Strength Based Leadership in Action

Strength Based Leadership in Action
NSDTA 2015, Learning Circle Strength Based Leadership in Action: Applying Best Practices as a Supervisor NSDTA 2015, Learning Circle Presented by: Jillian R Schenck New Hampshire Department of Health and Human Services Bureau of Human Resources Organization Development and Training Services JSchenck, NH DHHS NSDTA Learning Circle Topic JSchenck, NH DHHS

NSDTA 2015, Learning Circle Learning Circle Topic Description Strength-Based Leadership in Action: Applying Best Practices as a Supervisor NSDTA 2015, Learning Circle Tenants of effective supervision include Administrative, Education and Supportive Functions. Through training and professional growth, you have learned about your strength areas of leadership and about best practices. Taking the next step of transferring and applying those strengths and best practices to everyday practice is another step. Supervising from your strengths, combining leadership principles with demands of supervision is the next layer in your professional development. Discussion will focus on exploring techniques to guide and coach supervisors into apply concepts of effective supervision from a strength based perspective. JSchenck, NH DHHS JSchenck, NH DHHS

What is a Strengths Based Approach?
Emerging from the field of social work, it is a set of ideas, assumptions, and techniques: NSDTA 2015, Learning Circle People are active participants in the helping process (empowerment) All people have strengths, often untapped or unrecognized Strengths foster motivation for growth Strengths are internal and environmental JSchenck, NH DHHS Source: Saleebey, Dennis The Strengths Perspective in Social Work Practice. Longman: White Plains, NY

What the Research Shows
Strength Based Leadership in Action NSDTA 2015, Learning Circle What the Research Shows NSDTA 2015, Learning Circle People who do have the opportunity to focus on their strengths every day are six times as likely to be engaged in their jobs & more than three times as likely to report having an excellent quality of life in general JSchenck, NH DHHS What percentage of the US workforce is actively engaged at work and believe they are doing what they do best? According to Gallup Polls – approx 16% ! Gallup Poll on Well being Asked What percentage of the day do you feel like you’re coming from what you do well (your strengths) If answer was under 50% per day less likely to have well being at work What about your staff? Remember… our people’s strengths are our greatest asset! JSchenck, NH DHHS

Leader, Supervisor, or both?
Strength Based Leadership in Action NSDTA 2015, Learning Circle Leader, Supervisor, or both? Leader: a person who has commanding authority or influence (Webster Dictionary). May or may not have a title denoting authority Inspire others to follow their lead or do their best Supervisor: an administrative officer in charge of a business, government, or school unit or operation (Webster Dictionary) Typically comes with a formal title Specific job function whereby you monitor and provide feedback and direction on the performance of subordinate employees Good supervising leaders are likely to motivate followers to give their best. Supervisors who have good leadership skills can typically use these skills as their basis of power to influence. NSDTA 2015, Learning Circle JSchenck, NH DHHS JSchenck, NH DHHS

So, What Makes a Great Leader?
Strength Based Leadership in Action NSDTA 2015, Learning Circle So, What Makes a Great Leader? Researchers led by Dr. