To fit the individual potential in the Organization

We are not only the visible portion that we allow other people to see when we want to be part of any project. We also have a hidden part that can bring added value that we all hope to be able, when we collaborate for a common purpose.

So, we need to recognize our most salient aspects and of more value and discover and develop those more hidden or submerged.

How many times, we already thought of how much was desirable to maximize the potential of each one of us in workgroups that yearn to become top teams in organizations, rather than try to follow blindly the functions for which we believe be intended?

The workplace has evolved an interpersonal dynamic that can’t be ignored. The acts of listening, presenting ideas, resolving conflict, and fostering an open and honest work environment all come down to knowing how to build and maintain relationships with people. It’s those relationships that allow people to participate fully in team projects, show appreciation for others, and enlist support for their projects.”

One of the most serious consequences of the lack of attention to skills development, is that over time we get the unpleasant feeling that we were able to realize our dreams and lost opportunities that came up to our front.

What happens is that many of our ideas were great solutions and were wasted because we think that the environment or the moment were not suitable, but after all it was our “conviction” that we were not competent.


We are routinely recognized for our ability to not raise the eyes of workplace and completely absorbed in making the largest possible number of tasks without errors and eventually felt satisfied with the opportunity to rise to a previously described in a labor agreement career.

To make known the potential there is in us, is to empower our organization with greater competence and this means that we need to innovate and change our attitude to work. We must recognize a purpose in our everyday life.

It is necessary to revolutionize the status of comfort that is offered by organizations and show that:

“For many companies, skills gaps have resulted in delays in product releases, reduced customer satisfaction, loss of revenue and, sometimes, the demise or sale of the business. In a rapidly changing world where talent is increasingly what propels an organization ahead of the competition, organizations are finding that their ability to quickly and effectively develop skills they need is one of their most important competitive differentiators.

Doing nothing is not an option, nor is making only incremental improvements. If companies are to generate a new period of growth, they must adopt new strategies to ensure they have the skills they need to succeed. – Accenture

So that organizations can have a solid approach to the problem of lack of skills, there are three factors that I believe are fundamental to the success of this approach:

1 – The opening to the sharing, in the form of tacit knowledge transmission of the most talented individuals and recognition of underwater skills.

2 – The need for regular exercise of certain powers as a way of refining and eliminating environmental or cultural toxins. Regular exercise helps to raise awareness of the beneficial and harmful factors.

3 – The need to provoke the immersing of collaborators in challenges such as alternative to lack of initiative or curiosity.

The great benefits of organizations, to open its doors to potential employees, integrating it in aligning its strategies, are a high social climate that increases customer satisfaction and productivity in creative and quality terms and to ensure the reconciliation of the individual and organizational needs.


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