Many businesses are missing an opportunity to tap\n\ninto the greatest strengths of the people who work there. And those who\n\nlead and manage those businesses do not feel that their department or\n\norganization utilizes what they perceive to be their own greatest\n\nstrengths as well.\n\nWhen asked in a nationwide survey how well their department and\/or\n\norganization taps into the greatest strengths of the people who work\n\nthere, 22 percent of senior executives and managers said extremely\n\nwell. \n\nWhen it comes to how well their own greatest strengths were utilized by\n\nthe people they work for, 28 percent said extremely well, according to\n\nthe survey conducted by NFI Research. \n\nHowever, fewer managers than senior executives feel their organizations\n\nuse their greatest strengths. And regarding the size of the business,\n\nmore executives and managers at smaller companies rather than large\n\ncompanies feel their greatest strengths are being tapped.\n\n\u201cIn my experience, it is the rare company that actively focuses\n\non fully utilizing the strengths of its employees,\u201d said one survey\n\nrespondent. \u201cCertainly, they hire based on talent, but they do not\n\nnecessarily look to maximize all the talents and strengths of their\n\nemployees. Too often, we settle for getting the job done, and do not\n\ncapitalize on the strengths of our employees.\u201d\n\nThe great problem with an organization not capitalizing on its employees\u2019 greatest strengths is one of missed opportunity.\n\n\n\nThe business misses leveraging inherent skills of an individual\n\nwhile that person gets frustrated feeling under-utilized. Even worse,\n\nthe business might be pressuring an employee, manager or executive to\n\nperform tasks and functions that play to the person\u2019s greatest\n\nweaknesses, causing more frustration and increasing stress.\n\n\u201cThe organization does not look at what people do well,\u201d said\n\none respondent. \u201cThey more or less dictate what they think you should\n\ndo well for their perception of your job. For example, a network\n\nadministrator was told that he should program and implement a database,\n\nbecause it has to do with computers.\u201d\n\nOf course, an organization might also make the mistake of\n\nasking a person to continually perform a certain task because that\n\nindividual appears to be very good at performing that particular task.\n\nWhat the manager may not realize is the amount of effort the person has\n\nto expend on the task vs. someone else who might perform the same task\n\nequally well, with much less effort. It all comes down to being able to\n\nproperly tap the most significant strengths of each individual. \n\nPerfectly matching the task at hand to the proper individual presents\n\norganizations with great opportunity, though it can be somewhat\n\nchallenging at times.\n\n\u201cBecause of all the cutbacks, employees (myself included) have\n\nto pick up extra duties that are time consuming, yet must be done,\u201d\n\nsaid a respondent. \u201cTime devoted to tasks that were once completed by\n\nanother employee is not time and talent well spent.\u201d\n\n\u201cWorking with a very small staff, our main issue in this area\n\nis the amount of time and stress involved in doing things that are\n\nnecessary, but are not core competencies for an individual,\u201d said\n\nanother survey respondent. \u201cToo often the strengths of a particular\n\nperson are underutilized because of the responsibilities that fall\n\noutside of their giftedness.\u201d\n\nIndividuals at work should pause to take inventory of what they\n\nperceive to be their greatest strengths and attempt to match those\n\nstrengths with the right job.