Sean: Now as a leader, here's the thing. How do I identify that they are meant to do this and that? Because people want to do what they want to do. They want to grow and flourish where they want to be in, but they're not always going to tell you that.

And they don't always recognize that they're Eagles. They don't always recognize that they're penguins or ostriches. So how do you identify that? And then how do you lead them to be more of that?

Jason: [00:05:10] So, this is a great question.

And when I coached many directors in MNCs and business owners, this one question as well, how do I understand the strengths so that I can deploy them better? Most of the time, I'll say 99% of the time people, managers would deploy based on this. They ask certain questions; "are you good at it? You're good at it?. Okay, great that's one box. Do you have experience? Your have experience. Oh, five years? Okay, great. That's another box."

So your competency becomes the only;  competency and experience so l put that together as very much competency - the only benchmark. So if you're good at something, I give you the task to do it. The funny thing about this, if you think about it, Sean. There are some things you do that you do quite well, that you hate doing. It drains the heck out of you, right?

And that is the trap that most leaders fall into. The assumption that the leader will make is that Sean, if you're good at this, I would dare say that you like it, but it's not true. So we have a framework called primal greatness, where we actually break up the entire work that you have into four quadrants.

And the Y axis is competency, high competency or low competency. And the X axis is what we talked. We talked about this whole idea of: Are you energized or are you drained? So if you break down all the tasks that you do. The first task you think about you break it down to, do I feel energized or drained and do I feel competent or not competent?

You've got a very beautiful four quadrants where there is a task in everything. And what a leader needs to know is that leader needs to know, "Hey, you know what? There are things that energize you and things that drain you. I want to try to focus on the things that energize you on the right hand side." So if I understand that, then most likely there are things that energize you that you're not competent.

Which is the lower quadrant now, but they're things that energize you, you are competent. What I want to do as a leader is to understand that, hey, you know what, you're competent in it and you feel alive doing it. I will give you more opportunities. So those are the strengths that you have. Those are the things that I will say that I can depend on you and you feel that, "yeah, I want to work on this."

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