The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.
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Transcript of The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.
![Page 1: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.](https://reader035.fdocuments.net/reader035/viewer/2022062407/56649e445503460f94b39059/html5/thumbnails/1.jpg)
the institute for employment studies
Playing to your strengths for a change
Paul Fairhurst2012
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the institute for employment studies
Positive experiences exercise
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Positive experiences exercise
What three words describe you at your best?
Life is full of highs, lows and many twists and turns in-between. Think of a recent example which was a high point for you in terms of your work performance.
● What was the background to your high point?
● What was the result?
● What did you learn about yourself?
Pairs – ten minutes each
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"The effective executive makes strengths productive; (s)he knows that one cannot build on
weaknesses. To achieve results, one has to use all the available strengths - the strengths of
associates, the strengths of the superior, and one’s own strengths. These strengths are the true
opportunities."
Peter Drucker Management Guru
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Strengths, engagement and performance
‘At work, I have the opportunity to do what I do best every day’
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Strengths, engagement and performance
Above median scores on this statement
● 44% more likely to be above median for customer loyalty and employee retention
● 38% more likely to be above median on productivity measures
* Harter & Schmidt 2002 based on c10k work units, c300k people (Gallup Q12)
‘At work, I have the opportunity to do what I do best every day’
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Strengths and engagement
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Positive Appraisals Improve Performance
Source: Corporate Leadership Council
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Powerfulness
Helplessness
Defensiveness
Can’t do
Insecure Won’t do
Vulnerable
Confident
Can do
Skills & knowledge
Capability
Cap
acit
y
Co
nfi
den
ce,
mo
tiva
tio
n,
resi
lien
ce
etc
Based on Mind fit for success, Graham Williams 2012
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Different concepts
Strengths what energises us and we are great at
Necessary skills fundamental (technical) skills needed(competencies?)
Values how we want people to behave
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Strengths focused development
Organisations that let people use their strengths perform better
Highest effectiveness and satisfaction is when you are using your strengths
Biggest opportunity is to develop your strengths
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the institute for employment studies
Achieving performance through strengths
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Energising Performance Conversations
Think of the most energising performance conversation you’ve ever had with a manager●What made it so energising?●What was the impact on you?●In what ways was this conversation different
from other conversations you’ve experienced?●What are the main lessons from this
experience?
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Questions to identify your strengths
What things do you do so well that you are very successful just about every time you do them?
What activities do you naturally look forward to? What is it about these that is attractive?
What do you find yourself wanting to learn even more about or learning very easily?
When do you feel in your element? What is naturally you?
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Outcome focus
Objective
What am I trying to achieve?
Strengths
How can I use my
strengths to get there?
Support
What help do I need?
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Dave Ulrich on strengths
The logic of "build on your strengths" comes from outstanding work by Martin Seligman …. instead of
focusing on what is wrong with individuals, they emphasize what is right.
It is very hard to disagree with this logic. Leaders whose strengths are around creativity will be more successful in
innovative work environments, for example.
But building only on your strengths is not enough if those strengths do not create value for those you lead. We must
also use our strengths to deliver value to others.
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Making the most of your strengths: DANCE
Develop your strengths further
Apply your strengths to your existing role
New things to do with your strengths
Cope with weaknesses by using your strengths (or partnering)
Expand other’s awareness of your strengths
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Strengths coaching
In pairs – coach and coachee Coachee helps the coach to identify their strengths
● What things do you do so well that you are very successful?
● What activities do you naturally look forward to? ● What do you find yourself wanting to learn even more
about or learning very easily?● When do you feel in your element? ● What are your three stand out strengths?
How can you use these to add even more value?● Use outcome focus and DANCE model
Take turns – 15 minutes eachRemember Strengths
give energy
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the institute for employment studies
Available strengths tools
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Available strengths tools
VIA Strengths Strengthsfinder Strengthscope Realise2 Myers Briggs Type Indicator (MBTI) Bespoke approaches
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A strengths framework - Strengthscope
Relational ● collaboration● compassion ● developing others● empathy● leading● persuasiveness● relationship building
Emotional● courage ● emotional control ● Enthusiasm● optimism● resilience ● self-confidence
Thinking● common sense● creativity● critical thinking● detail orientation● strategic
mindedness
Execution● decisiveness● efficiency● flexibility● initiative● results focus● self-improvement
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the institute for employment studies
What about weaknesses?
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Two types of weaknesses
Strengths in overdrive● Use appropriately● Optimise their use
Weaknesses● How can I use my strengths to achieve my outcomes?● How do we, as a team, make best use of our strengths to
do these things?● Can we shape my role so that I spend less time doing the
weak things?● Can I find someone to partner with who has a strength in
this area?● What skills and knowledge can I gain to bring this
weakness up to an OK level?
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Strengths and weakness and model
Identify existing weaknesses
Identify existing strengths
Manag
e
AlterableImportantDesired
DANCE to high performance
DevelopApplyNewCopeExpand
Develop new strengths
Develop
BeliefLearnA-haExcitementFocusPractice
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the institute for employment studies
In a state of flow
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Flow
Mihaly Csikszentmihalyi
Experience sampling 000s of people
● Random points 8 times per day for one week
● what state are they in?● What they were doing?
“…. being completely
involved in an activity
for its own sake. The
ego falls away. Time
flies. Every action,
movement, and
thought follows
inevitably from the
previous one, like
playing jazz. Your
whole being is
involved, and you're
using your skills to the
utmost."
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FlowC
halle
ng
e
SkillsLow
High
High
Apathy
Boredom
Relaxation
Control
FlowArousal
Worry
Anxiety
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Dynamics of flowC
halle
ng
e
SkillsLow
High
High
Boredom
Anxiety
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Bank of England approach
1. Plot your current/future objectives on the flow diagram based on perceived level ofchallenge and perceived level of skill.
2. Think about each objective and why it is positioned where it is on the diagram. Tryand identify the underlying reasons for:
a. Objectives in flowb. Objectives where your skill is perceived to outstrip the challenge of the taskc. Objectives where challenge is perceived to outstrip skill.
3. Establish whether it is possible to move any of the ‘b’ and ‘c’ objectives above into flow:
For objectives where challenge outstrips skill:a. Enhancing/improving skill through alternative development routesb. Reducing challenge by breaking down task into more manageable chunks
For objectives where skill outstrips challenge:a. Adding more challenge to the task (increasing the difficulty)b. Training/mentoring others in the task areac. Transferring the skill into a new and different area
4. Talk to your line manager about revising objectives accordingly.
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Strengths focus - key ideas
Organisations that let people use their strengths perform better
Highest effectiveness and satisfaction is when you are using your strengths
Biggest opportunity is to develop your strengths
Where next for you?
01273 763419