Strength-based working is still a fairly new concept for many companies so here are some thoughts, tips and suggestions for starting your strengths journey.
Why we are where we are
Our performance is positively affected by what we do well, and adversely affected by what we do poorly. This is not rocket science.
We have a very natural tendency to focus attention on the latter: the things we didn’t do well, since fixing these would lead to better performance (or, more accurately: less under-performance).
However, research in the sphere of positive psychology has shown that taking this view of someone’s performance can be de-motivating and generates poorer output, not greater. People who are repeatedly told what they are doing wrong perform less well than those who are praised and encouraged when they do things right.
The research shows that it takes a different method to fix things that are wrong, than to enhance things which are right. ‘Strengths-based working’ is a proven method for turning good performance into great performance.
Our performance is positively affected by what we do well, and adversely affected by what we do poorly. This is not rocket science.
We have a very natural tendency to focus attention on the latter: the things we didn’t do well, since fixing these would lead to better performance (or, more accurately: less under-performance).
However, research in the sphere of positive psychology has shown that taking this view of someone’s performance can be de-motivating and generates poorer output, not greater. People who are repeatedly told what they are doing wrong perform less well than those who are praised and encouraged when they do things right.
The research shows that it takes a different method to fix things that are wrong, than to enhance things which are right. ‘Strengths-based working’ is a proven method for turning good performance into great performance.
Key Principles of Strengths-based working
- We all have things we naturally perform well and enjoy doing. These are our strengths.
- It doesn’t matter what our strengths are: we can usually deliver the same outcomes or results, we just use different strengths to achieve them (“All roads lead to Rome”).
- We find it easy to learn new skills and knowledge in our strength areas.
- Trying to develop skills in a ‘non-strength’ is difficult and requires a lot of effort. In most cases it will usually only achieve an average performance rather than a great performance.
- The strength-based approach is about delivering great performance for the business. This includes addressing underperformance.
- Weakness ‘fixing’ prevents failure. Strengths development leads to excellence.
- Spend more time studying success than failure.
... it takes a different method to fix things that are wrong, than to enhance things which are right.
I’d like to learn more about my strengths, what can I do?
Step 1: Identify your strengths
Do a strengths profile
Look for clues which indicate your strengths:
… and the clues to your weaknesses:
Step 2: Use your strengths
Step 3: Learn the strengths of others
Once you’re clear about your own strengths:
Step 4: Make strengths an everyday thing
When you’re thinking about and using strengths everyday performance and engagement grow:
Good luck!
Step 1: Identify your strengths
Do a strengths profile
- There are several online strengths questionnaires of varying quality and cost. Popular ones include: Realise2, Clifton StrengthsFinder, Values in Action (VIA), and Strengthscope.
Look for clues which indicate your strengths:
- Work you enjoy doing and look forward to.
- Occasions when ‘time flies’ in a task.
- Things that don’t appear on your To Do list, because you always do them!
… and the clues to your weaknesses:
- Work you find dull and might not perform well without lots of effort.
- Things that appear on every To Do list, because you keep putting them off.
- Tasks you don’t look forward to doing.
Step 2: Use your strengths
- Discuss your profile with your colleagues, manager, friends: use them to confirm your strengths picture.
- Think how you can build on or maximise the use of your strengths (e.g. by taking on new / varied work or tackling tasks in a different way).
- Identify development activity which will enhance your strengths further (remember that developing a strength gives greater results than trying to ‘fix’ a weakness).
- Assess the impact of weaknesses and find ways to minimize it, so they don’t adversely affect your performance.
Step 3: Learn the strengths of others
Once you’re clear about your own strengths:
- Think about how people with different strengths might respond to yours.
- Find out what their strengths might be, and how you can get the best from each other.
- Consider how a mixture of strengths can contribute to the success of the team – each person adding their own unique ingredients, and how you can support and encourage everyone’s input.
Step 4: Make strengths an everyday thing
When you’re thinking about and using strengths everyday performance and engagement grow:
- Encourage others to talk about their strengths and successes (e.g. people in your team, family, friends), rather than dwelling too much on problems and failures.
- Give recognition and praise for good work done – this will help others learn when their strengths are in evidence.
- Managers: use 1-to-1 conversations to discuss the strengths of your staff and help them think how they can use them to drive performance and engagement in work.
Good luck!
References
Aguinis, H., Gottfredson, R. K., & Joo, H. (2012). Delivering effective performance feedback: The strengths-based approach. Business Horizons, 55(2), 105-111.
Biswas-Diener, R., Kashdan, T. B., & Minhas, G. (2011). A dynamic approach to psychological strength development and intervention. The Journal of Positive Psychology, 6(2), 106-118.
Corporate Leadership Council (CLC) (2002). Performance management survey. In HR Executive Forum research.
Carpenter, M. A., & Fredrickson, J. W. (2001). Top management teams, global strategic posture, and the moderating role of uncertainty. Academy of Management journal, 44(3), 533-545.
Linley, P. A., Harrington, S., & Garcea, N. (Eds.). (2010). Oxford handbook of positive psychology and work. Oxford University Press.
Linley, P. A. (2008). Average to A+: Realising strengths in yourself and others. Capp Press.
Luthans, F. (2002). Positive organizational behavior: Developing and managing psychological strengths. The Academy of Management Executive, 16(1), 57-72.
Rusk, R. D., & Waters, L. E. (2013). Tracing the size, reach, impact, and breadth of positive psychology. The Journal of Positive Psychology, 8(3), 207-221.
Aguinis, H., Gottfredson, R. K., & Joo, H. (2012). Delivering effective performance feedback: The strengths-based approach. Business Horizons, 55(2), 105-111.
Biswas-Diener, R., Kashdan, T. B., & Minhas, G. (2011). A dynamic approach to psychological strength development and intervention. The Journal of Positive Psychology, 6(2), 106-118.
Corporate Leadership Council (CLC) (2002). Performance management survey. In HR Executive Forum research.
Carpenter, M. A., & Fredrickson, J. W. (2001). Top management teams, global strategic posture, and the moderating role of uncertainty. Academy of Management journal, 44(3), 533-545.
Linley, P. A., Harrington, S., & Garcea, N. (Eds.). (2010). Oxford handbook of positive psychology and work. Oxford University Press.
Linley, P. A. (2008). Average to A+: Realising strengths in yourself and others. Capp Press.
Luthans, F. (2002). Positive organizational behavior: Developing and managing psychological strengths. The Academy of Management Executive, 16(1), 57-72.
Rusk, R. D., & Waters, L. E. (2013). Tracing the size, reach, impact, and breadth of positive psychology. The Journal of Positive Psychology, 8(3), 207-221.