Is It Really Just About Strengths?

Have you ever noticed people making excuses for poor performance or ugly behavior by invoking the "It's just who I am" defense?

Research (and common sense) show that focusing on peoples' strengths can have a positive affect on engagement and results.

But any approach or new , misunderstood, can actually cause negative side-affects.

 Have you seen any of these?

- Using  "strengths" research as an excuse for managers to avoid uncomfortable performance discussions with employees. ("Everyone knows that James is difficult to work with and shirks his responsibilities. No one wants to work with him and clients complain about him...but he's a really good analyst. Let's not rock the boat.")

- Hiding behind strengths as an excuse for bad behavior. For example, "I'm sorry that I snapped at you and called you a bumbling idiot. I have a short fuse. That's just how I am. Sensitivity is not my strength. You'll just have to accept that."

- Dumping mundane tasks (like paperwork, administration) on others because "it's not my strength." (For example, "Anne, you're so good at making the office coffee, cleaning out the pot and using the fax machine. Would you mind? I'm not good at that kind of stuff.") All jobs require doing some things we don't like, or aren't particularly good at...and most companies can't afford to give all of their employees an assistant to dump work on. Sometimes we just have to suck it up and do something, even though it's not our strength.

 All of that said, I'm still a huge believer in understanding one's strengths. I just get alarmed when I see a good concept spin out of control and become destructive.

What's Happening With The Strengths/Weaknesses Thing?

There are probably a number of reasons why, but I think there is a phenomenon that gets played out--at least in American business circles--whenever the latest and greatest thing hits the scene. And it's this:

What is actually a Principle is adopted as a Rule.

Instead of really taking time to understand all that lies underneath a principle, people run with the catch phrase and treat it as "the way." A book title becomes a buzzword that is then tossed around in meetings. It becomes problematic when the word doesn't have a shared meaning among the users. And that happens a lot. So it is with Strengths.

It's a lot easier to say "It's all about Strengths" than it is to live a life identifying and acknowledging our strengths; figuring out where we need to become at least adequate in some of our weaknesses; and respecting the people around us enough to behave unselfishly even when we "feel" like doing our own thing our own way.

When managers avoid uncomfortable performance discussions, they are showing disrespect for their employee. How can the person improve without hearing the truth, exploring ways to change, and growing as a result?

When we hide behind Strengths as an excuse for bad behavior, we're really saying "I don't respect you enough to bother to honor you with good behavior."

And when mundane tasks are dumped on someone else because "I'm not good at it," then I better ask myself just how I'm using my position power. Is one of my less attractive "strengths" the inclination to take advantage of others' weakness?

What I find ironic as I write this is: we're talking about Strength, yet the insidious culprit is Laziness.

What to do?

1. Take time to learn the "why?" behind the "what." When you can explain a concept accurately using everyday language, you've got it. If you or colleagues around you are still discussing things using buzzwords, stop and ask for an explanation of the meaning. That discussion could lead to shared meaning and deeper understanding.

2. When you hear a "performance excuse" disguised as a reason, follow up by asking: "What are you going to do about that? It's impacting other people and that's not acceptable." It's amazing how we'll make changes once we are called on our behavior and not allowed to explain it away.

3.  Make really bad coffee and jam the fax machine.

Related bonus post: From Lynn Mattoon: Millenials In The Workforce

Comments

[Wally Bock]

Good post, Steve. Alas, the current strengths and weaknesses debate seems to suggest that you either build on strengths or deal with weaknesses. Success calls for something else.

No need to take my word for it. I give you Peter Drucker, way back in the Sixties. 'Twas he, I think who first suggested that success came from "making strength productive." But Drucker, wise old soul, didn't leave it there.

There's another part to the Drucker formula. It is: "Make weakness irrelevant." Sometimes you do that by getting "good enough." Sometimes you do that by outsourcing tasks to those who can do them better or to software. Sometimes you decide that particular tasks just don't need doing.

