In people management and hiring, we might assume that we’re emphasizing what our employees are best at. “Play to your strengths” is one of the biggest truisms of business, and life in general. If the people we’re managing – or hiring – are talented, we might assume that they’re working to their full potential in their roles. The cream rises to the top in any organization, but how often are we failing to hire and manage talented people based on what they’re truly best at?
A great new article from executive coach Whitney Johnson in the Harvard Business Review details how employers can help their teams play to their strengths. More than strengths, actually: Johnson offers strategies for identifying and coaching employees based on their superpowers – the things that come most easily, the things that those employees are not always willing to boast about.
As Johnson puts it, people sometimes undervalue their own superpowers because the tasks associated with them feel “too easy” compared to hard-won skills. But let people focus on their superpowers and real opportunities for innovation star to spring forth.
Often you can spot superpowers in the wild; some people are such high performers that it’s obvious what they’re best at, and they’ve found their way into a role that utilizes those skills. But the HBR article makes the point that great people don’t always focus on expressing their superpowers at work out of a fear of limiting their scope. It’s rare that you find someone who’ll put what they’re truly a genius at on their resume – either out of a desire not to boast, or to present a more balanced profile.
The article identifies some strategies for managers to identify their team’s “superpowers.” They encourage managers to ask their employees a few key questions:
- What exasperates you? Ask people if there’s anything in their job that frustrates them when other people don’t understand it easily.
- What compliments do you dismiss? The article makes a great point that people tend to downplay the things that they’re best at – the things that come most naturally to them – out of humility or because they feel “easy.” If someone regularly dismisses compliments around a certain task or deliverable, that’s a sign that thing might be their superpower.
- What do you think about when you have nothing to think about? In downtime, our brains regularly come back to the things that stimulate us most – the things our minds gnaw at that we can’t let go. Leaders should try to find out their employees’ fixations, because – through coaching – these can develop into passions and ultimately superpowers.
But why stop at coaching and development? We think that companies should strive to adopt this approach for hiring as well: as much as possible they should hire employees for their superpowers, rather than their ability to carry out an over-wide range of tasks.
For example, in Strategic Procurement: is someone particularly elite at communicating and building relationships? Assign them specifically to build buy-in from internal stakeholders across the business, and act as a point-person between those internal clients and the sourcing group. Leave the sourcing to those whose “superpowers” are evaluating the supplier marketplace, or negotiation, rather than structuring your department around a bunch of generalists.
Does someone have a deep understanding of a particular category, for example marketing spend, perhaps from working on the other side of the fence? Hire them for that category. These are just a few examples of how we think companies can adopt the “superheroes” approach to hiring.
Companies should tailor job descriptions towards key deliverables, and consider including the questions mentioned above in the job interview process, as a means of trying to uncover what comes easiest to job candidates – which also happens to be the areas where they’re most likely to innovate.
Budgets, organizational structure, and directives from senior leadership will often be impediments to this approach, but specialization is the name of the game in improving efficiency, which is after all what Supply Chain Management and Procurement are all about.