Play to Your Strenghts

Play To Your Strengths

We often hear the refrain that we should accentuate our strengths and minimize our weaknesses.  This is generally good advice and an approach that works in many situations.  Before you can begin implementing that approach, we all need self-awareness to recognize those traits. Or at least openness to receiving feedback from others. Getting beyond our blind spots and accepting our natural selves is an important first step.

The introspection and assessment do not stop there. In reality, we don’t necessarily show up and display those natural traits at work or home. Who we are naturally – in the absence of stress, conflict, or pressure – is rarely who colleagues and friends will encounter. It is also important to consider how we react to difficult situations and the impact that has on others. There are many instruments that are available to assess motivations, personality traits, communications, styles, or preferences. Taking an assessment may give you just the kind of insight you need to gain a better understanding of yourself so you can lead and manage more effectively.

Anxiety and Excitement

Physiologically, there is little difference between excitement and anxiety. Sweaty palms, jittery, and a tight stomach. Common in both, but different root causes. Under pressure, many will display traits that get more extreme. The controlling and domineering person may get more so. The pensive and cautious type may take even longer to make a decision in the name of managing risk. If this describes your reaction, how does that impact others on your team? Are there strategies you can adopt to help you identify the trigger and the behavior? You may need to ask your colleagues or friends how you show up in those circumstances.

Collapsing to the Core

Others may experience a diminishing effect under duress. Their natural traits may be more muted and allow them to operate with much greater flexibility and fluidity. The natural introvert may become more people-oriented, recognizing that the situation may require more staff. Or the detailed engineer may rely more on instinct and experience in lieu of the time to fully analyze a problem. Throughout my career, most colleagues would not recognize my natural preferences or traits. Our work environment is such that our “pressurized” persona is a more likely presentation.

There is no right or wrong way of being. We all are who we are. Asking you or me to change would be like asking us to write with our opposite hands. We might be able to do it, but it will take a long time, require constant practice, and always feel uncomfortable. The knowledge you can gain about yourself will help you modulate your mannerisms, communication styles, and approach to leading others. Technical organizations are recognizing that EQ is a better indicator of future success than IQ. The self-awareness and willingness to look inside falls squarely in the EQ side of the equation.

 

As always, you can reach me at MRiegel@AECBusinessStrategies.com.

Michael Riegel