strengths based leadership: leveraging talent for organizational outcomes

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Strengths Based Leadership: Leveraging Talent for Organizational Outcomes. Laurie K. Baedke, FACHE, CMPE President LIFEworks Healthcare Group, Inc. Nebraska Optometric Association Fall Convention 2011 September 23, 2011. Good drivers. Good drivers. Traditional Business Methods. - PowerPoint PPT Presentation

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  • Strengths Based Leadership: Leveraging Talent for Organizational OutcomesLaurie K. Baedke, FACHE, CMPEPresidentLIFEworks Healthcare Group, Inc.

    Nebraska Optometric Association Fall Convention 2011

    September 23, 2011

  • Good drivers

  • Good drivers

  • Traditional Business MethodsWe can only cut so muchWe can only restructure so oftenOur competitive advantage will only take us so far

    The main goal of building a strengths-based organization is to drive higher financial and operational metrics, higher employee engagement, and higher patient loyalty.

  • Leveraging Outcomes from a strengths based modelHow can knowing your own strengths improve overall performance?Contributes to your individual engagementPositively influences your relationships with your peers, direct reports, patientsCreates a common language around peoples strengthsSupports great people staying with the organization

    For all of these reasons, building on the strengths of those around you creates success for the individual as well as the organization

  • Why Focus on Strengths?The best-led organizations know that the direct path to individual, team, and organizational strengths begins with a primary investment in their employees greatest talents.

    Find whats naturally right with your people, and build on it.

  • Why Focus on Strengths?

  • Why Focus on Strengths?All organizations seek to perform with strength. To get there, many follow conventional wisdom: Focus on fixing weaknesses. Find whats wrong with your people, and try to correct it. Unfortunately, that wisdom leaves the organization struggling on the path to mediocrity.

  • Why Focus on Strengths?SpeedPeople operating from strength learn the role faster and adapt to more variance in the role quicker.

    Productivity and PrecisionPeople operating from strength produce significantly more at higher quality.

    SustainabilityPeople operating from strength stay longer, miss less work, and build stronger customer relationships.

  • Matching Strengths to Engagement At work, I have the opportunity to do what I do best everyday

    of the 1.7 million workers Gallup asked in 63 countries, what % strongly agree with this statement?

  • Matching Strengths to Engagement At work, I have the opportunity to do what I do best everyday

    of the 1.7 million workers Gallup asked in 63 countries, what % strongly agree with this statement?

  • Matching Strengths to EngagementWhat happens when a person is not operating from strength?

    He or she is quite simply less fulfilled and less effective.

    In the workplace, an employee is SIX times less likely to be engaged in the role.

  • Engagement Effect Focus on Strengths

  • Engagement Effect Focus on StrengthsMy Supervisor Focuses on My Strengths and Positive CharacteristicsEngaged Not Engaged Actively Disengaged

  • Matching Strengths to EngagementA person not able to use his or her strengths at work probably: dreads going to work has more negative than positive interactions with coworkers treats customers poorly tells friends he or she works for a miserable organization achieves less on a daily basis has fewer positive and creative moments

  • Expectations of Strengths Based LeadersEffective development strategies begin with each individuals mastery of self and then moves through to others.

    Drive Business Results By Being A Strengths Based Leader

  • Five Clues to TalentYearningTo what kinds of activities are you naturally drawn?

    Rapid LearningWhat kinds of activities do you seem to pick up quickly?

    FlowIn what activities do the steps just come naturally to you? When have you gotten so absorbed in a process or activity that you completely lost track of time and surroundings?

    Glimpses of ExcellenceDuring what activities have you had moments of subconscious excellence, when you thought, How did I do that?

    SatisfactionWhat activities give you a kick, either while doing them of immediately after finishing them, and you think, When can I do that again?

  • Think About It. Recall a time when someone highlighted your weaknesses. How did you feel?

    In that moment, what was your capacity to encourage or increase the engagement of another person?

    Recall a time when someone highlighted one of your strengths. How did you feel?

    In that moment, what was your capacity to encourage or increase the engagement of another person?

    Based on your own experiences, what conclusions do you draw about a focus on weaknesses as opposed to a focus on strengths?

  • A new definition of a weaknessA weakness is a lack of knowledge, skill or talent that negatively affects your performance or that of others. Because a weakness will prevent you or others from performing with strength, it must be managed or mitigated.

    Based on this new definition, by stating my weakness is golf, my weakness is singing, my weakness is public speaking, or my weakness is delegating, these only constitute a weakness if your performance | success is dependent on your ability to golf, sing, speak to large groups, or delegate every day. If you must do these things to be successful, they must be managed. This is where one or more of the Seven Strategies may be useful.

  • Seven Ways to Manage Weaknesses and Sharpen Strengths.Open communication and transparencyLeverage other talentsUse support systemsSet reasonable expectations and then just do itGet the right trainingForm complementary partnershipsAdjust or change roles | employers | careers

  • Signature Strengths

  • Strengths Based Leadership ResearchThe most effective leaders surround themselves with the right people and then maximize their team.

    While the best leaders are not necessarily well-rounded, the best teams are.

  • Potential Return on InvestmentRetention

    Employees leave managers, not organizations

    Strengths-based environments are a catalyst to focus on right vs. wrong

  • Potential Return on InvestmentLeaders manage to talent

    Research shows higher performance through focusing on strengths

  • Potential Return on InvestmentIncreased productivity

    Engagement produces a desire to do more of what I like and with higher degrees of quality

  • Potential Return on InvestmentIncreased awareness of talent in action

    Recognition on maximizing what is right vs. focus on fixing what is wrong

  • Potential Return on InvestmentHigher engagement over time

    Growth from individualized foundation means greater improvement

  • Potential Return on InvestmentExceed overall performance expectations and achieve powerful organizational outcomes: higher productivity and retention increased patient loyalty greater physician engagement positive organizational culture

  • Laurie K. Baedke, FACHE, CMPE President LIFEworks Healthcare Group, Inc. 1150 Westridge Drive Blair, NE 68008 402.680.3311 baedke@elifeworks.com www.lauriebaedke.com/blog

    **

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