Before you can accurately measure you must learn to observe.

Isn’t it interesting that we have been taught much about measuring, using tape measures etc., yet we have been taught little about how to observe. Observing is an art-skill that apparently goes without saying so it is mostly left to chance.

We rarely teach how to see [use our eyes], hear [use our ears], or feel [use our sense of touch].

We rarely teach how those ‘senses’ work with our brains to deliver information to our minds.

For example - enhanced civilization has brought to us nano-accuracy in measurements...coupled with the inability to identify trees and their flowers or birds and their calls.

Yes – of course we admonish, "Pay Attention!" We began to hear that from figures of authority when we were very young.

We rarely teach anyone How to Pay Attention…

…Let alone Why they ought to Pay Attention.

[For example – Has anyone ever helped you understand the huge advantages you will experience if you understand both Why you should improve your observations and How you can go about learning the good habits of skilled observation?]

And, another key consideration: How can you fully engage and employ your Talents if you lack the skills and habits of observation?

The answer is simple enough: you cannot; in fact, without development of observation skills you cannot even understand your Talents let alone put them to constructive use.

The good news is it is never too late. You may have never received observation education or training. Your children may have never received observation education or training. That is not a problem. That only becomes a problem if you now choose to ignore the need for observation education and training.

Being graphic -

If you choose to think there is no need for improved observation skills then you are wrong-thinking.

If you choose to think there are no methods for improving observation skills then you are wrong-thinking.

If you choose to 'live and let live' or 'live to learn another day' then you are wishful-thinking and setting the stage for life-long mediocrity.

Don't go against the grain; stretch in the direction of your strengths.

Engineering teaches us about tensile forces and shear forces.

Tensile forces are forces that stretch things. For example, if we hold two ends of a rope in our hands and pull the rope then the rope is under tension...and it stretches. The more force we apply the more the rope stretches.

Shear forces are forces that cut. For example, if we take a pair of shears we can cut through the cross-section of the rope.

It takes much less force to shear the rope than it takes to pull both ends of the rope and break it into two pieces. Engineers would say it takes less shear force than tensile force to cause the rope to fail.

In layman's terms: the rope likes to stretch in the direction of its strength and the rope is less tolerant when the force is applied against its grain.

People have strengths and weaknesses. With respect to strengths and weaknesses, each person is unique.

People can stretch and grow in the directions of their personal strengths...and people do not do well when we apply force against their weaknesses.

In business, we need to make sure we know people's strengths and weaknesses...this, of course, is better than assuming people's strengths and weaknesses or not bothering to understand people's strengths and weaknesses. This applies in the broadest of terms: it applies to industry-technical strengths and weaknesses; it applies to interpersonal/communication strengths and weaknesses; it applies to situation-strengths and situation-weaknesses; it applies to individuals and it applies to work-teams.

We should help people stretch in the direction of their strengths...this inspires people and provides them the opportunity to be self-motivated and to excel.

We should work to use one person's strengths to cover another person's weakness...this is better than cutting against the grain.

We should anticipate situations that resonate with strengths and situations that resonate with weaknesses.

These are important leader and manager responsibilities.

PS: instead of saying tensile stress, some engineers would call it normal stress. That makes for an even more compelling argument. When we stretch in the direction of our strengths...that's normal. When we cut across our weaknesses...it hurts.

PPS: this overlaps the fact that constructive criticism is an oxymoron. Most of the time, criticism hits people right on their weak spots.

revisited - originally posted October 2, 2012

When you are 'in the zone', using your natural talents, your willpower is able to take a time out, rest, and rejuvenate. When you are 'in the zone', focus, attention, and concentration come easily to you so you do not need to draw upon your willpower to sustain productive thoughts or productive action. 

You may have difficulty pinpointing your true talents...many people do. 

On the other hand, most people have no trouble knowing when they are 'in the zone'...or, conversely, when they are 'not in the zone'.

When we are 'in the zone' time seems to pass more quickly. When we are 'in the zone' the routes to goals are clearer - thoughts align, actions fall into place naturally, and desired results just happen. When we are 'in the zone' our minds are free from worries and other negative thoughts. 

When we are 'in the zone' we use energy most efficiently and effectively - this applies to both energy for thought and energy for action.

When we are 'in the zone' we give our willpower a time out...we provide it time to rest and recuperate from all the energy it consumes when we are not 'in the zone' [i.e., when we are plodding our way through tedious work, clawing and scratching our way though meaningless battles, etc.]

If we want to use our energy efficiently and effectively then we must maximize the time we spend 'in the zone'. To accomplish this we must understand our talents and ensure we set aside enough time for them to find themselves in action 'in the zone'.

'In The Zone' = Flow