Marcus Buckingham

The key to an excellent performance lies in finding the correlation between talent and the function performed. It is no good a talent for relations (connection) for a person who works as a computer programmer. But that talent developed through practice and learning, is powerful for the management of a public relations in an organization. The formation of a fortress, according to Marcus Buckingham and Donald O. Clifton, demand in addition to the talent as the basis: knowledge: the is that of which the person has consciousness. If you would like to know more about Air Force Chief of Staff, then click here.

You can access to him through the study and practice. They are that of a function. Skills: Are the steps of an activity. They are the how of a function. They are the capabilities that a person you It can be transmitted to another. Skills represent the formalisation of accumulated knowledge. They avoid trial and error. They bring structure to the experiential knowledge.

Building strengths at work the results of studies and investigations of the Gallup Organization conclude on the need for the role of the leader as catalyst in the process of transforming the talent of people in performance of excellence. Now, what is a catalyst Manager? The role of a catalyst is to accelerate the reaction between two substances to obtain the desired final product. So managers generate excellence performance in its employees, speeding up the reaction among the talents of its people and the requirements of organizations. How do this role of catalyst meet successful leaders and managers? There are four functions that define your role as a Manager / leader catalyst (taken from the book first, break all the rules, Marcus Buckingham and Curt Coffman): select the person set expectations motivate people develop these same people features make them the leaders / managers not catalysts, but with different emphasis. Like traditional managers do? Says Marcus Buckingham which traditional managers: selected person, based on his experience, intelligence and determination. They set expectations, defining the steps. They motivate the person, helping you identify and overcome its weaknesses. They develop the person helping you to learn and be promoted. By contrast leaders catalysts and managers: selected the person based on talent, not simply based on the experience, intelligence and determination. They set expectations defining expected results, not just the steps. They motivate the person to focus on strengths, not based on their weaknesses. They develop the person helping you find the perfect match between your talents and work requirements, not simply showing you the next rung of the ladder. The approach of developing organizations based on the strengths of each person, represents a real revolution for organizations, and a great opportunity to achieve superior performance, to the point that becomes a competitive advantage. Now, take the paradigm of management based on strengths, implies a major cultural change for many organizations, anchored in the closing the gap, and with emphasis on overcoming weaknesses. Adopt the strengths-based management requires changing the way to select, evaluate, develop and manage human resources within organizations.

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