MyVoice and Creating a Positive Positive Emotions. Engagement. Relationships. Meaning. Accomplishment. MyVoice feedback:*

Transcription

1 MyVoice and Creating a Positive Culture@UWS Positive Emotions Engagement Relationships MyVoice feedback:* MyVoice results:* MyVoice results:* 90% of our staff feel that they have good working relationships with their co- workers 85 % of our staff feel that their co- workers give them help and support 84% of our staff feel that they work well with their co- workers as a team 87% of our staff report that they like the kind of work they do 85% of our staff are willing to put in extra effort for UWS Meaning Accomplishment MyVoice results:* MyVoice results:* 88% of our staff believe in the overall purpose of UWS 86% of our staff believe in the values of UWS 84% of our staff believe in the work done by UWS 80% of our staff report that their work gives them a feeling of personal accomplishment 89% of our staff understand how their job contributes to the success of UWS * Results from the UWS MyVoice Staff Engagement Survey, May

2 APPLIED POSITIVE PSYCHOLOGY the INSTITUTE OSITIVITY Crea0ng a Posi0ve Culture@UWS: Engaging Staff, Increasing Resilience, Enhancing Well- Being info@theposi0vityins0tute.com.au Welcome Back Experien)al self- management workshop Based on scien)fic research Mix of Short lectures & Exercises Ac)on Planning! If it ain t wri*en, it ain t coaching! Main Topics Review Posi)vity@Work Strengths@Work Resilience@Work A JAM PACKED WORKSHOP SERIES! 2

3 Homework from Session 2? Session 2 Performance Strengths Realise2 - The 4M Model Strength- debrief Strengths- sharing. Strength- spomng Strengths- coaching! Commitment to Ac)on Strengths@Work Take- Aways? (pg 6) What is a Strength? the things that I m good at? What is a Strength? A strength is a pre- exis6ng capacity for a parkcular way of behaving, thinking, or feeling that is authen6c and energizing to the user, and enables op6mal funckoning, development and performance (Linley, 2008) 3

4 Signs of a Strength? Trait vs State? Relaxed - yet focused & energised Use of phrases like I love.. or it just flows.. Feels right (authen)c) Passionate, vital and absorbed Easy to visualise and explain (rich descrip)ons) Childhood examples of strength likely A history of strengths In the sixkes As Marcus Aurelius said, Look well into thyself; there is a source of strength which will always spring up if thou wilt always look there. To make strengths produckve is the unique purpose of an organisakon (Drucker, 1967) In the noughkes By I do not believe that you should devote overly much effort to correckng your weaknesses. Rather, I believe that the highest success in living and the deepest emokonal saksfackon comes from building and using your signature strengths. Mar)n Seligman For everyone in the world to be able to know what their strengths are Professor Alex Linley s mission 4

5 Why strengths? Research tells us Studies show that only about one- third of people can iden)fy their own strengths (Hill, 2001); and Only 17% of people say they use their strengths most of the Kme each day (Buckingham, 2007). More work Perform better at work! More effective at self development More likely to achieve goals Happier Play to strengths Are more resilient More confident Experience less stress Higher self - esteem Increased energy & vitality Strengths@Work Why do strengths maxer? Posi)ve Psychology with it s focus upon strengths turns tradi)onal model of employee development on it s head! Rather than focus upon improving weaknesses PP urges managers and HR Professionals to focus instead on developing and deploying strengths and the unique talents that individuals possess The scienkfic evidence A Gallup Workplace Study suggests that employees who have the opportunity to focus on their strengths every day are six 6mes as likely to be engaged in their jobs. The focus on strengths and psychological capaci)es improves employee performance and organiza6onal compe66ve advantage (Luthans et al, 2002 & 2006). More evidence Studies at Norwich Union (now Aviva), showed that focusing on strengths allowed people to be at their best and to beier achieve their goals. For the organisa)on, implemen)ng the strengths- based approach has seen turnover of staff figures halve. 5

