Strength Based Leadership in Action: Applying Best Practices as a Supervisor Presented by: Jillian R...

Strength Based Leadership in Action:Applying Best Practices as a Supervisor

Presented by:

Jillian R SchenckNew Hampshire Department of Health and Human ServicesBureau of Human ResourcesOrganization Development and Training Services

NSDTA 2015 Learning Circle Topic

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

1

Learning Circle Topic Description

Strength-Based Leadership in Action: Applying Best Practices as a Supervisor

Tenants of effective supervision include Administrative, Education and Supportive Functions. Through training and professional growth, you have learned about your strength areas of leadership and about best practices. Taking the next step of transferring and applying those strengths and best practices to everyday practice is another step. Supervising from your strengths, combining leadership principles with demands of supervision is the next layer in your professional development. Discussion will focus on exploring techniques to guide and coach supervisors into apply concepts of effective supervision from a strength based perspective.

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

2

What is a Strengths Based Approach?

Emerging from the field of social work, it is a set of ideas, assumptions, and techniques:

1. People are active participants in the helping process (empowerment)

2. All people have strengths, often untapped or unrecognized

3. Strengths foster motivation for growth

4. Strengths are internal and environmental

Source: Saleebey, Dennis. 1992. The Strengths Perspective in Social Work Practice. Longman: White Plains, NY

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

What the Research Shows

People who do have the opportunity to focus on their strengths every day are six times as likely to be engaged in their jobs & more than three times as likely to report having an excellent quality of life in general

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

4

Leader, Supervisor, or both?• Leader: a person who has commanding authority or influence

(Webster Dictionary).• May or may not have a title denoting authority• Inspire others to follow their lead or do their best

• Supervisor: an administrative officer in charge of a business, government, or school unit or operation (Webster Dictionary)• Typically comes with a formal title• Specific job function whereby you monitor and provide feedback

and direction on the performance of subordinate employees

• Good supervising leaders are likely to motivate followers to give their best. Supervisors who have good leadership skills can typically use these skills as their basis of power to influence.

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

5

So, What Makes a Great Leader?

• Researchers led by Dr. Donald O. Clifton conducted more than 20,000 interviews with leaders across most industries & occupations, including former heads of state & other global leaders N

SDTA

201

5, L

earn

ing

Circ

leJS

chen

ck, N

H D

HH

S

6

“A leader needs to know his strengths as a carpenter knows his tools, or as a physician knows the instruments at her disposal. What great leaders have in common is that each truly knows his or her strengths – and can call on the right strength at the right time. This explains why there is no definitive list of characteristics that describes all leaders.”

-Dr. Clifton, 2003

Gallup Research on Leadership Teams

• The most cohesive & successful teams possessed broad groupings of strengths

• 4 domains of leadership strength emerged – Executing, Influencing, Relationship Building, & Strategic Thinking

• Contributions from all 4 domains leads to a strong, cohesive team

• “Although individuals need not be well-rounded, teams should be.”

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

7

8

The DomainsExecuting

You know how to make things happen. When a solution must be implemented, you will work tirelessly to get it done. You have the ability to “catch” an

idea & make it a reality.

Relationship BuildingYou are the glue that holds a team together. You have the

unique ability to create groups & organizations that are greater

than the sum of their parts.

InfluencingYou help your team reach a

much broader audience. You “sell” your team’s ideas inside

& outside the organization. You take charge & speak up,

making sure your group is heard.

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

8

Strategic Thinking You keep the team focused on

what could be. You are constantly absorbing & analyzing

information & helping the team make better decisions. You

continually stretch our thinking for the future.

Strengths Based Leadership, T. Rath & B. Conchie, Gallup Press, NY, 2008

Strengths Based Leaders

• Know themselves & their strengths, & build on those strengths, with an optimistic outlook on their ability to succeed

• Can call on their strengths at the right time • Build on the strengths of their team members

“People have several times more potential for growth when they invest energy in developing their strengths instead of correcting their deficiencies” -Tom Rath

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

9


Engaging Staff

If you are able to help the people you lead focus on their strengths, it will dramatically boost engagement levels

throughout your organization

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

10

Share the secret to success: To be more effective, you must:

• Be aware of your strengths and counterproductive behaviors

• Be willing to make changes

• Set goals with steps

• Work to utilize your strengths and minimize your counterproductive behaviors!

