Focus on Strength

Management Secrets

A story of an Eagle

Mrs. Ranjana Kumar



Today, the world has over six billion people; a population growing rapidly. Each human being is unique and the key to a successful relationship is to find the uniqueness in the person you are dealing with. Extending this logic, one would argue that this theory should, therefore, hold good for the workplace too.


review and continuous improvement cannot be practiced effectively unless it is clear who will play what role in the entire chain of tasks. tactics. It is said. 4 . "It takes 20 percent of our time to decide 'what 'to do and the we spend 80 percent of our time deciding 'who' will do the task.Concepts of strategy. it is imperative for managers to know the strengths of team members and understand who is suited to what role." Needless to say. immaculate execution.

5 .Those who have read about the work done by Marcus Buckingham on the strengths-based approach will know how crucial it is to identify the strengths of the team and best deploy resources where there is a possibility of optimally using each individual's strengths for superlative results.

'How can I take this person's talent and turn it into performance?' That's the only way success is possible.the ability to find and then capitalize on their employees' unique traits. the best managers share one talent . 6 . The guiding principle is.According to Buckingham.

no rulebook says one should not. Hence. 7 . weaknesses an organization a concentrating swing on needs cultural towards strengths since Strengths are the foundation of exceptional performance. we should? Actually. Therefore. it makes more sense to allow a person to play to his strengths rather than focus on his weakness.So should we not focus on weakness at all? Yes. but it defies logic and common sense.

It surely makes us wonder "So what do the other 80% do every day?" Even a cursory glance at the situation points towards the colossal possibility to improve the productivity of any organization if all employees can be channelized to play to their strengths.We are often told that less than 20% of employees play to their strengths every day at work. 8 .

9 .Continuous focus on strengths with 'military precision' will prove to be the fulcrum of success across the gamut of HR interventions an organization adopts for responding to today's changing business needs.

" Giving people this opportunity is nothing but letting them play to their strengths.. 10 .As Jack Welch said: "If you pick the right people and give them the opportunity to spread their wings. It is this approach which brings the competitive advantage to any organization. you almost don't have to manage them..

11 .

‡ Nothing makes us feel more terrible about ourselves than to be criticized for something we did / did not do ‡ Criticism means that we got it all wrong and this is not the Right Path for us ‡ Criticism is not the way to Inspire Managers ‡ It does not make way for lasting change 12 . ‡ It can drive us out of our parents house as young adults ‡ It has been the cause of many failed marriage ‡ Yet many of us make the mistake of bestowing an Uninvited Criticism especially at the work place. It breathes Resentment .Dangers of Criticism ‡ Uninvited Criticism is something we all hate to hear.

‡ Importantly Pay Attention to Managers and their work environment ‡ Learn to Empathize ‡ As long as they ( Managers) are taking Intelligence Risks. more so . afford them the luxury of making the Occasional Error / Mistake 13 . when we know that we had been consciously doing our job --so we literally Shut them up ‡ Instead of criticizing the managers when they make mistakes we should try to understand what went wrong and why there was an Error of Judgment.Dangers of Criticism ‡ It destroys any kind of Productive Relationship ‡ We often dislike those who criticize us.

and it will work for you. Appealing to the greatness of the others is what works .Dangers of Criticism herefore using Criticism to motivate is futile because it : A) Puts the person on the Defensive  B) Wounds Precious Pride  C) Hurts his Sense of Importance  D) Causes Resentment ‡ Give a person or a nation a fine reputation to live up to. ‡ Instead of Criticizing Managers when they make mistakes. try to understand what went wrong and why there is an error in judgment 14 ‡ . Make them guilty and ashamed and they will disappoint you ‡ Using guilt is not Productive .

but rather his ability to inspire Enthusiasm in his Employees through Encouragement and Appreciation ‡ Quote I consider my ability to arouse Enthusiasm to be my Greatest Asset and to develop the Best that is in a person ‡ There is nothing that the ambitions of the person as much as Criticism from the Superiors ‡ We must believe in giving people incentive to work . Charles Schwab. be therefore Spontaneous in your Appreciation and Praise 15 . was not only his knowledge of the steel industry ---.Power of Praise ‡ We all have the need to feel Important. the former head of United States Steel Company the most Revered Manager of the day. It is almost Biological ‡ The Deepest principle in Human Nature is the need to be appreciated ‡ What made Mr.

and almost certainly ensure Failure.Power of Praise ‡ What is learnt here is that if you praise people for Little Things. Ambition. ‡ Therefore learning how to effectively using Praise and Criticism is the Primary Motivational task of a Manager 16 . be Creative and to achieve Great Success ‡ Used incorrectly. Creativity. they would give even bigger things to praise them at a later date ‡ Praise and Criticism are two of the most Important Tools a Manager has at his disposal ‡ When used correctly. They can destroy Drive. these tools can Inspire Employees to work hard.

