Unlock the Hidden Creativity of Your Employees

Written by Chuck Yorke

Continued from page 1

Claudia designed a fixture to hold bubble wrap she used for packaging.

Physicians at UCLA Medical Center created software for storing medical images on Apple iPods, makingrepparttar results mobile.

Hyman Lipman took an eraser and put it on top of a pencil. I know you’ve usedrepparttar 119449 result of his creative energy.

So go out and ask your employees, “What can you do to make your job easier, more interesting, build your skills, and helprepparttar 119450 company save some money, improve safety, reduce defects, improve customer service, and reducerepparttar 119451 time it takes us to deliver our products and our services?”

Involvement is demanding and requires listening. Any process, any product, any service can be made better in some way, somehow. So involve your people and tap into their creative energy.

Copyright © 2005 Chuck Yorke - All Rights Reserved

Chuck Yorke is an organizational development and performance improvement specialist, trainer, consultant and speaker. He is co-author of “All You Gotta Do Is Ask,” a book which explains how to promote large numbers of ideas from employees. Chuck may be reached at ChuckYorke@yahoo.com

How to Leverage Your Strengths for Peak Performance

Written by Dr. Robert Karlsberg and Dr. Jane Adler

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Colleagues, family members and friends can also serve as resources for helping you determine your strengths. Inrepparttar January 2005 issue ofrepparttar 119448 Harvard Business Review, management professors Laura Roberts and Gretchen Spreitzer and their colleagues propose a Reflected Best Self Exercise, in which you actively solicit feedback from those who know you well. Critical to this exercise, however, is thatrepparttar 119449 feedback focus on describingrepparttar 119450 specific areas where you have excelled – not onrepparttar 119451 areas where you could use more work. Match Your Strengths to Your Tasks Once you know your strengths, you need to figure out how best to use them. It used to be that organizations managedrepparttar 119452 careers of their people, but today that obligation belongs to each one of us. You haverepparttar 119453 responsibility to know yourself and determine where and how you would perform best. Oftenrepparttar 119454 difference between success and failure is not learning additional skills but rather figuring out how, given your strengths, you can adjust yourself torepparttar 119455 demands of your specific position. This is particularly important whenrepparttar 119456 nature of your job changes. Jack was a star sales manager for an educational products company. His ability to form strong connections with his team and develop his people resulted in lower turnover and significantly increased sales. Jack also worked well with his colleagues, leading brainstorming sessions that resulted in a new integrated product and service offering – with significant profit margins forrepparttar 119457 company. Jack’s abilities both inrepparttar 119458 office and inrepparttar 119459 field caughtrepparttar 119460 attention of company executives who saw him as a natural leader. Whenrepparttar 119461 opportunity came for significant career advancement, Jack jumped at it. Jack hadrepparttar 119462 advantage of following inrepparttar 119463 footsteps of Ellen, an admired veteran. Unlike Jack, Ellen had risen throughrepparttar 119464 ranks of finance. She spent three weeks helping Jack transition intorepparttar 119465 new position before leaving to head operations in Europe. Yet a few months into his new job as regional manager, Jack found himself becoming more and more frustrated with his work. He productivity was down and his former sense of eagerness to get to work each morning had disappeared. As we worked with Jack, we began to see that his strengths were largely interpersonal and creative. He shone as he worked with his team, made presentations and coached his direct reports. But most of his work now involved written reports, formal strategy sessions and routine management tasks that had little to do with Jack’s greatest competencies. After pinpointing his strengths, Jack beganrepparttar 119466 work of redesigning his job so that it fit better with his abilities. He began to spend more time inrepparttar 119467 field, visiting customers and prospects to gain a first-hand understanding of their needs. He used his natural team-building and creative abilities in meetings that brought together representatives ofrepparttar 119468 sales and product design departments to brainstorm ways of better serving customer needs. He found an assistant who excelled at writing reports and organizing data and began delegating these tasks as much as possible. With this new focus on his areas of greatest competency, Jack felt a renewed satisfaction in his work. His productivity and performance improved greatly. We all have strengths and weaknesses, and while there will be many who encourage you to work on your deficiencies,repparttar 119469 key to high performance is to look for what you do uncommonly well and focus there. Armed with this self-knowledge, you will better be able to determine how you can best contribute -- both now and inrepparttar 119470 next phase of your career. Your greatest successes will come from placing yourself in a position where your strengths can meet opportunities for their regular expression. And, as maximizing your strength becomes a habit, you’ll be in a better position to help those around you maximize their abilities, leading to greater productivity and satisfaction for you, your team and your organization. © 2005 Dr. Robert Karlsberg & Dr. Jane Adler

Dr. Robert Karlsberg and Dr. Jane Adler are senior leadership consultants and founders of Strategic Leadership LLC. They work with senior executives to maximize performance, facilitate transitions and accelerate major change initiatives. Contact them at 301-530-5611 or visit http://www.PsychologyofPerformance.com

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