Three Myths about Yourself

Answer the following:

  1. Your personality changes over the years, you have changed for the better, yes or no?
  2. You will grow the most at your weakest area, yes or no?
  3. A good team member gives in his or her all to help the other members, yes or no?

If you agree to all three questions above, you are succumbing yourself to the three foremost myths about yourself!

Jim Rohn once said, “Work harder on yourself than you do on your job”.  When you are unable to achieve something, what’s stopping you is none other than yourself.  What you believe affects your behaviour and eventually your action.

Myth No. 1 – As You Grow, Your Personality Changes

66 percent of us believe this to be true.  The truth is AS YOU GROW, YOU BECOME MORE OF WHO YOU ALREADY ARE.  Our behaviour changes according to situation, skills develop overtime, but our core personality remains the same throughout our whole life.  Most people find it comforting knowing that we can change.  The main focus is to put your strengths to work, knowing your personality, your goal should be agree up and focus on the forces that are already there.

Myth No. 2 – You Will Grow the Most in Your Areas of Greatest Weakness

61 percent believe this to be true.  It’s not about ignoring weaknesses. You will learn and grow the LEAST in your areas of weakness.  Truth is YOU WILL GROW THE MOST IN YOUR AREAS OF GREATEST STRENGTH.

You will be at the peak of your creative powers in your areas of strength, you will bounce back faster at what you are good at.

Question: Why won’t you grow in the area of weakness?

It is in our biological system – The Brain finds it easier to create new synaptic connections in those areas of your brain where you have abundant synaptic connections, thus you grow the most where you are already strong.  Your 2nd system will push you to seek out situations where you can play your strengths because these repeated behaviours develop your strength further, all in the name of survival.  The more competitive you are, the higher chance of survival!

Myth No. 3 – A Good Team Member Does Whatever It Takes to Help the Team

91 percent agreed to this statement.  There’s a common saying, there’s no “I” in team.  Truth is A GOOD TEAM MEMBER DELIBERATELY VOLUNTEERS HIS OR HER STRENGTHS TO THE TEAM MOST OF THE TIMEEach individual has their own strengths. An effective, well rounded team has individuals that play their strengths to the maximum.

Just like a football team, each member plays their role according to their strengths.

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Now that the Myths are busted, most of you would strongly feel discomfort with the naked truth.  But the truth is never easy to swallow.  Once accepted, you will realize how easy it was to excel from there on.

With reference to the book “Go Put Your Strengths to Work” by Marcus Buckingham.

Impossible Key Performance Indicators – Setting It Right

Contributor: Sher Yen

Do you hate being measured?  Do you think your key measurements are unreasonable?  Have you ever gotten a measurement of 100 percent occupancy rate throughout the whole year?  That DOES sound ridiculous, even to us.

These are some of the frustrations brought up by a few top managers who joined us for the management briefing workshop.

“How do we achieve a target when we can’t even determine the leading indicators?”

“These are unrealistic goals within such ridiculous timeline!”

“There are too many grey area.”

If you have heard of Stephen Covey, you would have heard of his Four Disciplines of Execution, also known as the 4DX.

The 4 Disciplines exist for one reason: to execute on a plan in the midst of the whirlwind of distractions.  When you see the results, it is already a LAG measurement, the effect of your doings.  The leading indicators serve as a weekly measurement that works towards your Wildly Important Goals (WIG).

4DX

The 4 Disciplines of Execution

The 4DX acts like Moses guiding his people through the red sea.

To set the employee’s key performance indicators, you must have a legit road map to achieve it. The leads are the road map.

First, set your Wildly Important Goals, then determine the daily activity that contributes to the WIG.  Keep a scoreboard that you can track on a weekly basis.  The final step is to be accountable of the results, for better or worse.

4DX example

Research shows that only 15 percent of employees actually know their organization’s most important goals. There are either no goals or too many goals – or people aren’t sure which goals matter most.

By Frankly Covey

Do Take Note: it is strongly discouraged to have too many goals. The more you try to do, the less you will accomplish.

number of WIG

 

To answer those frustrations, managers must first clarify and communicate the main goal of the company, the main goal of each individual and how their goal contributes to the company.  Determine if the WIG is reasonable, if it is achievable with the set of lead measurement, focus and discipline your way through the whole year.  Finally, always allow two way communications and listen to what your people have to say, clarify their doubts.