Build on your strengths and avoid weaknesses

It is natural to want to improve the spreadsheet skills of an employee who is a good writer, but not so great at spreadsheets. It is better to improve this person’s writing. It’s less likely that people will make big strides at something they hate or are bad at, but there is a common belief that doing these actions more often makes a well-rounded employee. Folkman argues that our strengths are the things that make us successful. These tips will help you identify your employees’ strengths and build on them to achieve more goals as a team.

1. Listen well.

Performance reviews should be an open dialogue between managers and their employees. They should discuss what is hindering performance and what produces the best results. Speak to your employees and ask them about the areas in which they are struggling. Also, inquire if there is anything that concerns them. Find out what your employees do best, what makes them happy, and how these intersect. Listen to your employees and let them give you honest feedback. They probably already know their strengths.

Do the same for your own feedback. It is helpful to ground the discussion in real-life examples.

2. Strengthen your strengths
Do not let the conversation about building strengths and increasing impact stop after formal performance evaluations. Cultivating the strengths of your employees is an active process. The best way to reinforce your discussion is through weekly one-on-one meetings and informal feedback. Let your employees’ strengths shine and give them the tools to enhance and utilize their abilities every day. This is a great business strategy. The more your employees can connect their strengths with your goals, they will achieve more.

3. Beware of fatal flaw
Folkman makes one caveat when he discusses strengths at work. This is his definition of a fatal flaw: “a competency for which you have received negative feedback (and/or bad performance review results), or a below average ability in an area critical to your position.” It is this last part that is most important. We must accept that everyone has flaws in order to use strengths-based coaching.

It is a fatal flaw that prevents an employee from doing their job despite their strengths. Folkman’s idea must be taken with caution, as not all flaws can be fatal. However, Folkman recommends addressing a fatal fault before focusing on your employee’s strengths. Build strengths, and you will achieve more goals and higher productivity.

Managers who are focused on fixing their shortcomings often bury the potential of employees. Great leaders don’t try to create the perfect employee. Instead, they focus on bringing out the strengths of their team and helping them use their talents in the best interest of the company. The idea of strengths-based management will improve your productivity and bring fantastic results to you and your business.