Strength Based Coaching: Taking Teams from Victim to Victory!

Transcription

1 Strength Based Coaching: Taking Teams from Victim to Victory! Dr. Beverly Quaye No One Walks Alone Case Management Society of America SoCal Chapter Annual Meeting June 18, 2015

2 Who I Am NOWA Partnering to transform one person, one team, one organization, one walk at a time Nursing Coaching model based on values, energy, and relationships by use of strengths to improve productivity and performance OD Change Agent promote change for client and team Experiential facilitator not an expert Coach training Consultant, coach, and professor 2

3 What We Will Learn Define strength based coaching Understand elements that define strengths-based coaching (SBC) Identify basic practice tools and skills that support SBC

4 Strength-Based Coaching (SBC) Defined Elements: An approach that considers the whole person; focuses on what is working and functioning well, and what available resources and support the client will develop to help them deal more effectively with their life, overall health, and well-being 4

5 The Paradigm Shift Promotion of health and well-being of team Talent- Centered Coaching Strength Based Coaching From Focused on deficits Doing for the team Diagnosis and Interventions Coach as teacher To Working with strengths Working with the team Embracing challenges Both coach and team as learners Collaborative Partnership between coach and team Empowerment Movement Measuring specific outcomes Allowing the team to determine goals and measure success 5

6 Assumptions for SBC Client Centered Appeals to ALL generations Valued by all practitioners regardless of coach training; oaths and standards Moral and collective consciousness Universal good All humanity Drives outcomes Applicable to individuals, groups and teams 6

7 Market Driven Client Demands for Coaching People who have an opportunity to focus on their strengths every day are more than three times likely to report having an excellent quality of life in general (Rath, 2007). Choice in coaches and methods Access to Information through technology Present orientation founded on past successes Ease of interpretation and understanding Client as CEO 7

8 To make strengths productive is the unique purpose of organizations Peter Drucker Victim to Victory by using SBC Proactive vs. reactive Addresses challenges Increases awareness and appreciation Effective communication Enhances interpersonal relationships Impacts decision making Raises confidence of group Engages team members by appreciating strengths of others Improved alignment with organizational goals 8

9 Coach providers: Advisors to Enhance our Workforces and society 1 Team at a Time Latent sources of productivity unlocked 70% Vast majority of companies got their investment back 86% Improved relationships 73% Performance ROI Team Effectiveness ICF Global Coaching Client Study /PricewaterhouseCoopers. 9

10 Touch Points: Productivity and Performance The most effective leaders are always investing in strengths. When leaders focus on and invest in their employee strengths, the odds of each person being engaged goes up 8-fold. The most effective leaders surround themselves with the right people and then maximize their team. While the best leaders are not well-rounded, the best teams are. Rath, T., and Conchie, B. (2008) 10

11 Touch Points: ROI Optimal experience Competent coach provider Guidance and coaching; partnership Research-based Predictable and reliable results Simplicity Structured and goal-directed Choice As an organization s leaders are able to help each person capitalize on this cumulative advantage, it is likely to create more rapid individual and team/organizational growth (Rath and Conchie, 2008) 11

12 Touch Points: Team Effectiveness and Relationships Mindset Interdependence Abundance vs. scarcity Knowledge Connections Selfawareness Relationships Team reliance Synergy Advocacy Courage to act Team-efficacy 12

13 Talents vs. Knowledge, Skills and Practice Strength Finders actually measures talents and not strengths Ultimate goal is to build true strengths Talent is just one ingredient to do so Personalities do not change much over time Knowledge, skills and practices can enhance client s success Start with raw talents and then add knowledge, skills and practice Rath, T., and Conchie, B. (2008) 13

14 Strength Equation Coaching Opportunity Talents X Investments = Strengths Where talents are a natural way of thinking, feeling, behaving Where investments are time spent practicing, developing team skills and building a knowledge base Where strength is the ability to consistently provide near perfect performance Diverse talent yields + results Coach for talent Present examples of members strengths in team setting Seek situations where complementary strengths are needed Proactive not reactive Rath, T.(2007) 14

15 Clifton Strengths Finder 2.0 Assessment Tool 34 most common talents Top five strengths identified The path to great leadership starts with a deep understanding of strengths Reflective on your strengths Do these feel right? Look at the others. Do any of them feel right? Would you substitute one for another? Get to know your teammates strengths Practicing using it now and for the rest of your life Review your 10 Ideas for Action for each theme Rath, T., and Conchie, B. (2008) 15

16 Resources and Technology Evaluate what integrated capabilities exist: Assessment tool Top five theme report 50 ideas for action Strengths discovery interview Strength-based action plan Also resources on website Example Coaching Questions: Describe a time you felt you were working at your peak? What do you enjoy most/dread about your job? People depend on you for? Feedback from others is usually? When do you receive the most complements?

17 Strengths Based Approach and Positive Thinking / Learned Optimism Assets identified may include: Physical Health Social Supports Emotional Resilience Spiritual Outlook Vocational/Financial Intellectual/Giftedness Skills Focuses on what is going right in a person s life Coach works with client to find past and present successes Use these to address the current challenges being faced Positive Thinking or Learned Optimism is about learning a new perspective Instead of projecting what can go wrong, the client is encouraged to focus on what can go right Seligman, M. Retrieved from 17

18 Executing Influencing Relationship Building Strategic Thinking 4 Domains of Team Strengths Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative Activator Command Communication Competition Maximizer Self-Assurance Significance Woo Adaptability Developer Connectedness Empathy Harmony Includer Individualization Positivity Relator Analytical Context Futuristic Ideation Input Intellection Learner Strategic Rath, T., and Conchie, B. (2008) 18

19 Removing Blocks and Re-Framing with Team 19

20 Resources and References Coachfederation.org. ICF Global Coaching Client Study /PricewaterhouseCoopers. Gallupstrengthscenter.com for how to become a certified Gallup coach. Rath, T. (2007) Strengths finder 2.0. New York: Gallup Press. Rath, T., and Conchie, B. (2008) Strengths based leadership: Great leaders, teams and why people follow. New York: Gallup Press. Seligman, M. Retrieved from Simmons, C.A., and Lehmann, P. (2013) Tools for strengths-based assessment and evaluation. New York: Springer for 145 strengths-based assessments. Smith, E. J. (2006). The strength-based counseling model. The Counseling Psychologist, 34, 1, Strengthsfinder.com for Clifton Strengths Finder Assessment. 20

21 NOWA.la Dr. Beverly Quaye NOWA Questions? Comments? 21