Ask an Olympic sprinter what they most want to improve, and they will say: “Speed.” Make this same ask of someone who is highly intelligent, and they will likely reply with, “More analytical ability.”
Top performers always want more of an existing strength. Feeding a strength is akin to creating a superpower in the eyes of exceptional performers. Leaders who understand the voracious appetite for more of a good thing from their best performers have an edge in motivating them.
A true strength is not just something a team member is good at. It’s an area of activity that creates energy through practice. When leaders focus on a developing set of positive skills, team members find the passion that will make them better.
Maintaining the discipline it takes to try, and then master, new habits requires an excitement about what is possible. Leaders who invest in making others’ strengths even stronger bring rocket fuel to the party.
Too many leaders naturally turn their attention on deficiency when working with others to improve. Even though the idea that overcoming a weakness in order to excel has proven to be overrated, deficiencies bang the drum and attract attention.
Good leaders don’t ignore the flaws and defects that get in the way, but they prefer to concentrate on areas of existing strength. This strengths-based approach has been shown to increase engagement, enhance job satisfaction, and amplify the desire to improve. The end result is massive improvement and higher performance.
We most want for ourselves not what is missing, but more of what we already have. When it comes to personal development, team members want leaders to amplify their current strengths. Leaders who grasp this wield a powerful tool for developing others.
As leaders build upon the signature capabilities of their team members, they soon learn the weaknesses gradually take care of themselves. Nothing has more improvement power than engaging preexisting strength.
