- Help people find out more about their unique qualities and talents (i.e., their “X-factor”) by raising awareness of their strengths. Use a well established tool like ©Strengthscope (www.strengthscope.com) that provides them with feedback from multiple raters rather than simply their own perspective. This self-awareness should provide the basis of a focused and relevant learning plan to ensure employees build the skills, knowledge and experience to optimise their strengths and personal best at work.
- Encourage managers and leaders to focus on and motivate employees’ personality and performance strengths during performance appraisals and discussions. Ensure they understand that arguably their most important role as a leader is to help align employees’ strengths with organisational outcomes and ensure these are amplified as much as possible. Focusing on strengths also helps them shift tough performance conversations from confrontational and anxiety-provoking ‘trials’ to constructive, open and solutions-oriented exchanges. Introducing professional strengths coaching can help accelerate the competence and confidence of managers/leaders to incorporate strengths concepts, practices and tools in the way they manage and motivate individuals and teams. Click here for further information.
- Build a more positive, “can do” work environment by highlighting achievements and successes on the Intranet, staff notice boards, company newsletters or in staff meetings. “Hidden hero” stories are one powerful way of ensuring people who are not normally publicly recognised get the appreciation they deserve. This will help build a cycle of success and confidence that becomes self-generating.
- Help employees feel more empowered and energised to overcome and mitigate strengths and performance blockers by promoting complementary pairings or working with co-workers whose strengths and talents are different and help them in areas where they are weaker.
- Boost employees’ confidence and empower them to improve by helping them understand that weaknesses are often strengths in overdrive and not competency gaps or weaknesses. To stay in the “peak performance zone”, employees need to understand how to use strengths in balance across different situations. For example, someone who comes across as too intense and over-zealous may simply be demonstrating drive and results focus in overdrive. Similarly, someone who is too focused on the detail of a recommendation or decision may be unaware of the negative implications of their detail orientation when a more efficient, strategic approach is called for.
- Find professional and low-cost ways to introduce fun, relaxation and social networking into the workplace. Research clearly shows that fun and positive emotions result in a whole host of positive outcomes including improved creative problem-solving, teamwork, wellbeing (i.e., less sickness absence) and output.
- Build your own social network, knowledge and skills in the area of strengths-based Human Resources and positive psychology by joining the Strengths HR Forum free of charge. The Forum is the largest global networking site of its kind and comprises a virtual Linked In networking site, regular meetings in central London and practical tools and resources. Go to http://www.titantalent.com/events.html for more information.
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Link | July 22nd, 2010 at 9:52 am