An average manager might have identified this behavior as a weakness and lecturedClaudia on how to control her need for information. Judi, however, realized thatthisweaknesswas an aspect of Claudias greatest strength: her analytical mind. ���Claudiawould never be able to rein it in, at least not for long. So Judi looked for a strategythat would honor and support Claudias need to know, while channeling it more�productively. Judi decided to act as Claudias information partner, and she �committedto leaving Claudia a voice mail at the end of each day with a brief update. To makesure nothing fell through the cracks, they set up two live touch base��conversationsper week. This solution managed Claudias expectations and assured her that she�would get the information she needed, if not exactly when she wanted it, then atleastat frequent and predictable intervals. Giving Claudia a partner neutralized the negativemanifestations of her strength, allowing her to focus her analytical mind on herwork.(Of course, in most cases, the partner would need to be someone other than amanager.)Should the perfect partner prove hard to find, try this third strategy: Insert into theemployees world a technique that helps accomplish through discipline what the �personcant accomplish through instinct. I met one very successful screenwriter and �directorwho had struggled with telling other professionals, such as composers and directors ofphotography, that their work was not up to snuff. So he devised a mental trick: Henow imagines what the god of artwould want and uses this imaginary entity as ��asource of strength. In his mind, he no longer imposes his own opinion on hiscolleagues but rather tells himself (and them) that an authoritative third partyhasweighed in.If training produces no improvement, if complementary partnering proves impractical,and if no nifty discipline technique can be found, you are going to have to try thefourth and final strategy, which is to rearrange the employees working world to�renderhis weakness irrelevant, as Michelle Miller did with Jeffrey. This strategy willrequire ofyou, first, the creativity to envision a more effective arrangement and, second,thecourage to make that arrangement work. But as Michelles experience revealed, �thepayoff that may come in the form of increased employee productivity and engagementis well worth it.Trigger good performance. A persons strengths arent always on display. ��
Subscribe to view the full document.
Sometimesthey require precise triggering to turn them on. Squeeze the right trigger, and aperson will push himself harder and persevere in the face of resistance. Squeezethewrong one, and the person may well shut down. This can be tricky because triggerscome in myriad and mysterious forms. One employees trigger might be tied to the�time of day (he is a night owl, and his strengths only kick in after 3 pm).
As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.
Temple University Fox School of Business ‘17, Course Hero Intern
I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.
University of Pennsylvania ‘17, Course Hero Intern
The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.
Tulane University ‘16, Course Hero Intern
Ask Expert Tutors
You can ask 0 bonus questions
You can ask 0 questions (0 expire soon)
You can ask 0 questions
(will expire )