• Recognize that Talent x Investment = Strength

“Across the board, having the opportunity to develop our strengths is more important to our success than our role, our title, or even our pay.” Strengths Finder 2.0

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

11

Three Keys to Being Effective

• Knowing your strengths and investing in others' strengths,

• Getting people with the right strengths on your team,

• Understanding and meeting the four basic needs of those who look to you for leadership.

• Trust• Compassion• Stability• Hope

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

12

Appreciative Assumptionsabout Organizations & Communities• In every society, organization, or group, something is

working.

• Looking for what works well and doing more of it is more motivating and effective than looking for what does not work and doing less of it.

• What we focus on becomes our reality and absorbs our energy.

• The act of asking questions of an organization or group influences or changes the group in some way.

13

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Appreciative Inquiry, A Positive Revolution in Change, Cooperrider, D.L. & Whitney, DBerrett-Koehler Publishers, Inc., 2005

More Appreciative Assumptionsabout Organizations & Communities

• People move toward what they ask about or focus on.

• The language we use to describe reality helps to create that reality.

• People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known).

• If we carry parts of the past forward, they should be what is best about the past.

14

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS


Appreciative Inquiry• “Appreciative Inquiry focuses us on the

positive aspects of our lives and leverages them to correct the negative. It’s the opposite of ‘problem-solving.”

• White, T.H. Working in Interesting Times: Employee morale and business success in the information age. Vital Speeches of the Day, May 15, 1996, Vol XLII, No. 15.

15

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Appreciative Inquiry

• Values what is• Envisions what might be• Engages in dialogue about what

should be• Develops strategies to bring about

what will be

16

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Positive Psychology

• Strength based• Participatory • Discover the best in people• Assumes every living system has something

that works well already• People have positive experiences, successes,

satisfaction, that can be shared

17

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

The Pygmalion EffectA. We cannot behave or act in a manner that is inconsistent

with our expectations and beliefs (of others or ourselves).

B. Our behaviors and actions toward others influence their expectations, behaviors, and performance either positively or negatively.

C. Thus, our expectations will become a self-fulfilling prophecy, partly because we will act in a manner that is consistent with that “prophecy” and cause it to “be fulfilled.” 18

The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com

• You can only change you

• Changes you make impact others

• What you ask & how you ask makes all the difference

• When we focus on strengths and goals, we are more productive

Cultivating Strengths to Create a Positive Work Culture

19

Strength Based LeadershipKey Points

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

ACTIVITIES & DISCUSSION QUESTIONSTo Practice Applying Strengths Based Qualities

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

20

Cultivating Supervisory Strengths to Create Positive Work Cultures

Warm Up Activity1. Ask group to break themselves into pairs.

2. Ask group to think of a crisis they’ve had at work during the past month.

3. Ask them now to think of one good thing that came out of that crisis or situation.

4. Share this with your partner.

5. Share back with the group.

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

21

Working to Your StrengthsAsk yourself:1. Do I know what I do best every day?2. What do I enjoy most in my day-to-day activities at

work?3. How much time do I spend doing what I enjoy most?4. What part of my current role energizes me?5. What were my greatest accomplishments in the past

six months?6. Can I connect my talents to my accomplishments?

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

22

Do You Use Your Strengths Now?

1. What do I enjoy most in my day-to-day activities at work?

2. What part of my current role energizes me?

3. What were my greatest accomplishments in the past six months?

Find a partner you don’t know well in your realm of work. Sit together and discuss the following questions:

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

23

Notecard PromptsWrite this on your notecard:

• Your name• Your organization • Your email and phone number

Space for information! NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

24

1. Following discussion & reflection on applying your leadership skills, develop some (1-3) action plans

2. Write your action plans on your notecards

3. Give the card (with your contact information) to your partner

4. Partner Follow-up:

• Send card to your partner in 1 week

• Contact them to have a discussion about progress on action plans

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCLu-tY6CwscCFUtyPgod2M8ACA&url=http://bloomington.com.sg/best-sales?p%3D2&ei=zjXbVbufO8vk-QHYn4NA&psig=AFQjCNELulMgn3Uvx6QM4JyMOytQwwoBIQ&ust=1440515717191619

