When I say we use only part of each person I am thinking primarily about two things.
First, organisations tend to think only about how they can maximise the use of physical work and thinking work; they hardly ever try to maximise the power of feeling/caring or the power of wanting to leave a legacy. And yet most of the power of humans is tied up in these two. In my consulting work I encourage managers to think about their people as body (physical work), head (thinking work), heart (caring) and soul (legacy).
Second, we are pushing people into boxes (jobs) that have little or no relationship to the inherent talents of the person. In my consulting work I teach managers that every person has a unique talent and if the organisation is to become great then they must find that talent and put it to work. I use Herrmann's Thinking Preferences to help managers identify and measure these talents.
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