personal, team and business reslience are inter-related

Team resilience – facilitator development

My post of 20 October explained how 18 people had set out on a journey to become team resilience facilitators. They have now completed the second workshop and have all qualified in using the Strengthscope psychometric. Congratulations to each one of them – they worked hard.

Each of them has a burning desire to support teams to face on-going pressure without experiencing unhealthy stress. They appreciate that resilient teams are supportive and productive in the face of uncertainty and changing demands. Working with our definition of resilience as being about strength and flexibility in challenging times, our approach focuses on strengths as the bedrock of personal and team resilience.

Our aim throughout the workshop was to provide them with:

  • an appreciation of the power of strengths to motivate individuals and enhance team productivity;
  • evidence from a range of settings about the power of a strengths approach to developing teams and team leadership;
  • tools and techniques for developing personal and team development.

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personal, team and business reslience are inter-related

Team resilience

Resilient teams are supportive and productive in the face of uncertainty and changing demands. They produce positive results by:

  • working together to be productive;
  • responding positively to each other and to customers (both internal & external);
  • maximising available resources;
  • satisfying customers and providing safe care;
  • retaining talent.

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First 100 days

Recruitment is expensive and time-consuming. Having made the investment it is then vital to ensure a new recruit is supported so that they are able quickly to give of their best and make a real contribution to the business. This is important both where recruits are external and where it is promotion of an internal candidate.

Numerous studies show the importance of the first 100 days, especially in enabling senior leaders to ‘hit the ground’ running.  You can support new recruits, whatever their role, to quickly become highly productive valued team members. Read more

Strengths and recruitment

People move on, new roles are created, talent needs change. Recruitment is key to ensure that good people are promoted, developed and brought in – it’s part of ensuring growth and sustaining the business. Here we provide examples of how the strengths-focused instrument Strengthscope can support all recruitment needs.

Strengthscope can be used in recruitment both where the team already works with a strengths-focus and as a one-off approach to add value to the process. We have recently used the instrument with clients in different ways.

  1. Where a team has a strength-focused approach they have an awareness of gaps and of overdone strengths. It is an opportunity to bring in new strengths and ideas, thus developing the diversity within the team.Strengthscope has four quadrants (thinking; execution; relational and emotion) that can be linked to both the job description and person specification; from 24 strengths it highlights a person’s significant 7, from which one can ask what the person sees as their top 3. Hence, report stimulates interesting conversation with the applicants about their energy for work and to deliver high performance.
  2. As a one-off it provides a different perspective and in-depth information about each applicant and a unique portrayal of each person.

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Strengths – setting the scene

This sets the scene for a series of blogs about a strengths-focused approach to people and team development, offering evidence and case-studies of working with strengths to achieve positive results.

We offer an explanation of four dimensions of strengths and the opportunities for optimising strengths throughout the employee life-cycle. Read more

Teamwork steps into the limelight

Last Saturday I saw the Royal Shakespeare Company production of The Two Gentlemen of Verona. One of the female leads was taken, with very short notice, by the understudy. She was superb; this lead me to reflect upon the importance of teamwork, so here are some key points. Read more

Confident, powerful & strong leadership.

Playing To Their Strengths

Finding and retaining passionate people. As the economy is recovering this can present a challenge of getting and keeping people who will be fully engaged and productive. Strengths-based recruitment (SBR) is gaining momentum, as described in HR Magazine (May 2014).

The article illustrates how, as employers strive to hire talented and motivated people, there is growing interest in SBR across a range of sectors, including the NHS, banking and retailing.

Starbucks is quoted as using SBR to find people with potential. It recognises that “if it wants to be the employer of choice in this industry, it has to recruit partners[i] who are passionate about its products and customers ..”

The businesses quoted each support the view that competency-based recruitment has several drawbacks and may alienate some potential candidates. One recruitment consultant is quotes as suggesting:

“Talent doesn’t want to .. be hammered by a competency-based interview. They are not engaged with that. They want something more personal.” Read more

Blog about success and failure

What path are you on?

We all have an important choice – do we spend most of our time on the path of possibility or the path of limitation? Think about what makes a business successful: focusing on problems or on the strengths. Both are important and yet most individuals, teams and businesses spend most time focusing on the problems. Despite this, when we look at our strengths we become motivated and willing to ‘go the extra mile.’

Let us take a look at these two paths and their importance to the ability of teams and individuals to achieve positive results.

The path of limitation has a focus on weaknesses, failure and problems. Typically, on this path we may ask:

  • What went wrong?
  • What’s not working?
  • Why are we missing our targets?

Being on the path of limitations will frequently make us feel negative and drained. It can create a sense of helplessness, isolation and negativity. Read more

Appreciative inquiry and action learning

Appreciative inquiry and action learning

The recent International Action Learning conference, held at Ashridge Business School (UK), was a truly international affair that had a real buzz; in addition to the stimulating sessions the Ashridge gardens, looking beautiful, provided a grand setting for a relaxing walk.

I was particularly interested in the shift to embrace appreciative inquiry (AI) into the field of action learning. Action learning is often associated with sticky, wicked problems. So, what’s this – two papers (one practitioner and one peer-reviewed) on AI and strengths-focus in action learning. Read more

Action learning by Development Solutions

Action learning – let’s be positive

Many of you will have experienced action learning and will appreciate its value for sharing, seeking to resolve and learn about messy, intractable work issues.  Through sound questioning, sets can help each other to re-frame their issues, consider different perspectives and move to identifying possible actions.

Ideally, at a future meeting, each person can then reflect upon and learn from the actions taken (or not taken!); thus there can be learning about self, context and the issue. All this is very useful in organisations where we rarely get headspace to think about sticky problems – too busy doing and going to meetings to think!

As a great advocate of action learning I have been reflecting on the benefit of connecting action learning with an appreciative inquiry (AI) approach. For over a year now I have been working with one team to focus on using their strengths to address their sticky issues. I am now convinced that AI can add value to how we work with action learning. Read more