the institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012

the institute for employment studies 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

"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

Strengths, engagement and performance ‘At work, I have the opportunity to do what I do best every day’

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’

Strengths and engagement

Positive Appraisals Improve Performance Source: Corporate Leadership Council

Powerfulness Helplessness Defensiveness Can’t do Insecure Won’t do Vulnerable Confident Can do Skills & knowledge Capability Capacity Confidence, motivation, resilience etc Based on Mind fit for success, Graham Williams 2012

Different concepts Strengths what energises us and we are great at Necessary skills fundamental (technical) skills needed (competencies?) Valueshow we want people to behave

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

the institute for employment studies Achieving performance through strengths

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?

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?

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?

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.

Making the most of your strengths: DANCE D evelop your strengths further A pply your strengths to your existing role N ew things to do with your strengths C ope with weaknesses by using your strengths (or partnering) E xpand other’s awareness of your strengths

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 each Remember Strengths give energy

the institute for employment studies Available strengths tools

VIA Strengths Strengthsfinder Strengthscope Realise2 Myers Briggs Type Indicator (MBTI) Bespoke approaches

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

the institute for employment studies What about weaknesses?

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?

Strengths and weakness and model Identify existing weaknesses Identify existing strengths Manage Alterable Important Desired DANCE to high performance Develop Apply New Cope Expand Develop new strengths Develop Belief Learn A-ha Excitement Focus Practice

the institute for employment studies In a state of flow

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."

Flow Challenge Skills LowHigh Apathy BoredomRelaxation Control Flow Arousal Worry Anxiety

Dynamics of flow Challenge Skills LowHigh Boredom Anxiety

Bank of England approach 1. Plot your current/future objectives on the flow diagram based on perceived level of challenge and perceived level of skill. 2. Think about each objective and why it is positioned where it is on the diagram. Try and identify the underlying reasons for: a. Objectives in flow b. Objectives where your skill is perceived to outstrip the challenge of the task c. 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 routes b. 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 area c. Transferring the skill into a new and different area 4. Talk to your line manager about revising objectives accordingly.

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?

the institute for employment studies Paul Fairhurst