How do we get the right people in the right roles?
In addition to gaining a full understanding of people’s strengths, we need to have clarity about each other’s vulnerabilities. I believe our vulnerabilities, or growth opportunities, fall into several categories:
* Risks when we simply get the volume turned up too high on our strengths
* Unmet needs that can unconsciously drive us to make poor choices and decisions that have negative consequences, and of course,
* our egos.
How do we then get the right people in the right roles doing the right work using the right strengths and managing their growth opportunities or vulnerabilities?
First, you need to know the strengths of your people. We use a proprietary tool developed by Lynn Taylor of Taylor Protocols to identify strengths and vulnerabilities of individuals. This affirming profile helps people see themselves in a new light. More importantly, it helps the rest of the team and their manager have a much more realistic perspective on the individual.
Thomas Leonard, founder of Coach U and one of the founders of the profession of coaching, articulated that we all have needs. When these needs are left to fester they can become significant obstacles to effectiveness. For almost 20-years I had a need to ‘get credit’. That need drove me to be irrational at times. I would volunteer for every difficult assignment. I would raise my hand to serve on every task force or committee. When I started my training at Coach U and saw this need, my life and career transformed. With awareness and self-management, I was no longer ‘driven’ to get that need met.
What’s your unmet need? Do you have a need to be the smartest person in the room? Do you have the need to be liked? Do you have the need to be validated? Do you have the need for external recognition? Do you have the need to be heard? Do you have the need to be part of ‘the team’?
Every human being has these needs. The question is are they driving us in an invisible and unproductive way?
Can we gain this awareness about ourselves or will we remain driven by these underlying growth opportunities? Can we then self-manage in a way that gets these needs met or at least keeps them in check?
Once you know who you are dealing with you on your team and the various aspects of each team member, it’s easy to ensure their roles play to their strengths.
The next step is to ensure that everyone demonstrates both the personal and professional maturity to develop themselves, self-manage and embrace these growth opportunities.
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