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

25

Can YOU Strongly Agree with these 12 Statements?1. I know what is expected of me

at work2. I have the materials &

equipment I need to do my work right

3. At work, I have the opportunity to do what I do best every day

4. In the last 7 days, I have received recognition or praise for doing good work

5. My supervisor, or someone at work, seems to care about me as a person

6. There is someone at work who encourages my development

7. At work, my opinions seem to count

8. The mission or purpose of my company makes me feel my job is important

9. My fellow employees are committed to doing quality work

10. I have a best friend at work11. In the last 6 months, someone

at work has talked to me about my progress

12. This last year, I have had opportunities at work to learn & grow

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

26

Capitalize on Employee Talents/Strengths

Ask these key questions about your employees:1.Do they understand the priorities in their day-to-day

work?2.Are there information flow barriers? 3.Do they have the resources & support they need? 4.Do they feel comfortable asking for help & giving

opinions? 5.How can they voice opinions & share ideas across the

organization? 6.How can you talk with employees or teams about

increasing productivity & efficiencies?

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

27

On the Job Ideas• On the job – keep “stickies” with you. When you

observe an employee using a strength, write down a brief description with their name & the date. Use these notes in supervision meetings to provide feedback regarding their strengths.

• What else can you do by next Friday to recognize the strengths of your staff - AND – to identify & utilize your own? How might you use a strength to address one of your supervisory challenges?

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

28

1. On your own: Self-assess your strengths & virtues using the Strength Spotting Sheet

2. With a partner: Take turns interviewing each other, using the Interview Questions.

• Spot Strengths in your partner as they share their story.

• 5 minutes each interview


29

Strengths Assessment

With your partner discuss:

• How did it feel to be listened to?

• What strengths did your partner spot that were different than what you self-identified?


30

Strengths AssessmentInterview Debrief

We cultivate our strengths through reflection• Where do we get our strengths?• How do you communicate your strengths?• How do your strengths work in your relationships?

The power of telling your story• Reflections are intended to enhance, extend or increase the conversation. • The task is to capture points and highlights to move the dialogue forward.

Conversation creates pathways to creating a positive work culture • Were you surprised by the strengths spotted in you by others?• Do you see those strengths in yourself?• How challenging is it to approach the work that you do with your staff from a

strengths based perspective?Cultivating Strengths to Create a Positive Work Culture

31

Reflect, Appreciate, Practice-journal ideas

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

32

The Pygmalion EffectImplementation Worksheet

Raising Your Expectations of Others Planning how to behave, as a Pygmalion-like supervisor, will help ensure success when you try it with employees. With continued practice, this style of management will become more habitual. 1. Select an employee with whom you would like to influence.2. List as many positive attributes as possible about that employee3. Select a scenario, project, or other situation where you may be

likely to offer input frequently to this employee4. List types of input you could offer5. List opportunities for employee output6. List ways you can establish a supportive climate7. List types of feedback you could offer


NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

33

The Pygmalion EffectRaising Your Self-Expectations

Pygmalion leaders are not cocky, arrogant, or overconfident. They have an appreciation of their limitations and the potential difficulty of some challenges, but they recognize their great ability to handle these challenges and expect that they can successfully work to influence positive outcomes. To recognize the ability that you have to become a positive Pygmalion and lead others to fulfill the high expectations you’ll have of them, it is helpful to expand, open and raise your vision of the influence you can have on others, what you are capable of accomplishing through them, and of what your unique strengths and potential as a leader are.


NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

34

The Pygmalion EffectRaising Your Self-Expectations Self-Reflection Worksheet Use these questions to reflect on and strengthen your image as a Pygmalion Leader.1. How do you feel about yourself as a leader?2. What does it feel like to be one of your subordinates?3. What level of expectations do you have for yourself?4. Do you see yourself as being able to apply these Pygmalion principles on a consistent basis?5. Will you allow yourself to change the way you see your employees? (i.e. have higher

expectations)6. Will you find ways to influence them to fulfill the new expectation vision you have? Why/why

not?7. How do you believe you will perform in your Pygmalion leader role?8. Answering these questions may have been uncomfortable, may have inspired, or depressed

you. Remember, this is a self-assessment. To make a change, it is important to recognize your actual limitations as well as what is just ‘negative thinking’ (a habit of thinking poorly or overly critically of yourself and your potential- negative Pygmalion and Galatea effects).

9. Now, make a list of all your strengths, unique abilities, expertise, achievements, challenges overcome, and any other qualities that show you have the ability as a supervisor to lead employees to accomplish more (and lead yourself to accomplish more). This list will help reveal your potential and help you change the way you see yourself (positive Pygmalion effect).

10. Keep this list accessible. Add to it as possible. Refer to it when needed to bolster your confidence and recapture the vision of what your potential and capabilities are.


