The strength of employee A is the command. Thus, the core areas of concern that will be worth to cultivate in employee A will include; execution, creating influence, building relationships, and finally strategic thinking. Under execution, employee A should be trained to be substantially willing to do anything to ensure that particular sets of interventions have been implemented in the organization. Besides, employee A should also be nurtured into the type of person who will be committed to working tirelessly to ensure that specific goals have been achieved. Nonetheless, the fact that the strength of employee A is a command, he/she should also be trained to take the initiative of taking an idea and transforming it into something that is meaningful. Apart from that, employee A should also be prepared accordingly to be as influential as possible (Janke et al., 2015).
So, during decision making, he/she will be nurtured into the right type of person that the organization can utilize to convey information both within and outside the company environment. Furthermore, he/she will also be nurtured in a manner that will empower his strength of opening up and speak on behalf of the organization to necessitate the implementation of particular decisions. On building relationships, employee A will be provided will the possible sets of education that will encourage him/her to be an individual who will be willing to enhance cohesion and togetherness amongst the employees and other relevant stakeholders of the company. Most importantly, he/she should be installed with the willingness of capturing the attention of others and guiding them towards the achievement of goals and objectives. Finally, employee A’s strategic thinking will be enhanced by training him/her on techniques of boosting his/her capabilities. Thus, she is supposed to understand about guiding the members of the company into the future by analyzing the underlying issues and concerns and making the most amicable decisions that are likely to propel their organizations into the future (Janke et al., 2015).

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Employee B, on the other hand, is the type of an individual who loves harmony. Thus, during the decision-making process, the employee will be trained in the kind of person that he/she seems to be, and we are confident that at the end of the training session, he/she will always be searching for areas of agreement. In the case of a disagreement, regarding a particular decision, employee B will primarily take the consent of looking for common ground that will necessitate the enhancement of harmony in the organization. Most importantly, employee B will be the right type of person who will prevent his/her colleagues from confronting one another and rather employ harmony in their making their decisions. Interestingly, as different individuals will be expressing strong ideological differences amongst one another, employee B will be sitting back and holding his/her peace (Janke et al., 2015).

Consequently, despite the fact that worker B might not be in full agreement with the ideas and opinions of others, at the end of the training session, he/she will be willing to merge thoughts with them to prevent the possibility of conflict and disagreements. In situations where the members of the organization are likely to trigger endless discussions, employee B will try to converge their attention on an issue that they all of them will have a uniform agreement. Most importantly, employee B will be prepared in a manner that the organization can use his/her strengths to prevent unnecessary disagreements. Thus, as far employee B will be willing to create harmony in the group, he/she will always find a platform that will necessitate agreements rather than diversified discussions. As an individual, employee A will always work his/her way out in avoiding roles that are likely to hinder harmony during the decision-making process by the time the training session is completed (Janke et al., 2015).

Alternatively, Employee A; who seems to be a natural leader can be trained and nurtured by leadership through learning from experienced leaders. Learning from experience is an active leadership skill that will assist employee A in maintaining his/her positional goals because it will portray different levels of competence that are required of a leader just by learning from leaders who are experienced. Perhaps, it should be noted that a majority of successful institutions and organizations in the world today are built under extensive elaborations on how to improve the leadership skill of learning from experience. On that regard, leaders should be nurtured by people who can create a platform for incorporating the feedbacks of their subordinates. In most cases, it is typically difficult for leaders to receive positive comments from members of their organizations. However, the issue of feedback is a matter of great concern when it comes to organizational leadership. Through leadership, it is easy for leaders to ascertain the areas that require intervention and improvements. We will also train employee A to be a leader who can find ways of creating an environment where feedback is upheld. He/she should not necessarily assume that absence of responses from their subordinates and co-workers means that everything is right. Digging down to the roots of their organizational operations will prove crucial in improving their productivity of the organizations (Janke et al., 2015).

On the other hand, employee B can be alternatively trained using instances of organizational conflict. Consequently, if worker B is not nurtured enough about techniques of sailing through conflicts, it will be typically difficult for him/her to find substantial ways of determining the most amicable method of enhancing harmony. Also, it will not be a surprise that employee B will be running away from conflicts rather than solving them in the future. Thus, not unless he/she is trained and instilled with extensive knowledge of the organizational conflict, it will be tough for him/her to handle demanding issues. Most importantly, we will enlighten employee A with techniques of linking up with people who are commanding to assist them in making decisions under dangerous scenarios (Janke et al., 2015).

The manager could help employees with different strengths using a Myers-Briggs Type Indicator. MBTI (Myers-Briggs Type Indicator) is an assessment program that is designed to help people in identifying some significant personal preferences. It helps people to gain personal insights about themselves and how to interact effectively with one another. There are sixteen types of Myers-Briggs Type Indicator. For instance, my MBTI code is ISFP (Introversion, Sensing, Feeling, and Perceiving). People who prefer Introversion are mostly associated with the trait of focusing on the inner world of impressions and ideas. Those who prefer senses tend to concentrate on the present and the availability of substantial information gained from their individual experiences. Besides that, people who prefer feeling are good at basing their decisions primarily on subjective evaluation of person-centered concerns and values. Finally, individuals who prefer perception tend to incorporate a spontaneous and flexible approach to settling things in their lives. Perhaps, people with IFSP are very much attuned to the world and sensory information around them (Cunha & Greathead, 2004).

Far from that, the manager can also utilize the strengths of different employees to instill them with freedom of dealing with life concerns basing on how they feel about them. Additionally, employees should be nurtured in a manner that will create a sense of possibilities, strong affinity for beauty and aesthetics, action-oriented experiences, and sympathetic perception towards others amongst other effects. For example employees who have a strong command like employee, A should be nurtured with a skill that will empower them to necessitate team development, conflict management, leadership development, stress management, and career transition as well as planning. Besides, it helps in fostering good communication skills, understanding of different types of personalities, improving conflict identification skill, building resilience, productivity, and assisting others in making career choices (Janke et al., 2015).

  • Cunha, A. D., & Greathead, D. (2004). Code review and personality: Is performance linked to MBTI type? Newcastle upon Tyne: University of Newcastle upon Tyne, Computing Science.
  • Janke, K. K., Farris, K. B., Kelley, K. A., Marshall, V. D., Plake, K. S., Scott, S. A., . . . Yee, G. C. (2015). StrengthsFinder Signature Themes of Talent in Doctor of Pharmacy Students in Five Midwestern Pharmacy Schools. Am J Pharm Educ American Journal of Pharmaceutical Education, 79(4), 49.