tasks of the modern-day manager.<\/p>\n
2. Get People To Appreciate What They Are Good At a. what do you love doing? Now, just ask the same questions of those in your team.<\/p>\n 3. Build on People’s Strengths<\/strong><\/p>\n The wise people manager does two things. First, they get people to identify their strengths from reviewing past performance. Then they look for ways to get the person to do more of what they are good at. In doing this, appraisers get both superior performance and motivated employees.<\/p>\n 4. Combine People With Complementary Strengths<\/strong><\/p>\n People sometimes wonder what makes a winning team. The answer almost certainly lies in bringing people together who have complementary strengths and are allowed to do work that uses their respective strengths. So, in a good team, you can have a natural-born leader fighting for the team; a natural-born grafter who likes to do the donkey work; and a natural-born coordinator who has a gift for creating team spirit. Then, all you have to do is to let them loose on the things they’re good at.<\/p>\n 5. Get People To Excel<\/strong><\/p>\n When you get people to do more of what they are naturally good at, you work “with the grain” of people not against it. It is like paddling a canoe with the current rather than against it. When you allow people to go where their natural gifts take them, they do all the running because they want to. You’ll quickly discover that, when you do this, people do what they love and love what they do. And, in performance terms, they’ll excel with surprising ease.<\/p>\n 6. Help People Discover Their Weaknesses<\/strong><\/p>\n Just as there are indicators to people’s strengths, so there are indicators to people’s weaknesses. If you want to discover what your weaknesses are, answer the following 5 questions:<\/p>\n a. what do you dread doing? Now, just ask the same questions of those in your team.<\/p>\n 7. Manage the Weaknesses<\/strong><\/p>\n Many managers want their team to be good at everything. But this is a mistake. First, you divert people from focusing on their strengths. And second you waste time trying to turn weaknesses into strengths. Weaknesses will always be weaknesses whatever you do. It is like forcing rabbits to swim, (they hate it), instead of developing their skills at hopping, (which they love). Instead, manage the weaknesses, either by limiting them to the bare minimum or by giving them to somone else for whom they are strengths.<\/p>\n As a manager of people, there can be no greater service you can do to someone than to help them discover their strengths and then build on them. It is like discovering diamonds in rocks and polishing them until they sparkle.<\/p>\n – Eric<\/em><\/p>\n
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\nIf you want to discover what you are uniquely good at, answer the following 5 questions:<\/p>\n
\nb. what things come easy to you?
\nc. what things do you look forward to doing?
\nd. what things do others say you do well?
\ne. what tasks make you feel good?<\/p>\n
\nb. what things do you put off?
\nc. what tasks rarely get easier?
\nd. what tasks provoke anxiety in you?
\ne. what tasks make you feel inadequate?<\/p>\n