To perform at the highest level, each member of your team must operate from a position of strength. We are not talking about the strengths of the team in general, but of each individual’s distinctive strengths. What does each person do well that other people on the team do not, and what sort of problems do these strengths equip them to solve? As a manager, your job is to pinpoint what people do uniquely well and pit these abilities against assignments that make their strengths relevant. This powerful combination (abilities + assignments) busts through the challenging low end of the disruption curve.
Don’t assume people know what their strengths are. Usually, we have a tough time spotting our own superpowers. Because these are things you do reflexively well, like breathing, your strengths are often invisible. And you dismiss them: it’s human nature to undervalue what comes easily. Which is why sometimes we hire people into the wrong roles. Because they include on their resume what they work hard to do, not what they do without thinking. Identify your reports’ strengths – their superpowers, their genius – and play to them.
Play to your people’s distinctive strengths, encourage them to play where others aren’t and you will create a flywheel for climbing up the disruption S curve of learning.