Overvalued or Underappreciated?

I am always intrigued in the offseason when free agency begins in professional sports. During free agency we hear about the value a player will bring to their new team or potential team. Or, we are told how terrible of a fit a player was to his former team. Take Steve Nash for example, in his move from Phoenix to Los Angeles, Phoenix felt that Nash, 38, is past his prime and not worth the money to resign him. However, for the Lakers, he is the perfect point guard to complement Koby Bryant, run their offense, and potentially bring the Lakers their 17th NBA Title. In light of winning the Andrew Luck sweepstakes, Indianapolis believed that Payton Manning, after sitting out an entire year due to multiple neck surgeries, was too much of a risk to resign. However, the Denver Broncos immediately snatched him up and believe that he is their golden ticket to the Super Bowl. 

How does this happen? How is one person a valuable commodity to an organization, but a liability to another? There is actually more than one answer to that question, but I want to focus on what I call the Law of Knowing Someone to Well, otherwise known as "the grass is always greener on the other side of the fence." Just as we do in our relationships, sports teams, as well as businesses and organizations, cannot help but to compare their players, employees, bosses, and co-workers with others. When we spend hours on end with someone we can tend to focus on their weaknesses, lack of skills, and deficiencies. When we focus too much attention on the negative, we begin to compare them with others who we don't spend the time, or can't spend the time, to identify those same characteristics. We only pick up on their strengths and see the characteristics we prefer. 

As leaders, it is important that we have a proper perspective on the skills, personality, and a right "fit" with our employees, co-workers, and family members. There is absolutely no one who can meet our full expectations. Just ask my wife! There will always be something that frustrates or bugs us about that person. If we are bringing a new employee on board, it is important to take the time and determine that they are the proper fit to the organization's culture. There are multiple tests that can help to determine personalities, strengths and weaknesses, communication skills, and more. Use them to learn as much as possible about a prospective employee.

We must also know and understand that the more time we spend with someone the more susceptible we are to take them for granted. We then begin to under appreciate them and the value they bring to the organization. We need to encourage often, specifically by communicating the value they bring. Contrary to popular belief, many employees are motivated more by knowing they are a valuable asset to the organization verses money. Take time to coach your employees at least quarterly if not more frequently. Help them to identify their goals and purpose within their job. Take the time to identify the positive character traits of your spouse and children and share with them how they can use them.  Spur them on to use their strengths. Don't take them for granted. Ultimately, keep it balanced between overvaluing and under appreciating those you work and live with.