Focus Your Priorities On Your Strengths
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Transcript of Focus Your Priorities On Your Strengths
David ScurlockLearning and Organizational
Development Leader
Working knowledge and experience in the design, development and implementation of learning solutions.
Experience providing strategic alignmentand direction supported with execution.
Experience managing, motivating teams.
Pragmatic understanding and experience within business environments.
Visionary; Passionate; Servant Leader
Conference Board Research Group 2009 employee survey
Franklin Covey Focus: Achieving Your Highest Priorities
Development Dimension International Behavior-based interviewing
Now Discover Your Strengths Marcus Buckingham and Donald Clifton
Job satisfaction falls to lowest levels in 22 years! 61% satisfy in 1987 49% in 2008 45% today
Find work interesting 70% in 1987 60% in 2008 51% today
Employee’s feel secure in their positions 59% in 1987 47% in 2008 43% today
Fewer workers consider job interesting
Incomes have not kept up with inflation
Health cost continue to increase as percentage of income
Not UrgentUrgentIm
port
ant
Not
Impo
rtan
t
DeceptionDeception
NecessityNecessity Balance and ProductivityBalance and Productivity
Waste and ExcessWaste and Excess
* From Franklin Covey “Focus Achieving Your Highest Priorities
Not UrgentUrgentIm
port
ant
Not
Impo
rtan
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* From Franklin Covey “Focus Achieving Your Highest Priorities
Manage Focus
AvoidMinimize
• Crises• Pressing problems• Dead-line driven
• Preparation• Prevention• Planning• Relationship building• Re-creation• Values Clarification
• Needless Interruptions• Unimportant meetings, calls, e-mails• Other people’s minor issues
• Trivia, busywork• Time wasters• Escape activities
Not UrgentUrgentIm
port
ant
Not
Impo
rtan
t
DeceptionDeception
NecessityNecessity Balance and ProductivityBalance and Productivity
Waste and ExcessWaste and Excess
* From Franklin Covey “Focus Achieving Your Highest Priorities
Manage Focus
AvoidMinimize
1. I spend much of my time on important activities that demand my immediate attention, such as crises, pressing problems, and deadline driven projects. 2. I feel I am constantly addressing issues that are important to others, but not to me. 3. I invest time regularly in relationship building and self-renewal. 4. I feel I am always “putting out fires” and working in a crisis mode. 5. I spend much of my time on activities that demand my immediate attention but have little relevance to my top priorities (e.g., needless interruptions, unimportant meetings, noncritical phone calls and e-mail). 6. I feel I am on top of things because of careful preparation and planning. 7. I spend much of my time on busywork, junk mail, excessive TV, Internet trivia, games, etc. 8. I feel I waste a lot of time. 9. Other people’s demands keep me from moving forward on critical goals and objectives. 10. I look forward and act on issues now, so they don’t become crises in the future. 11. I constantly feel “under the gun” to get important things done. 12. I rush around all day, but I do little that contributes to my organization’s most important priorities. 13. I am often required to come in at the last minute and help with key projects. 14. I spend my weekend in “recovery” from the workweek, with little time in meaningful activities. 15. I begin each week with a clear plan to achieve my highest priorities. 16. I often find that I have wasted several hours in front of the television or surfing the Internet.
www.fcprofiles.com/focus
* Developmental Dimensions International
Part of the Job
Not part of the Job
A. Annoying B. Motivating
C. Happy to Avoid D. Things I Miss
B + C = ____
A + D = ____
When Satisfied/Dissatisfied
What was Satisfying/Dissatisfying
* Developmental Dimension International
• SSituation
• TTask
• AAction
• RResult
Marcus Buckingham & Donald Clifton Gallup study of over 2 million people Focus on your strength’s not weakness “At work do you have the opportunity to
do what you do best”? Only 20% felt they did!
Longer with same organization and higher up traditional career ladder less likely to feel that way
Each person can learn to be competent in almost anything.
Each person’s greatest room for growth is in their areas of greatest weakness or opportunities.
“It’s not that we don’t have enough strengths… we fail to use the ones we have.”
“Identify your strength’s and organize your life so that these strengths can be applied.” Recurring patterns of behavior that can be
developed into genuine and productive strengths
Don’t ignore weakness just don’t spend a lot of time fixing them!
Taken from: Now Discover Your Strengths, Buckingham & Clifton
Talents- naturally recurring patterns of thoughts, feelings or behaviors that can be applied productively.
Knowledge- facts and lessons learned, experience.
Skills- steps of an activity. Provides structure to experience and knowledge.
Can be acquired or learnedCan be acquired or learned
steps
experience
Naturally recurring
Spontaneous reactions, top-of-mind reactions to situations you encounter.
Yearning, rapid learning, satisfaction
Motivational Fit
Unconscious Incompetent
Conscious Incompetent
Conscious Competent
Unconscious Competent
We know what we are attempting
Strengths reside in this area
Don’t know we don’t know
Know we don’t know
Do it naturally
Apply knowledge and skills
Awareness
Developed Talents
“Hidden” Talents
Live “above the line” Important (urgent and not urgent) Assess where you are today
www.fcprofiles.com/focus
What is your “Motivational Fit”? What part of previous jobs/roles did you find
motivating? What previous jobs/roles did you find
annoying?
What are your “STARS” Think about your achievements and successes
Write down and become comfortable with communicating : Situations Task Action Results
Identify your talents, then gather knowledge and develop skills that result in creating and enhancing your strengths.
David Scurlock