As Leaders and Management professionals, we understand the importance of building a skilled and engaged workforce. However, in our quest to equip our teams, we can sometimes fall into the trap of pigeonholing them by focusing solely on closing perceived skills gaps and neglecting their unique strengths. This one-size-fits-all approach, although more straightforward for the Leader or Manager to classify and assess, can stifle creativity, hinder engagement, and ultimately limit organisational growth.
Leaders and Managers need the time and skills to identify and nurture the strengths of their team members. Understanding the unique abilities and talents of individuals within a team is essential for maximising productivity and fostering a culture of growth and engagement.
Here are some tips to help you delve into the art of recognising strengths, expanding skills, and avoiding the trap of pigeon-holing employees.
The key to unlocking true potential lies in playing to your team's strengths. By identifying and fostering these unique abilities, we can create a thriving and engaged workforce that contributes meaningfully to overall success.
High-performing teams are marked by a sense of common understanding, psychological safety, and prosocial purpose.
David Burkus
Every individual possesses a set of strengths that define their unique contributions to a team. As Leaders, it is imperative to conduct thorough assessments to uncover these strengths. By identifying these strengths, managers can tailor development plans that align with individual talents, setting the stage for personal and organisational success.
Don’t fall into the trap of using standard skills assessments. To find individual skills, you will need to use many tools and techniques. And be aware it will take time!
Sharon Robson
The first step is understanding your team member's strengths. The trick here is to look for the strengths! To see the strengths, you need to consider what strengths you want or need to see. Be conscious of your own biases here. Think long and hard about the characteristics you are trying to see, why they are valuable, and how they correlate to the organisation’s strategy. This is harder than it sounds! Push yourself beyond the “standard” strengths and think about what you need in your teams, employees, and the organisation. Go the extra mile and ask the team members what strengths they think the organisation needs. Then use these characteristics as the lens through which to observe.
You can find the characteristics through various methods once the characteristics have been identified. Here are the ten most valuable methods I have used many times to build high-performing teams:
By implementing these strategies, Leaders can identify their team member's unique strengths, paving the way for tailored development plans and enhanced team performance.
Once strengths are identified, the focus shifts to expanding skills in ways that capitalise on individual uniqueness. Rather than forcing employees into predefined roles or tasks, Leaders encourage them to explore areas that naturally interest them. Employees are more likely to excel and feel motivated to contribute meaningfully to the team's objectives by providing opportunities for skill development in alignment with personal strengths.
Once identified, don't just plug skill gaps; strategically expand upon existing strengths.
Driving "Buy-In" by aligning personal goals with organisational objectives enhances employees' commitment to overarching organisational goals and personal growth. When individuals are empowered to leverage their strengths in pursuit of shared objectives, they develop a sense of ownership and commitment to the organisation's mission. This alignment between personal interests and organisational goals boosts morale and drives performance and productivity across the board.
This involves:
Psychological safety determines whether employees can effectively use their strengths or if they hold back out of fear and fall short of their potential.
David Burkus
By embracing and developing individual strengths, we reap numerous benefits:
A common pitfall in many organisations is pigeonholing employees based on their current roles or perceived limitations. This practice not only stifles individual growth but also hampers innovation within teams. HR and L&D managers must actively work against this tendency by promoting versatility and encouraging employees to step outside their comfort zones. Embracing diversity in skills and perspectives fosters a culture of creativity and adaptability, which is essential in today's fast-paced work environment. Strengths are not limitations. They are the foundation upon which individuals can build and grow. By playing to our team's strengths, we empower them to contribute their unique talents and unleash their full potential, leading to a more engaged, productive, and, ultimately, successful organisation.
Recognising that each team member is a unique asset with distinct strengths waiting to be unleashed is paramount. By investing time and resources into identifying these strengths, expanding skills thoughtfully, avoiding pigeon-holing, and driving "buy-in," you can create a workplace culture that thrives on diversity, innovation, and individual growth. Playing to your team's strengths is not just good practice—it's a strategic imperative for success in today's competitive business landscape.
If you're in need of some help identifying the strengths in your team, expanding their skills, and avoiding the trap of pigeon-holing, we'd love to help!
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This piece was written by Sharon Robson, an accomplished business agility and transformation coach, all-around agile guru, and SoftEd trainer.
Further reading:
https://www.masterclass.com/articles/team-strengths
https://www.liquidplanner.com/blog/11-ways-build-strengths-team-members/
https://www.linkedin.com/advice/0/how-can-you-identify-your-team-members
https://hbr.org/2023/08/what-makes-some-teams-high-performing
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