Tuesday, May 8, 2012

Strength Based Management




Arnold Schwarzenegger “ Strength does not come from winning. Your struggles develop your strengths. When you go through hardships and decide not to surrender, that is strength.”“ My relationship to power and authority is that I’m all for it.

People need somebody to watch over them. Ninety-five percent of the people in the world need to be told what to do and
how to behave.”

People are pretty good at ensuring they operate in a manner that allows them to leverage their strength. Great leadership starts with a fundamental awareness of self, own strength. The core platform that enables these leaders to be seen as
compelling and trusting to others.

Manager has to know the Strength of the team so that he/she can leverage the strength to get the maximum value out from team. When people work in a great team they feel energize and insulated from the wider difficulties a company may be experiencing.

The climate a leader creates has a direct correlation to the results and employee engagement. Equally, Investors in People remains a useful diagnostic tool for identifying strengths and weaknesses in our current approach to leadership and for us it has highlighted inconsistencies in certain areas in relation to the application of people management policies and practices.

Leaders will want to exploit competitors’ weaknesses whilst maximizing their own strengths.
Strength based thinking seems obvious when we stop to consider what makes people feel strong at work. Of course it makes sense that we might focus on the things we do well and perfect them. And yet we would be wrong. For the most part Organization reference strength but instinctively talks much more about weakness: the things that do not work. It is no surprise that we think like this. Deficit based thinking about excellence is everywhere around us.

Creating a more positive strength based environment can be tackled by looking at the system or changing the way people and teams think. The former is significantly harder in planning and executing since it is system wide and require strategic planning and broad support. Out thinking was that in addition to building awareness and confidence in how they manager the strength of their, enhance and ultimately draw on their strength for the benefit of the job and performance.

Manager should have ability to analyze and find the team strength and engage all the team members. Team should build on team strength where individual’s strength also attached and every member can feel for the contribution.

From strength came self-confidence, and from self-confidence came openness.
Managers need to continuously assess and enhance their skills. This involves
Knowing their current strengths, identifying the areas in which they need to
grow, and then making a commitment and developing a plan to increase their
Capabilities.

Reflect on your coaching skills by answering the following questions:
v
Which competency area is your strongest skill set?
v
How can you leverage this strength without overusing it?
v
Which competency area is your weakest skill set?
v
What can you do to develop stronger skills in this area?

Manager should ask team members
Which of your strengths provide the building blocks for your long -
term career success?

It has been discovered that it is, indeed, possible for us to accelerate our development as a leader. While I would be the first to admit that leadership development is partially contingent upon a few variables that are beyond our control, such as the availability of unique job assignments, at the same time certain influential factors lie directly within our control. By learning how to manage these factors, we can discover how to leverage our strengths as a leader, more quickly prepare our self to take on broader leadership responsibilities, and make a bigger impact on our company ’ s performance. What is more, it is possible to do all of this without shortchanging the effectiveness of the development process.

Over the last few years there has been a lot of discussion regarding the value of using a “ strength – based approach ” to development planning. This approach is based on the premise that over the course of many years each of us has developed certain core strengths. Given this, does it not make more sense to select career targets that maximize your strengths, rather than waste time attempting to work on converting your weakest areas up into strengths? The answer is that it depends on the situation. The best of all worlds is when you have selected a career target that will employ only your strengths.

Unfortunately, the more common situation we are likely to encounter is one in which at least some of our weaknesses must
also be addressed to meet the minimal performance standards for those desired positions.

A new trend in career advancement is to build a personal brand. Understanding your basket of strengths forms the basis for developing your personal brand (or, the brand called you). Your identity as shown on the Internet, including social
networking sites such as Facebook, is also part of your personal brand. Your personal brand makes you unique, thereby distinguishing you from the competition.31 Perhaps your brand will not reach the recognition of Nike or Rolex, but it will help develop your reputation. Your personal brand also helps you attract people to accept your leadership.

Concentrating on the strengths of group members. An axiom of effective leadership and management is to make good use of the strengths of group members rather than concentrating effort on patching up areas for improvement.

The effective leader helps people improve, yet still capitalizes on strengths. A team member might have excellent interpersonal skills, yet poor technical skills. It would be best to assign that person a role that emphasizes interpersonal skills, while at the same time helping him or her improve technical skills.

Marcus Buckingham emphasizes that capitalizing on each person’s unique pattern of skills saves time because group members are not laboring at tasks outside their capability and interest. The manager might even develop a job description that best fits each employee’s uniqueness. Suppose you are the manager of a call center, and one staffers is great at calming down angry customers. Other call center members are then asked to refer customers who have gone ballistic to your team member who can handle the rage well.

A successful example of capitalizing on internal strengths took place when Hewlett-Packard Corp. regained the lead over Dell Inc. in PC sales. Within weeks after arriving at HP to run the company’s PC business, Todd Bradley concluded that HP was fighting Dell on the wrong battlefield. HP was mobilizing its resources to compete with Dell where Dell was strong, in direct sales via the Internet and phone. Instead, Bradley decided that HP should capitalize on its strength—retail stores where Dell had no presence at the time. Bradley worked on better distribution of the PCs along with building better relations with retailers. (An effective leader never neglects relations.) As a result of capitalizing on the retail strengths, HP reclaimed its number 1 position in the sale of personal computers.
Build upon strengths that already exist and find ways of working with or around weaknesses.

The key to effective leader development is not filling in gaps in competency, but nurturing a unique and genuine approach to leadership. Consider too
the importance of continuity in the change process – there may be a time and place for dramatic transformation, but in the majority of cases a more subtle and considered approach that builds upon existing individual, group and organizational
capabilities is what is required.

1 comment:

  1. your post is very interesting.very useful for our future generation Thank you



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