I decided to take a break for the past week, enjoy my family during the Thanksgiving holiday, and return renewed.
Doing What Comes Naturally was about paying more attention to what comes easily to us. Too often we ignore our talents because it doesn't "feel" like we are working very hard.
The reason I emphasized this is because of a tendency--beginning with elementary school education--to point out the deficiencies in one's performance based upon another's perceived sense of what is important, worthwhile, and desirable. We tend to hear more about our downsides than our inherent gifts. Later on in life, organizations tend to do the same thing with gap analyses based upon competencies. That's not bad at all if the competencies are related to your desired professional development. It works better if the gap analysis is tied into agreed-upon goals. That way, you are looking at performance vs. results instead of performance vs. behaviors which may not, in fact, have anything to do with your success. My experience with a number of competencies is that they fit into a textbook, social-engineering "this is how you should be" framework that can be inaccurate and merely reflect the fad-du-jour in management.
Strengths vs. Weaknesses: It's Not An Either/Or
If you are going to be really good and really satisfied with your life's work, you need to pinpoint--and accept--your talents and strengths. I say "accept" because they may not be what you want or what you had hoped for (or what your parents, teachers, and friends believe you ought to have).
Yet in order to reach star status, you'll need to bump up your game in other areas. I like this addition from Dr. Peter Vajda:
Focusing on one's strengths alone supports one to move from good, to
better to best where they "are." Focusing on one's weaknesses,
potential, ares for development, etc., supports one to move the action
of their life forward, beyond where "I am"....towards a deepening
self-actualization, and holistic sense of growth.
It's also well to remember that one's virtues often become one's
vices...as when one becomes an "expert" at some ability, skill, or
talent and often becomes overbearing in the way they feel they need to
manifest that talent, etc. "When all you have is a hammer..."
Here are three related examples I've seen in the past month:
1. A PowerPoint pro unwilling to teach colleagues a few tips and tricks that would help them save time and improve the quality of their visuals. The issue is not blatant selfishness--it is unwillingness to stretch a bit in order to stand in front of a small group and "teach." However, the unwillingness is perceived in some circles as "not helping the team."
2. Global manufacturing manager not initiating conversations with boss in order to keep him up-to-date. When asked "Why not?", the response was, "It's just not me."
Fact: This guy is unbelievably knowledgeable and experienced.
Fact: He is perceived that way by the boss.
Fact: The boss needs information and will not allow this to continue, even if it means getting a replacement who is not quite as experienced but is more forthcoming with information.
3. Engineer using "I am an engineer, not a people person" as an excuse not to cooperate with others whose points of view are different. His posture: "This is what I was trained to do, this is why you hired me, this is my opinion, I don't need to 'defend' it to non-engineers."
Unfortunately, this example is one that has become more common. Technical prowess has been increasingly allowed to hold hostage the most basic elements of effective organizational behavior. In this case, the individual will retain a technical role but will end up losing managerial status. He's not willing to acknowledge weaknesses which, if addressed, could put him at the level he believes he "deserves" to be.
None of these people is using their talent to move their lives forward and contribute in bigger ways to their organizations. Each is talented, yet each is choosing not to broaden the impact of their talents. They don't have to be "as good" in the areas desired by others. They need to reach what may be considered, like vitamins, a "minimum daily requirement."
A good question to ask yourself is: "What else do I need to develop in support of my strengths?"
It may only be a minimum daily requirement.
________________________________________________________________________________
Thanks to everyone who has been adding to this discussion:
Jackie Cameron at Jackie Cameron-Coaching and Communication
Entrepreneur Karin H. at The Kiss Business
Tom Magness, LeaderBusiness
Dr. Peter Vajda, partner at SpiritHeart
Michelle Malay Carter, consultant at Mission Minded Management
The talented Meg Bear at Talented Apps
Brain-based Dr. Ellen Weber at her new site Brain Leaders and Learners
I decided to take a break for the past week, enjoy my family during the Thanksgiving holiday, and return renewed.
Doing What Comes Naturally was about paying more attention to what comes easily to us. Too often we ignore our talents because it doesn't "feel" like we are working very hard.
The reason I emphasized this is because of a tendency--beginning with elementary school education--to point out the deficiencies in one's performance based upon another's perceived sense of what is important, worthwhile, and desirable. We tend to hear more about our downsides than our inherent gifts. Later on in life, organizations tend to do the same thing with gap analyses based upon competencies. That's not bad at all if the competencies are related to your desired professional development. It works better if the gap analysis is tied into agreed-upon goals. That way, you are looking at performance vs. results instead of performance vs. behaviors which may not, in fact, have anything to do with your success. My experience with a number of competencies is that they fit into a textbook, social-engineering "this is how you should be" framework that can be inaccurate and merely reflect the fad-du-jour in management.
Strengths vs. Weaknesses: It's Not An Either/Or
Yet in order to reach star status, you'll need to bump up your game in other areas. I like this addition from Dr. Peter Vajda:
Here are three related examples I've seen in the past month:
1. A PowerPoint pro unwilling to teach colleagues a few tips and tricks that would help them save time and improve the quality of their visuals. The issue is not blatant selfishness--it is unwillingness to stretch a bit in order to stand in front of a small group and "teach." However, the unwillingness is perceived in some circles as "not helping the team."
2. Global manufacturing manager not initiating conversations with boss in order to keep him up-to-date. When asked "Why not?", the response was, "It's just not me."
Fact: This guy is unbelievably knowledgeable and experienced.
Fact: He is perceived that way by the boss.
Fact: The boss needs information and will not allow this to continue, even if it means getting a replacement who is not quite as experienced but is more forthcoming with information.
3. Engineer using "I am an engineer, not a people person" as an excuse not to cooperate with others whose points of view are different. His posture: "This is what I was trained to do, this is why you hired me, this is my opinion, I don't need to 'defend' it to non-engineers."
Unfortunately, this example is one that has become more common. Technical prowess has been increasingly allowed to hold hostage the most basic elements of effective organizational behavior. In this case, the individual will retain a technical role but will end up losing managerial status. He's not willing to acknowledge weaknesses which, if addressed, could put him at the level he believes he "deserves" to be.
None of these people is using their talent to move their lives forward and contribute in bigger ways to their organizations. Each is talented, yet each is choosing not to broaden the impact of their talents. They don't have to be "as good" in the areas desired by others. They need to reach what may be considered, like vitamins, a "minimum daily requirement."
A good question to ask yourself is: "What else do I need to develop in support of my strengths?"
It may only be a minimum daily requirement.
________________________________________________________________________________
Thanks to everyone who has been adding to this discussion:
Jackie Cameron at Jackie Cameron-Coaching and Communication
Entrepreneur Karin H. at The Kiss Business
Tom Magness, LeaderBusiness
Dr. Peter Vajda, partner at SpiritHeart
Michelle Malay Carter, consultant at Mission Minded Management
The talented Meg Bear at Talented Apps
Brain-based Dr. Ellen Weber at her new site Brain Leaders and Learners