Building on strengths works, but not if it becomes a slogan or an excuse. The final test is still performance.

[Becky Robinson]

Great post, Steve. I have used the "It's just who I am" excuse (at home, not at work) so often that it has become my own personal mantra. So, ouch.

That said, let me add to your list of what to do:
#4 Keep doing those things that aren't "your strengths." Try new ways to accomplish the same task. Eventually, you may find that you will improve your ability to complete the dreaded tasks -- and you may even find yourself enjoying them along the way.

[peter vajda]

I like Becky's point. For me, focusing on strengths contributes to one's becoming good, better, best - where they are. Focusing on one's weaknesses, limitations and areas that could use improvement support one to forward the action of their life - personally and professionally.

[peter vajda]

Second thought:

Steve, you say, "Dumping mundane tasks (like paperwork, administration) on others because "it's not my strength." (For example, "Anne, you're so good at making the office coffee, cleaning out the pot and using the fax machine. Would you mind? I'm not good at that kind of stuff.") All jobs require doing some things we don't like, or aren't particularly good at."

It's important to discriminate/discern between "it's not my strength" and "it's not my job." This is a touchy area where status, title, and, especially, ego can get in the way.

There are myriad areas where one can "do the little things" for the good of the order (the coffee pot, cleaning us a messy room, adding paper to the copier...)instead of walking away...the Leona Helmsly attitude of "those things are for the 'little people'."

Here there cartainly is a weakness on the part of those whose mantra is they are "too good for that" - and if it has anything to do with strength, it'a lack of a strength of character. So, a very important distinction here.

[Jo Jordan]

Yep, strengths are how you are going to get it done, not what you are going to get done!

Personally, I always let the task go to the person who loves to do it. Then if there are residual tasks that no one wants, we draw straws, fairly.

[msn nicks]

Yep, strengths are how you are going to get it done, not what you are going to get done!

[Mike Myatt]

Hi Steve:

This is a great post unmasking the tendency to let human nature overcome sound judgment. I don't believe strengths and weaknesses are the issues, but whether when, where, why and how we choose to deal with them. In a previous post on the topic of strengths and weaknesses I took a look at the subtleties surrounding these issues which might be of interest to you: http://www.n2growth.com/blog/strengths-vs-weaknesses

Recent blog post: Family Business

Recent blog post: Family Business

[Frode H]

Hi Steve.
Love reading your blog, always something useful.
While reading this, my mind wandered to the book: What got you here, won't get you there by Marshall Goldsmith and Mark Reiter. I am just reading this book now. And it is great. And right on this topic.

http://www.amazon.com/What-Got-Here-Wont-There/dp/1401301304/ref=sr_1_1?ie=UTF8&s=books&qid=1247507966&sr=8-1

[Lynn M]

Steve,
I see you have a lot of comments here and that just showed how much passion you stirred up with your post (so congrats on that), also I think most of us have been there to witness this. I think those who trudge along on strengths alone without trying to fix their weaknesses or owning up to them and how they affect others ultimately hit a road block. Such an employee can not be truly successful if they are not interacting with others in a positive way and it catches up to them. It is a weakness on the part of the manager to avoid an employee's negative behavior and this points to their own weaknesses. Perhaps they fear confronting an employee or fear having to take on extra work in replacing that employee. I guess that points to laziness as well.

I enjoyed your post and couldn't agree more on the "corporate speak." There's something dishonest and cowardly about relying on buzzwords to say what you mean.

[Mary Jo Asmus]

Steve, thanks for a great post and starting the conversation here.

I too am a firm believer in working within our strengths. In the work I've done over the the years, there are a few things I've learned from my clients about them. The two most prevalent in my thinking right now are:

1. There is a difference between strengths and strengths that are over used. Example: someone who communicates in a direct manner may have a strength. But I've also encountered those who are what I call "overly direct", blurting out what they are thinking at every opportunity. The latter is a strength that is overused, and the individual needs to learn to pull it back. When appropriately pulled back, it can be a great asset.