REFERENCES

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

35

• The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com

• “Values in Action” (VIA Institute on Character), https://www.viacharacter.org/www/

• Strengths Quest, D. Clifton & E. Anderson, Gallup Press, NY, 2001

• Strengths Finder 2.0, T. Rath, Gallup Press, NY, 2007

• Strengths Based Leadership, T. Rath & B. Conchie, Gallup Press, NY, 2008

• “Growing Leaders”, T. Elmore, http://growingleaders.com

• Appreciative Inquiry, A Positive Revolution in Change, Cooperrider, D.L. & Whitney, DBerrett-Koehler Publishers, Inc., 2005

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

36

http://growingleaders.com/

APPENDIX

Digging Deeper. . . Additional Information

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

37

• A philosophy of human organization and change

• A process for high engagement positive change

• An evolving set of positive, strength based practices for change in therapy, management, supervision and life


38

Appreciative Inquiry is. . . The study of what gives life to human

enterprise when we are at our best

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

39

Appreciative Inquiry is…

A framework for creating an imagined future that builds on the most positive and vital elements of the organization

• What works well?• Why does it works well?• How we can extend that success across the

organization?


NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Human systems grow in the direction of our focus • Brain research shows that

• Happiness leads to creativity, satisfaction• Sadness leads to quick action, frustration

• Behavior research shows that• We behave in ways consistent with our expectations and

beliefs.• Our behaviors and actions toward others influence their

expectations, behaviors, and performance either positively or negatively.

• Our expectations become a self-fulfilling prophecy, partly because we will act in a manner that is consistent with that “prophecy” and cause it to “be fulfilled.”


40

Why Appreciative Inquiry?

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

41

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS


42

The Art of the Question -the Flip

+ Wow, how did you pull that off?

– Why do we still have these problems?

– What’s the biggest problem here?

– Why do I have to work in such a troubled office?

– Why do you blow it so often?

– What got them so upset?

+ What possibilities exist that we have not thought of yet?

+ What’s the smallest change that could make the biggest impact?

+ What solutions would have us both win?

+ What can I do to help you succeed?

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

• The questions we ask are fateful

• They determine what we find

• They create the world as we know it

43

Words create Worlds

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS


44

The Questions We Ask Influence

What people remember and

think about

How they feel emotionally and

physically

What people talk about to each

other –the stories they tell

The inner dialogue of our

organizations (our work groups)

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

45

Outcomes of an Appreciative Inquiry:

• Recognition and affirmation of the organization’s strengths, values and core competencies

• A deep understanding of the factors that contribute to individual and organization success

• A strategy to build on individual and organizational success

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

• Research suggests that using/playing to your strengths less than 50% of the time results in low work satisfaction

• Low work satisfaction results in lower quality, effectiveness, and work interactions

How often do you use your strengths in the workplace?

• The Values In Action (VIA) Survey & Classification of strengths & virtues can bring awareness to your strengthsCultivating Strengths to Create a Positive Work Culture

46

Character StrengthsStrength based assessment approaches have been used for over two decades and have linked employee skills, knowledge and talents with outcomes such as better performance and productivity, morale and workplace satisfaction.”

(Clifton & Harter, 2003)

What are your strengths? NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

• Survey developed to measure character strengths

• Survey has been taken world wide by over 1.6 million people in 15 languages

• Strengths are universal, transcending culture

• Strengths are unique to each person

• Strengths buffer against the negative effects of stress and trauma


47

Creating a Language of Strengths

http://www.viacharacter.org

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Courage• Bravery• Perseverance• Honesty• Zest

VIA Classification of Character Strengths & VirtuesWisdom & Knowledge

• Creativity• Curiosity• Judgment & Open-mindedness• Love of Learning• PerspectiveCo

gniti

veEm

otion

al

Transcendence• Appreciation of Beauty &

Excellence• Gratitude• Hope• Humor• Religiousness & SpiritualityCo

nnec

tions

Justice• Teamwork• Fairness• LeadershipCi

vics

Inte

r-pe

rson

al Humanity• Capacity to Love & Be Loved• Kindness• Social Intelligence

Temperance• Forgiveness & mercy• Modesty & Humility• Prudence• Self-Regulation

Prot

ect A

gain

st

Exce

ss

48

“Values in Action” (VIA Institute on Character), https://www.viacharacter.org/www/

