Unlock the Hidden Creativity of Your Employees

Written by Chuck Yorke

To release creativity in employees, managers must get involved in their employees’ work. Look at each employee as if he or she isrepparttar expert onrepparttar 119449 job and tap into their creative energy.

We’ve learned that we can userepparttar 119450 energy ofrepparttar 119451 wind andrepparttar 119452 sun. We’ve also learned to harness energy stored inrepparttar 119453 form of coal and oil. Creative energy, like any other kind of energy, can be harnessed and managed.

When we engage our employees and tap into their creative energy, they can show us ways to improve. All employees can be thinking about how to reduce costs, looking at safety issues, reducing wastes, and improvingrepparttar 119454 environment, while atrepparttar 119455 same time developing skills to identify, articulate and communicate those kinds of things.

What can people do with their creative energy?

Michael took some wood, cardboard, and tape and made a ’flipper’ to close boxes, eliminatingrepparttar 119456 work he was doing.

Omar used a cardboard box to protect coworkers from a hot pipe. Laterrepparttar 119457 box was replaced by a plastic coated wire guard.

How to Leverage Your Strengths for Peak Performance

Written by Dr. Robert Karlsberg and Dr. Jane Adler

Ask almost any business leader how to most effectively develop people and build teamwork and you’ll hear, “tap into employees’ strengths.” Yet when it comes to their own careers, many managers still focusrepparttar majority of their personal development efforts on shoring up areas of weakness. Sometimes this is due to well meaning critiques by superiors. Other times managers moving uprepparttar 119448 career ladder try to emulate those who have gone before. While all managers need to hone their communication and people skills, learning these skills and adding knowledge is simple. Recognizing, developing and deliberately leveraging ones own strengths is more difficult. Many programs are available to helprepparttar 119449 ambitious manager improve performance, but a review of typical business practices points to a common fallacy. Whether in individual development plans, performance reviews or 360 evaluations, efforts to help people change forrepparttar 119450 better often focus more on weaknesses than on strengths. From our earliest years we are programmed to believe that our greatest potential for growth is in our areas of greatest deficiency. Think about it. If your child received an A in English and a C in Math, where would you focus most of your attention? This is not necessarily wrong. In fact, everyone can and must develop a basic competency in multiple important areas. The problem is that this philosophy can perpetuaterepparttar 119451 focus on weakness long after basic competency has been achieved. Social psychologists have found that focusing on strengths leads to higher performance, greater productivity and increased satisfaction. In fact, honing your abilities to their greatest potential can essentially make your weaknesses irrelevant. Today’s business environment offers many more opportunities for advancement than ever before. But to take advantage of these opportunities, you need to recognize your areas of greatest competency, work to develop those to their fullest potential, then match your strengths torepparttar 119452 right challenge andrepparttar 119453 right role.

To maximize your effectiveness, followrepparttar 119454 example of high performing organizations. The most successful companies identify their core competencies, then work to develop those in order to maximize their potential. Functions thatrepparttar 119455 organization performs less well are outsourced, markets that don’t fit core competencies are abandoned and divisions that don’t add torepparttar 119456 company’s strengths or advance its purpose are sold or spun off. Attainingrepparttar 119457 next level of performance involves identifying and enhancing your core competencies -- your strengths -- rather than attempting to remedy every weakness. Delegate every possible activity that doesn’t fit your strengths, and only attend to areas of weakness that stand inrepparttar 119458 way of doing what you do best.

First Determine Your Strengths While it seems that most of us should be aware of our strengths, we often confuse strengths – what we do well - with traits (our personality characteristics) or work habits (the conditions under which we perform). Many of us also take our strengths for granted. In doing what seems absolutely natural and logical to us, we fail to recognize that we are actually creating outcomes far superior to what others might have expected. Harvard psychologist and pioneer of Multiple Intelligence theory, Dr. Howard Gardner, points out that people have many more areas of intelligence – or capacities to produce useful outcomes – than previously realized. Where traditional I.Q. testing measures linguistic and mathematical ability, we now know that other abilities such as interpersonal intelligence –repparttar 119459 ability to understand and relate well to others – and spatial intelligence –repparttar 119460 capacity to create or plan in multiple dimensions - can have a significant value. So how do you determine your greatest strengths? One way is to examine your own past and present performance and try to discern a pattern of successful behavior. What comes easily to you that might be more difficult for others – negotiating a tough contract, analyzing financial data, creating an advertising strategy, leading a team? Or you could use feedback analysis as described by management guru Peter Drucker in his book management Challenges forrepparttar 119461 21st Century. Whenever you undertake a key activity or make an important decision, write down your expectations. Then, a few months later, reexamine your expectations andrepparttar 119462 actual results you achieved.

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