2. A focus on strengths for success and growth is essential! However, an awareness of weaknesses is as well. I've chosen my words carefully here - FOCUS on strengths and AWARENESS of weakneses - for a reason. We can all learn a lot about ourselves by becoming aware of our weaknesses. The attention on strengths has sometimes been an excuse for pretending that our weaknesses don't exist. They do, and they need to be acknowledged.

[Steve Roesler]

Wally,

I wonder if Drucker is required reading in management classes any longer?

Your punchline pulls it together: strengths leading to performance tells the tale.

[Steve Roesler]

Becky,

The #4 suggestion has me thinking.

When I get stuck on something (and I'll bet others do the same thing), I tend to try harder, not differently. What comes to mind is that this is a signal to find someone who can demonstrate another way, since I already don't know what it is.

This is where it's important to learn to ask for help or to be able to sit back and calmly try to approach things from a different angle.

We'll add #4 to the bunch.

[Steve Roesler]

Peter,

Hadn't really thought about my example in that way.

This leads to the whole area of intent, awareness, and misperception:

1. Am I using this as an excuse to dump?

2. Am I unaware of my real underlying motives?

3. Am I being genuine but the people around me could interpret it as a dump vs. an "I need help."

Could lead to another entire post...

[Steve Roesler]

Jo,

How does that straw thing work out if no one is really very good at the task or eager to get involved in it?

I would imagine that if it's something procedural or mundane, no problem. Are there any glitches if it's a biggie?

[Steve Roesler]

Mike,

You raise the important situational aspects of the topic. And I would urge people to read your post.

Am currently involved in working with a family business that wants to add an "outside" partner. As you well know, the dynamics of family businesses are unique and frequently unknown to, or unexpressed by, those "in the family".

Thanks for adding the extra dimension. . .

[Steve Roesler]

Frode,

That's one of the more useful books on the topic we're discussing. Thank you for letting people know about it.

[Steve Roesler]

msn nicks,

Good one-liner!

[Steve Roesler]

Lynn,

You sound like a voice of personal experience on this one.

There is a cultural movement afoot that is attempting to engineer happiness by acknowledging only the "positive". This is only one side of reality and, therefore, is ultimately defeating to those of us (all of us) who must learn to responsibly manage our lives, solve problems, and help others do the same.

One way we help others--and get help--is to learn what's not effective and then learn to do it differently.

[Steve Roesler]

Mary Jo,

Well put. I can't say anything that would add to that one.

[Lynn M]

Steve,
Good point on the "cultural movement" -- this topic has probably been done to death, but the "only acknowledge the positive" parenting has been one of the reasons many people feel the new generation of workers (millenials) come into the workforce with an entitled attitude. I don't believe all recent grads go out into the workforce feeling/acting this way, but the topic has been covered enough to show that it has been noticed throughout the corporate world. In this post Millenials in the Workforce I discuss how some feel this attitude has been fashioned by TV, the educational system being too focused on self-esteem, and parents over-rewarding at home. I guess I'm going slightly off topic here, but I wholeheartedly agree with you. Having grown up being told what not to do and what I've done wrong and being a parent now and seeing how my friends can't tell their children "no" or express that they are totally out of line and not behaving correctly....well, I think if today's young workers are expecting only positive feedback, it doesn't look like it is going to end anytime soon....just wait until the generation 10 years from now goes into the workforce!
Thanks for listening ;)

[Steve Roesler]

Lynn,

I'm adding your post as a "Bonus" to the end of this one.

Unless you say, "No." :-)

[Lynn M]

I say yes, of course! Thanks, Steve!

[modifiye]

It's important to discriminate/discern between "it's not my strength" and "it's not my job." This is a touchy area where status, title, and, especially, ego can get in the way.