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

49


NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

50


Strategic Thinking• Analytical• Context• Futuristic• Ideation• Input• Intellection• Learner• Strategic

RelationshipBuilding

• Adaptability• Developer• Connectivity• Empathy• Harmony• Includer• Individualized• Positivity• Relator

Influencing • Activator• Command• Communicator• Competition• Maximizer• Self Assurance• Significance• Woo

Executing• Achiever• Arranger• Belief• Consistency• Deliberative• Discipline• Focus• Responsible• Restorative

Working to My Strengths1.Do I know what I do best every day?2.What do I enjoy most in my day-to-day activities at work?3.How much time do I spend doing what I enjoy most?4.What part of my current role energizes me?5.What were my greatest accomplishments in the past six

months?6.Can I connect my talents to my accomplishments?


What are Strengths? Talents, Skills, Knowledge, Interests,

Dreams, Hopes, Goals, Creativity, Culture, Passion, Connections

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Pygmalion Factors

• Climate• The kind of social and emotional mood we create for others

• Input• The amount of information we give others

• Output• The amount of input we encourage from others

• Feedback• The information we give others in regards to their performance

52


NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Pygmalion Factor #1 – ClimateThe kind of social and emotional mood we create for others.

“When we expect more favorable things of people, we create a more positive interpersonal climate for them.” -- Dr. Robert Rosenthal

53


Negative Pygmalion (Poor behaviors that communicate low expectations)• Being distracted, in a hurry, or

otherwise not giving an employee your full attention

• Verbally criticizing their competence or potential

• Negative non-verbal cues through voice, face and body posture or movements

Positive Pygmalion

(Good behaviors that communicate high expectations)• Being verbally supportive and encouraging•Providing positive non-verbal cues through tone of voice, eye contact, facial expressions and body posture or movements•Helping an employee set challenging goals

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Pygmalion Factor #2 – Input(The amount of information we give others)

“We teach more to those from whom we expect more.” -- Dr. Robert Rosenthal

54


Negative Pygmalion (Poor behaviors that communicate low expectations)• Not giving an employee sufficient

direction, guidance or vital information to complete an assignment

• Waiting too long to check on progress and provide any needed “course correction”

• Providing very limited information without reason - making an employee feel “out of the loop”

Positive Pygmalion

(Good behaviors that communicate high expectations)• Spending “extra” time with an

employee• Providing an employee with ideas to

follow up on or additional sources of information to use

• Giving enough resources or ideas without usurping ownership or “taking over” the assignment

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Pygmalion Factor #3 – OutputThe amount of input we encourage from others.

“We give more opportunity to those for whom we have more favorable expectations to express their questions.”

-- Dr. Robert Rosenthal

55


Negative Pygmalion

(Poor behaviors that communicate low expectations)• Cutting people off when they

are speaking• Not seeking their opinions or

insights• Limiting the number and

scope of their work assignments

Positive Pygmalion

(Good behaviors that communicate high expectations)• Assigning new, varying, multiple or

incrementally challenging assignments• Providing opportunities (e.g., training,

projects) to learn or practice skills • Providing exposure to and visibility

within other areas or departments (especially upward in the organization)

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Pygmalion Factor #4 – Feedback(The information we give others in regards to their performance)

“Managers give more positive reinforcement to high-expectation employees. They praise them more for good work and criticize them less for making mistakes. Consequently, their confidence grows.”

-- Dr. Robert Rosenthal

56


Negative Pygmalion(Poor behaviors that communicate low expectations)• Being distracted, in a hurry, or

otherwise not giving an employee your full attention

• Criticizing the person – focusing on traits instead of specific behaviors

• Making negative generalizations – defining a person by using negative labels

Positive Pygmalion(Good behaviors that communicate high expectations)• Providing helpful suggestions on how

an employee might be able to improve their performance

• Regularly reinforcing desirable behaviors with praise, recognition or rewards that are sincere and specific

• Reinforcing your belief in their ability to do better and your desire to see them succeed

NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Creating the Galatea Effect

1. Give them tasks to perform

2. Involve them with successful models

3. Use verbal persuasion

(Building employees’ self-confidence)

57


NSD

TA 2

015,

Lea

rnin

g Ci

rcle

JSch

enck

, NH

DH

HS

Strength Based Leadership in Action: Applying Best Practices as a Supervisor Presented by: Jillian R...

Documents

Transcript of Strength Based Leadership in Action: Applying Best Practices as a Supervisor Presented by: Jillian R...