Home' Trinidad and Tobago Guardian : March 26th 2013 Contents B20
Guardian www.guardian.co.tt Tuesday, March 26, 2013
SCL (Trinidad ) Limited, the local distributor of Petro Canada
Lubricants, is looking to recruit a qualified, experienced Sales
Representative to service its customers in the Manufacturing and
Food & Beverage Sectors.
Qualification & Experience:
Min five (5) ordinary level passes (including Maths & English)
At least three years experience in Sales & Marketing, preferably in
a similar field
Good track record in achieving Sales Target
Strong interpersonal and communication skills
Flexible team player with strong initiative and sound integrity
Customer service oriented, and cultivating new business relation-
ships whilst maintaining customer loyalty.
A competitive remuneration package is being offered that includes
Travelling, Commissions, Medical and Pension.
Please send your resume to email@example.com .
Think of your national athletics team at the
Olympics. All the individuals in it are exceptionally
talented; but at different things. The javelin thrower
is able to throw his javelin powerfully and release it
from his grasp at exactly the right time; the marathon
runner has phenomenal endurance; and the sprinter
has powerful leg muscles so that she can explode
out of the starting blocks.
No team manager would encourage the sprinter
to start throwing javelins, nor would he assign the
endurance athlete to the 100 meter race. If he did,
he'd be ignoring their strengths, and expecting them
to deliver results from an area of weakness.
Yet managers do this every day in business! If
you're not convinced, think back to your last appraisal.
Did your boss praise the way that you carried out
various key aspects of your role? Or do the "areas
for improvement" he or she identified stand out more
clearly in your mind?
The chances are that the criticisms are most mem-
orable. And what this means is that, at best, you're
working on your improving your weaknesses, and
you're ignoring your strengths.
Why Strengths Matter
Of course, managers clearly need to point out areas
of team members' performance which are not up to
standard, if that area is an essential part of the job.
But there are two good reasons why ignoring people's
strengths can fail to yield the results that managers
want. For instance, increased performance.
First, focusing on weaknesses often doesn't encour-
age people to work on those weaknesses: negative
feedback generally puts us on the defensive. And,
for many, it's natural to deny that the observations
are true, or to dismiss them as irrelevant, by telling
themselves that aspect of their work isn't important
anyway. Either way, they're not motivated to do much
On the other hand, most of us respond well to
praise. We realise that what we're doing is appreciated,
so we try to repeat the positive behavior, in the hope
of getting more praise.
Second, there's good evidence that our strengths
and weaknesses are, to some extent, fixed.
But are you clear about what your strengths are?
The traditional appraisal system offers only so much
help in identifying them. What we need is a way of
finding out what they are, and also of figuring out
what we should do to "play to our strengths". The
Reflected Best SelfTM exercise helps us do just that,
and this article gives our interpretation of the exer-
How to Use the Tool
This is an overview of the steps in the Reflected
Best SelfTM technique:
Step 1: Survey Others About Your Strengths
Identify ten or so individuals who are in a position
to give you accurate feedback about your strengths.
This group should include current colleagues, but
also, ideally, former colleagues, friends and family
Then, ask them to think about what your strengths
are, and to give an example to back up every strength
they identify. The strengths don't need to be specif-
ically work-related. In fact, if you're unhappy in your
current job, it's particularly important that you get
feedback from people who know you from outside
a work context, as they may identify real strengths
that you have which you're unable to display at work.
In this step, your feedback group needs to under-
stand why you're asking for feedback on your strengths
and that you're not just fishing for compliments
(which would be embarrassing for all concerned).
If you're doing this at work, consider doing this
as a group with co-workers who are interested in
doing the exercise themselves.
Continued on Page B21
Your reflected best self If you're too embarrassed to do this, identify 10 people who like you
and know you well. Ask yourself what these people would say your
strengths are. Remember, though, that your answers won't be as good
if you don't ask the people themselves!
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