Play to your strengths!
Play to your strengths!
When it comes to work motivation: what’s your view of work – are you weighed-down or buoyed up?
There is one quick way to improve your own performance, and your team’s. A you can all feel better about work while you’re doing it! In this article we introduce the ideas behind a strength-based approach to work motivation.
The first place to start is probably the obvious. Try asking yourself: are you actually doing too much at work? If the answer is yes, your problem is obviously the volume of work so look for ways to deal with this. If you control your own workload, make sure you haven’t substituted activity for productivity. There is always a danger of doing things that don’t really need to be done, or that contribute little to the outcomes you’re trying to achieve. You might find the tips in our guide ‘Managing Time and Priority‘ useful here.
Are there any activities you should cut because they add no value to your work. Read our article on busyness for some tips on ensuring you really are being productive. This step alone could increase your work motivation! If you’re happy that the work you’re doing is essential, make sure you’re doing it as efficiently as possible, perhaps by using productivity techniques such as David Allen’s Getting Things Done.
Being productive is an essential part of good management but there are other things to consider too. Productivity is more than just working hard or even working smart. Sustained productivity requires attention to workplace well-being as well. For example, we’re far less likely to feel overworked if we’re doing work we enjoy or which we are good at.
If you think it might be the type of work you’re doing that’s reducing your work motivation, perhaps you’re not doing enough work that builds on your strengths. Doing more of what you are good at can have an immediate effect on motivation. Think about your strengths and how you might be able to focus more on the things you’re good at. How can you delegate or even dismiss work which you find difficult? Can you re-negotiate your workload or work-focus with your manager? Is staff development required? Can this help you improve any deficiencies in skills or knowledge that may be stopping you from making the most of your strengths?
Note that this is deliberately phrased! The emphasis here isn’t on getting better at something you’re not very good at! Rather it’s on addressing anything that stops you doing more of what you are good at.
Sometimes we might not readily recognize our strengths. Often they come naturally, with relative ease, and it’s easy to overlook them or take them for granted. However we should never overlook the value of our strengths, they are the easiest way to improve our work motivation. According to Peter Drucker a strength is something you are good at, where there is clear evidence from feedback that that is the case. Strengths are not potential or possible areas, they are things you do consistently well. There must be clear evidence to indicate that you are good at them. According to Drucker knowing …“where your strengths lie” is the important thing.
Marcus Buckingham, has since taken the idea further. His definition of strengths echoes Drucker’s view. He suggests they are
“defined by your actual activities. They are things you do, and more specifically, things you do consistently and near perfectly.”
How do you recognise a strength? Buckingham has an interesting slant on this, suggesting strengths are the activities which make you feel strong. Why not try these tips to help you identify or think more about your strengths:
It’s what we’re good at that helps us perform, and it’s more than likely why you were appointed to your current role. Too often though, we focus our development needs on improving weaknesses, simply accepting or ignoring strengths. Being clear on your strengths is not an easy activity, but it is crucial. Always look to develop your strengths so that where you are already good you can then excel. Work motivation becomes a natural extension of doing more with our strengths.
However important we think strengths are, we’re not advocating that weaknesses are left or ignored. Particularly if these weaknesses impact negatively on your strengths. Try these tips to help you identify or think more about your weaknesses:
We all can’t be good at everything; some weaknesses are due to our combination of talent, skills and knowledge not suiting that activity. However if it is a weakness for other reasons it may well be important to deal with it. You will need to be honest with yourself here! Is a weakness due to:
Some weaknesses we can live with but some must dealt with, not ignored!
Peter Drucker reminds us of the insights to be gained from the ancient Japanese tradition of zen. The greatest benefit of training comes not from learning something new but from doing better what we already do well. If you’re struggling with work motivation it may be due to overload but more often it can be because you’re simply not using your strengths. A great place to start getting the focus back onto your strengths is with our guide Managing from Strength to Strength.
Try combining your strengths with the conditions that create flow, as discussed in the first article in this series: (Self-motivation: let it Flow).
This may be just the combination to help you flourish at work. Identifying your strengths is a significant task in itself, but there are more questions to ask of yourself. The next one to think about is how much time you spend using your strengths? Our next article may help with this as we look at our use of discretionary time.
This is the third article in our series on improving work motivation. The first: In Search of Optimum Performance, introduces the series. If you haven’t read this article yet then it may be a good place to start. Management is essentially a balancing act and the first article introduces a model which may help you to achieve optimum performance.
Our Optimum Performance model is based on six common management problem areas:
Take a look at the Optimum Performance Graph, below. Think about these questions to see how you can improve your performance and workplace well-being:
For more on the Optimum Performance Series just follow the links in Further Reading.
If you’re looking for more resources on motivation at work, we’ve bundled together these six PDF e-guides to help you put motivation at the heart of performance. At half the normal price! Read the guides in this order and use the tools in each. These guides are great value, packed with practical advice, tips and tools on how to motivate yourself (and others) to perform. (6 pdf guides, 176 pages, 26 tools, 15 tips and 22 insights for half price!)
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