Jessica had been a manager for over ten years, and she prided herself on her ability to lead teams and drive results. Her department consistently hit their targets, but there was always an underlying frustration gnawing at her—her staff just didn’t seem to “get” her directions. No matter how clear she thought she was, she often found herself dealing with missed deadlines, misinterpretations, and incomplete tasks.
“It’s like I’m speaking another language,” she would tell herself, feeling frustrated after yet another team meeting where her ideas didn’t seem to land.
She believed that the issue was with her staff. If they couldn’t follow simple instructions, maybe they weren’t fit for the job. Jessica grew more and more frustrated. In private conversations, she confided to her peers that perhaps she just had a team that wasn’t cut out for the level of execution she needed. Yet, even as she voiced these concerns, something didn’t sit right.
One day, she attended a leadership development seminar where the speaker introduced a concept that would change everything: Human Wiring as a Leadership Superpower. The speaker explained that every person is wired differently in how they process information, make decisions, and take action. Jessica sat forward in her seat as she realized this was about more than just communication styles—it was about recognizing and adapting to the inherent differences in how people are wired to function.
The light bulb went off.
It wasn’t that her staff didn’t understand her directions; it was that she hadn’t been speaking to them in a way that resonated with their individual wiring. Some team members were more methodical and needed step-by-step details to feel confident about a task, while others thrived on big-picture thinking and could feel stifled by too many instructions. Some of her employees needed more details, while others were action-oriented and craved a faster pace.
Jessica realized that she had been delivering the same message to everyone, expecting the same results, regardless of their wiring. Her “one-size-fits-all” approach was the problem—not her team.
Excited and slightly humbled, Jessica returned to work with a new mindset. She began observing her staff, learning their natural tendencies, and paying attention to how they responded to different types of instructions. In team meetings, she started tailoring her message. For the members who were more sequential, she provided clear, detailed breakdowns. For the team members who didn’t need a lot of information, she gave them bullet pointed outcomes. For the relational ones, she gave them time to discuss and connect with others before making decisions.
The results were astonishing. Tasks that had once stalled suddenly flowed smoothly. Communication breakdowns decreased, and her team felt more empowered to take ownership of their work. Jessica saw the immediate impact of aligning her leadership with her team’s wiring.
But beyond just productivity, something even more powerful happened: her relationships with her team deepened. They felt seen and valued for who they were, not just for their ability to execute tasks. Jessica’s leadership style evolved from being directive to truly collaborative, and her staff responded with newfound enthusiasm.
Reflecting on her journey, Jessica realized that understanding human wiring had given her the key to unlock her team’s potential. It wasn’t about pushing them harder—it was about meeting them where they were wired to be their best. What started as a leadership frustration had turned into her greatest leadership strength.
Jessica’s story is a testament to the power of understanding human wiring and how it can transform not only productivity but also relationships within a team.
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