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Weaknesses : Live with it or Let it Be

Stop Worrying about Your Weaknesses

by Peter Bregman 

Tidaklah begitu mengagung-agungkan pendapat dr org bergelar 'Mat Saleh', namun adakalanya dia berpendapat menggunakan pemikiran dan pengkajiannya. Tapi jika dilihat dr tajuk di atas - adakala benar pendapatnya. Setelah bergelumang dengan dunia pekerjaan selama 10 thn dan mengenal hidup lebih 20 tahun, sy setuju dengan tajuknya. Kita dibelenggu utk terus menjadi yg terbaik - samada dengan menipu, berbohong, berhelah dan terus mengejar impian menjadi yg terbaik - adakalanya kita tersungkur, namun kita kena bangun kembali utk terus meniti perjalanan.

9 tahun yg lalu, Mike Hirst - seseorg dr British Airways dan bekerja di Loughborough Uni pernah menyatakan pendapatnya yg berbunyi  "Sometimes we have to live with our weaknesses".  

The statements in this article that caught my attention are:

We have a report card problem in our companies and it's costing us a tremendous amount of time, money, potential, and happiness. It's costing us talent.

Traditional management systems encourage mediocrity in everything and excellence in nothing. Most performance review systems set an ideal picture of how we want everyone to act (standards, competencies, etc.) and then assesses how closely people match that ideal, nudging them to improve their weaknesses so they "meet or exceed expectations" in every area.

But how will John add the most value to his organization? He's amazing with people, not spreadsheets. He'll work hardest, derive the most pleasure, and contribute his maximum potential with the greatest result if he is able to focus as much time as possible in his area of strength.

Which means taking his focus off developing the things in which he's weak. They're just a distraction.

Here's what his manager should say: "You've worked hard this year John. Your client orientation is superb. You've met your sales goals and you're a solid team player. But working on those spreadsheets isn't a good use of your time and it's not your strength. I'm going to ask David to do those for you from now on. He loves spreadsheets and is great at them. I want to spend the rest of our time talking about how you can get even better at working with your clients. That's where you shine — where you add the most value to the company — and you seem to really enjoy it."

An organization should be a platform for unique talent. A performance review system should be flexible enough to reflect and reward the successful contributions of diverse employees. Let'sencourage people to be weak in areas in which they are average — because no one can possibly be great at everything — and place all our effort on developing their strengths further.

If it's impossible to take away the part of their job in which they're weak, then help them improve just enough so that it doesn't get in the way of their strength. If you can't take the spreadsheets away from John, help him get a C and move on. That would be preferable to spending the time and effort it would take to get an A or even a B.

Want to read more, feel free to visit http://blogs.hbr.org/bregman/2009/05/.

C, P & S

Cut, Paste and Shared

PETER BREGMAN

Peter Bregman is a strategic advisor to CEOs and their leadership teams. His latest book is 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done.

This article title is : Two Lists You Should Look at Every Morning

The important paragraphs that were written in the article is:

Now is a good time to pause, prioritize, and focus. Make two lists:

• List 1: Your Focus List (the road ahead)

What are you trying to achieve? What makes you happy? What's important to you? Design your time around those things. Because time is your one limited resource and no matter how hard you try you can't work 25/8.

• List 2: Your Ignore List (the distractions)

To succeed in using your time wisely, you have to ask the equally important but often avoided complementary questions: 

• what are you willing not to achieve? 
• What doesn't make you happy? What's not important to you? What gets in the way?

Some people already have the first list. Very few have the second. But given how easily we get distracted and how many distractions we have these days, the second is more important than ever. The leaders who will continue to thrive in the future know the answers to these questions and each time there's a demand on their attention they ask whether it will further their focus or dilute it.

Which means you shouldn't create these lists once and then put them in a drawer. These two lists are your map for each day. Review them each morning, along with your calendar, and ask: 

• what's the plan for today? 
• Where will I spend my time? 
• How will it further my focus? 
• How might I get distracted? Then find the courage to follow through, make choices, and maybe disappoint a few people.