You’re smart, experienced, and skilled. You can do a lot.
But beware. Just because you CAN do it, doesn’t mean you SHOULD do it.
“I think there is this huge misconception that just because we are capable of doing something,” explains Amy Bruske, President of Kolbe Corp, “we should do more of it. Some of you have developed these amazing careers where you have a lot of skills and experience in certain areas. And yet you are taking on a lot of tasks that aren’t necessarily a great fit for your natural way of getting things done.”
It’s the curse of the capable. When you can do a lot of things well, you’re asked to do those things a lot, whether they’re good for you or not. And then you’re often rewarded and praised for the result, which makes you even more committed to doing them. But there are clear repercussions to performing a role that doesn’t allow you the freedom to be yourself. And there can be even bigger ramifications to running a business where employees are not aligned to the right roles.
“Research shows that if someone is working against what is natural for them,” Bruske continues, “it increases levels of stress. If left unmanaged, this will lead to burnout, and that is when they are going to quit your organization.”
This includes the top performers on your team. These star employees generally don’t complain when stressed; they just work harder. But clearly, this is not sustainable over time.
“You don’t want to wake up one day and all of a sudden, this superstar doesn’t want to be in this role anymore or quits your organization and you have no idea why,” warns Bruske.
“The other side of that,” adds Stephanie Clergé, VP of Training and Consulting at Kolbe Corp, “is the people who become disengaged and then don’t quit.”
These checked-out employees tend to be negative and that negativity can spread, dramatically impacting the culture of an entire organization.
The best way to avoid these worst-case but all-too-common scenarios? Anticipate.
Get the right people in the right seats by considering individual strengths and creating jobs that fully serve the needs of your organization. Kolbe accomplishes this through job-related assessments (like the Kolbe B™ and C™) and the Role Alignment Guide™, which factors in those instinctive strengths and a 360° review of job requirements to develop strategies that will:
- Predict long-term stress among team members and improve productivity
- Avoid conflict and confusion between managers and direct reports
- Significantly increase employee retention and reduce turnover costs
“So, yeah,” exclaims Bruske. “Role alignment is really critical.”
The best place to start this alignment process? Understand your own instinctive strengths by taking the Kolbe A™ Index here.