6 And more evidence A 2011 scien)fic study showed that people who reported greater use of their strengths developed greater levels of well- being over )me. Specifically at both 3 & 6 month follow up, greater strength use was related to greater self- esteem, vitality, posi6ve affect and lowered perceived stress! Evidence for Learning & Performance Well- Being (Strengths Use), Learning & Performance! When people learn to work with their strengths they tend to: 1. Learn more readily 2. Perform at a higher level 3. Be more mo)vated and confident 4. Have a stronger sense of sa)sfac)on, mastery and competence (CliLon & Harter 2006, Peterson & Seligman 2004) ReflecKng on strengths The Business Case Everyone has strengths! But not everyone is clear about what they are or how to capitalise them! Cri)cally for organisa)ons, neither are their leaders! The Business Case (pg 10) An organisa)on s greatest assets are its people s strengths; CASE STUDIES FROM CAPP Organisa)ons can realise a strong compe))ve advantage through the contribu)on of their people; Few people realise that the way to do this is through harnessing and developing the strengths of their employees; Simply put, strengths energise people and enable them to be at their best! 6

7 The Business Case Discuss in small groups How does the business case apply to UWS? To your School or Unit? An opportunity? Improving individual performance; Tapping into unused talent; Increasing diversity; Dealing more posi)vely with redundancy; Contribu)ng to the well- being of employees! Strengths Knowledge Assess Strengths Use Leverage Strengths SpoMng Relate Realise 2 A world- leading reliable & valid on- line strengths assessment tool Realise2 Strengths Assessment 60 Strengths according to the three dimensions of: Energy Performance Use 7

8 Me! Realise2 Strengths Families Strengthspocng! Strength- spocng Look at the strengths cards placed around the room.. Give 3 away to people you know that relate to their strengths tell them why Remember The Golden Mean Form 4 groups Realise2 Review With your Facilitator review your Realise2 Profiles 8

9 Speed DaKng Exercise! Form 2 lines facing each other 3 mins Each person to introduce their assessment Describe the following: Come to me is you would like. Don t come to me if you would like.. What surprises you? What doesn t surprise? Marshall RS Turn up or down Avoid the more is beier approach Instead, remember the right strength, to the right amount, in the right way, at the right )me Ie the golden mean of strengths use Marshall RS Moderate LB Reign them in! Stand back and assess their impact Try to rely on them less Use them alongside strengths Moderate LB Minimise W Sit on it! Reshape the role Use strengths to compensate Adopt strengths- based team working Find a complementary performance partner 9

10 Minimise W Maximise US Blow it up! Share unrealised strengths with others Take ac)on and responsibility Increase usage Align to goals/quarterly objec)ves Maximise US Realise2 Strengths Families Strengths Discoveries Pg 23 IntroducKon to Strengths Coaching What are my greatest discoveries today about me? What are my greatest discoveries today about my colleagues? How can I use this informakon to assist me in my role? 10

11 What is Coaching? Pg 24 In general, coaching can be defined as: a goal- oriented, solu6on- focused collaborakve relakonship between coach and coachee that uklises a systemakc process to improve performance and enhance well- being in the personal and work lives of well- funckoning individuals (Grant & Greene, 2001) Coaching ConversaKons Inten)on to give aien)on Primarily use ques)ons Have a goal/solu)on focus Help gain/change perspec)ve Focus on strengths use Generate ac)ons, next steps Encourage, affirm, accountable 61 Ask vs Tell (page 28) Person-focused ASKING The Coaching Process (page 29) Define the Issue Set a Goal The Issue Problem focused diagnostic WHY? The Outcome Focus on strengths HOW TO? Change if not working Do more of what works Develop Action Plan Act Monitor Expert-centred TELLING Used with permission Dr Michael Cavanagh, Coaching Psychology Unit, Uni of Syd 63 Evaluate Celebrate Success 64 GROW Coaching ConversaKons Goal Reality Options Way Forward positive identify develop specific achievable evaluate choose best measured 3 Posi0ons: 1. Coach 2. Coachee 3. Observer Co- Coaching Strengths PracKce Key Coaching Skills: Asking powerful QUESTIONS LISTENING for potential Look for STRENGTHS Be Affirmative & ENCOURAGING Whitmore, rounds, 20 minutes each TOPIC: Using your Realise2 Strengths in pursuit of either your personal or professional SMART goals 11

12 Commitment to AcKon? Self- ReflecKon Guide 1. What are your key learnings from today s workshop? 2. What are you already doing well? 3. What might you need to do differently? PreparaKon for Next Session 1. Use the Strengths Reflec)on Ques)ons to deepen your understanding of your Realise2. 2. Review your goals make explicit links to strengths; 3. Reflect on where a strengths- based approach could help your team and organisa)on? 4. Create a wordle from your strengths and use as a visual trigger? 5. Undertake the Hardiness Test See you next session. Resilience@Work e: info@theposi)vityins)tute.com.au 12