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

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

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.

the institute for employment studies

Playing to your strengths for a change

Paul Fairhurst2012

Page 2: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

the institute for employment studies

Positive experiences exercise

Page 3: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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

Page 4: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

"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

Page 5: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

Strengths, engagement and performance

‘At work, I have the opportunity to do what I do best every day’

Page 6: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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’

Page 7: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

Strengths and engagement

Page 8: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

Positive Appraisals Improve Performance

Source: Corporate Leadership Council

Page 9: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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

Page 10: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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

Page 11: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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

Page 12: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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Achieving performance through strengths

Page 13: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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?

Page 14: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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?

Page 15: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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?

Page 16: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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.

Page 17: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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

Page 18: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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

Page 19: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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Available strengths tools

Page 20: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

Available strengths tools

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

Page 21: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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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What about weaknesses?

Page 23: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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?

Page 24: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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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In a state of flow

Page 26: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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

Page 29: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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.

Page 30: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

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?

[email protected]

01273 763419

Page 31: The institute for employment studies Playing to your strengths for a change Paul Fairhurst 2012.

the institute for employment studies

Paul [email protected] 763419