An effective executive staffs for strengths. He doesn't look for weakness.
You cannot hire a hand, a man also comes with it.
An effective executive must hire for the job. If a person can perform, he should be hired irrespective of his weakness (mainly values which will poison the whole org if not right). A job should not be molded to fit a person as it will lead to favoritism and who is right.
These are the tips to make strengths effective.
1. If more than two people have failed in the job even though they have succeeded in their previous jobs, it means that the job has failed them and so redesign the job.
2. An effective executive looks to fill a job with the right person by looking at past performance and for this reason performance appraisals are important. But the current appraisal system of looking for mistakes is not suited as it damages the relationship between employer and employee. Instead he asks for making an appraisal with the following points.
(a) “What has he [or she] done well?”
(b) “What, therefore, is he likely to be able to do well?”
(c) “What does he have to learn or to acquire to be able to
get the full benefit from his strength?”
(d) “If I had a son or daughter, would I be willing to have
him or her work under this person?”
(i) “If yes, why?”
(ii) “If no, why?”
“Does this man
have strength in one major area? And is this strength relevant to
the task? If he achieves excellence in this one area, will it make a
significant difference?” And if the answer is “yes,” he will go
ahead and appoint the man.
3. It is very important that the job is challenging to bring out whatever strength a man has. If the job is small, he is setup for small performance. The man who does not first ask, “What can a man do?” is bound to accept far less than the associate can really contribute.
4. He has to accept that there is weakness along with strength and make strengths effective. for e.g if a great researcher doesn't work well with people, he can be left alone to do research without any people management etc.
It is important to know that there is no 'indespensible man'. What it means either the suborndinate is ineffective or the executive is ineffective and he should be moved somewhere else soon.
It goes without saying that a job has to be filled with the most effective person possible and no excuses should be allowed.
He also gives us tips to find what our strengths are...
Whether we work better in the morning or evening, with or without distractions, with or without team, read well before you start work or listen from someone before you start and how will you do negotiate etc..Some work well if they know what is the outline of the job. Some work even when they don't have anything about the job. Some work well under pressure, so need more time to do a job well etc. All these things will tell you what your strengths are and will also tell you what you can and cannot do.. Use this to ask - what you can do and make your strengths effective. He looks at these and asks - what is that which i do with relative ease which others seem to struggle?
Finally the performance of a group is set by the performance of the leaders. The difference between the leader and the average is constant. If the leader sets a high standard, the average also goes up. So it is a responsibility to have the best person as the leader.
You cannot hire a hand, a man also comes with it.
An effective executive must hire for the job. If a person can perform, he should be hired irrespective of his weakness (mainly values which will poison the whole org if not right). A job should not be molded to fit a person as it will lead to favoritism and who is right.
These are the tips to make strengths effective.
1. If more than two people have failed in the job even though they have succeeded in their previous jobs, it means that the job has failed them and so redesign the job.
2. An effective executive looks to fill a job with the right person by looking at past performance and for this reason performance appraisals are important. But the current appraisal system of looking for mistakes is not suited as it damages the relationship between employer and employee. Instead he asks for making an appraisal with the following points.
(a) “What has he [or she] done well?”
(b) “What, therefore, is he likely to be able to do well?”
(c) “What does he have to learn or to acquire to be able to
get the full benefit from his strength?”
(d) “If I had a son or daughter, would I be willing to have
him or her work under this person?”
(i) “If yes, why?”
(ii) “If no, why?”
“Does this man
have strength in one major area? And is this strength relevant to
the task? If he achieves excellence in this one area, will it make a
significant difference?” And if the answer is “yes,” he will go
ahead and appoint the man.
3. It is very important that the job is challenging to bring out whatever strength a man has. If the job is small, he is setup for small performance. The man who does not first ask, “What can a man do?” is bound to accept far less than the associate can really contribute.
4. He has to accept that there is weakness along with strength and make strengths effective. for e.g if a great researcher doesn't work well with people, he can be left alone to do research without any people management etc.
It is important to know that there is no 'indespensible man'. What it means either the suborndinate is ineffective or the executive is ineffective and he should be moved somewhere else soon.
It goes without saying that a job has to be filled with the most effective person possible and no excuses should be allowed.
He also gives us tips to find what our strengths are...
Whether we work better in the morning or evening, with or without distractions, with or without team, read well before you start work or listen from someone before you start and how will you do negotiate etc..Some work well if they know what is the outline of the job. Some work even when they don't have anything about the job. Some work well under pressure, so need more time to do a job well etc. All these things will tell you what your strengths are and will also tell you what you can and cannot do.. Use this to ask - what you can do and make your strengths effective. He looks at these and asks - what is that which i do with relative ease which others seem to struggle?
Finally the performance of a group is set by the performance of the leaders. The difference between the leader and the average is constant. If the leader sets a high standard, the average also goes up. So it is a responsibility to have the best person as the leader.
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