Adulthood and finally at the work place ‡ We need praise : It tells us that We are on the Right Path and inspires us to stay on that Path and to do even Better ‡ Praise and Spontaneous Praise elevates the work force --. ‡ Nothing makes us feel better about ourselves .Power of Praise ‡ We all crave for praise. then becomes more than just a place to earn your salary .your managers to a Lofty Positions and makes them feel Special ‡ Work. beginning from childhood. Or inspire us to do better . it becomes a place to Boost Self Esteem 17 .

Just as no one likes being told what to do ‡ Bossy Managers are usually not liked.Ask Questions instead of giving direct orders ‡ Recognize that no one likes to get a Direct Order. often stimulates employees to come up with their own ideas for solving the problem 18 . for this makes your suggestions more palatable. but in Civilian life it can cause Lingering Bitterness that Drags on Performance ‡ Great Managers give their orders indirectly by way of making suggestions ‡ One way to do so is to simply ask questions . and are the least likely to Inspire workers to Excel ‡ A direct order might work in the Military.

do you think that if we slowed down that that would make it safer? Direct order: That is not the way to do it? Suggestion: can you think of a better way to do that? Direct Order: I want you to do it this way. Can you think of any reasons why you should stay by my side? 19 . Suggestion: Do you think that if we did it this way that it would turn out better? Direct Order: When we go to the Zoo. I want you to stay my side. Do you think you can come up with a way to do that? Direct order: Slow down. into a suggestion which will Stimulate them to act Willingly y Direct order: I want that job done by Monday y Suggestion: It would be great if we could get that job done by y y y y y y y y Monday. Suggestion: When we go to the Zoo.A few examples of how to use a question to convert a direct order which will offend employees . you are driving too fast! Suggestion: You know the roads are rather slick.

even when that is not true. Their job is to say Yes to the Boss. 20 .Sycophants.Are they an Asset or Liability ‡ Leaders love to be loved. ‡ What s wrong with surrounding yourself with Yes Man? Nothing. and in the process of needing to be loved. When the CEOs figured out that the risk could not be managed. Yes People make their living telling the boss how wonderful he / she is and how great his or her ideas are. until the disaster that could have been foreseen drops in to your lap and your Board of Directors is asking you to resign. Most people don t keep No men around. Hire an Advisor and his job likely becomes to advice you to do what you wanted to do in the first place. it was too late for them and their companies. creeping around and corners sucking up to the boss and Reinventing the Truth. they surround themselves with Yes People . Wall Street is littered with remains of CEOs who let their Yes Man convince them that their company s could manage the Risk of Derivatives. Advisors who voice Dissent to often are soon out of a job. ‡ Every business has sycophants. For that they are handsomely rewarded. Why don t they tell the truth? Because that isn t their job.


every one of our jobs is becoming obsolete. ‡ Real leaders understand that. ‡ Effective leaders create a climate where people¶s worth is determined by their willingness to learn new skills and grab new responsibilities.Never let you ego get so close to your position that when your position goes. ‡ Too often. The most important question in performance evaluation becomes not. change is stifled by people who cling to familiar turfs and job descriptions. your ego goes with it. thus perpetually reinventing their jobs. comfortable ways of doing things. ³How well did you perform your job since the last time we met?´ but. ³How much did you change it?´ 22 . One reason that even large organizations wither is that managers won¶t challenge old. nowadays. The proper response is to obsolete our activities before someone else does.

The story of the eagle 23 .

The eagle has the longest life-span of its¶ species 24 .

the eagle must make a hard decision 25 .It can live up to 70 years But to reach this age.

In its¶ 40¶s Its¶ long and flexible talons can no longer grab prey which serves as food 26 .

Its¶ long and sharp beak becomes bent 27 .

become stuck to its¶ chest and make it difficult to fly 28 .Its¶ old-aged and heavy wings. due to their thick feathers.

Then. the eagle is left with only two options: die or go through a painful process of change which lasts 150 days. 29 .

The process requires that the eagle fly to a mountain top and sit on its¶ nest 30 .

There the eagle knocks its¶ beak against a rock until it plucks it out 31 .

After plucking it out. the eagle will wait for a new beak to grow back and then it will pluck out its¶ talons 32 .

When its¶ new talons grow back. the eagle starts plucking its¶ old-aged feathers 33 .

. 30 more years 34 .. the eagle takes its¶ famous flight of rebirth and lives for .And after five months.

Why is change needed? Many times. in order to survive we have to start a change process. Only freed from past burdens. habits and other past traditions. can we take advantage of the present 35 . We sometimes need to get rid of old memories.

36 .

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