The Metiss Group's Blog

There are varying degrees of steadiness. Some people are focused, unyielding, and highly frustrated by distractions. Some are flexible, multi-tasked, and enjoy distractions. Some are a little of both.

How does the ubiquity of technological distractions today impact our ability to be productive? How do the super-steady types avoid getting frustrated with all the interruptions? And how do the easily distracted types garner enough focus to finish anything?

The answer is: we adapt to the situation for short periods of time. Our ability to adapt is largely a function of our cognitive abilities. We must continuously adjust our natural style and what feels comfortable; we must either block out the interruption or respond to it. Those with strong cognitive abilities are likely to be most successful in adapting to today’s work environment.

Leaders should encourage their direct reports to develop their cognitive abilities and screen new-hire candidates for their thinking abilities.

Empowered direct reports focus on their critical thinking skills and are more successful.

Leaders are responsible for challenging their direct reports to personally grow and providing resources for their development. Leaders are not responsible for teaching, just the inspiration.

On-going personal development can be of the mind (intellectual), body (physical), heart (relationships), or spirit (values).  Too often development is just focused on the intellectual (mind). There is nothing wrong with encouraging direct reports to grow in all parts of life.

Taking an aerobics class (physical), spending more time with the family (relationships), or attending a spiritual retreat (values) are all effective personal development activities that can make direct reports more productive.

The leader’s job is to empower their direct reports to develop. Their continued growth and development – in all aspects of their life – will lead to everyone’s success.

In their book “Contented Cows Still Give Better Milk, The Plain Truth About Employee Engagement In Your Bottom Line,” Bill Catlette and Richard Hadden describe how animal science studies have shown that dairy cattle who are given a first name and are regularly called by that first name will produce an additional 60 gallons of milk annually. That’s amazing; simply paying attention to the producer increases their productivity.

How does that translate to leading direct reports? Experience has shown that leaders who conduct regular one-on-one meetings with their direct reports get much more productivity out of those direct reports.  Sometimes it’s hard to remember these one-on-one meetings need to be about what the employee needs, not focused on their boss.  Everyone needs the undivided attention of their boss and it is proven that those who get that attention are more productive.

Empowered leaders conduct regular one-on-ones with their direct reports and experience more success.

“Hide not your talents. They for use were made. What’s a sundial in the shade?” — Benjamin Franklin

Whether it’s the strengths based books from Marcus Buckingham and Tom Rath, a high school sports coach, or grandmother’s sage advice, we’ve all heard the maxim “use your strengths for success.”  Many leaders go as far as to assess their direct reports to determine their strengths and encourage them to capitalize on their unique abilities.  But what happens when those strengths are taken to an extreme?

An excess of anything can result in undesirable consequences.  Leaders need to be aware how this might impact their team.  One of the more common workplace challenges is the domineering associate recognized for delivering results and overcoming obstacles who, when taking their strength to the extreme, alienates those around them.  Another is the deep thinking, reflective associate successful for their profound problem solving abilities who, when getting too wrapped up in collecting and crunching data, fails to meet deadlines.

Leaders should encourage their direct reports to identify, leverage, and capitalize on their talents and praise them when they succeed in this approach but be prepared to offer course corrections if the behavior becomes too extreme.

Empowered leaders understand their direct report’s strengths and help them be leveraged for greater success.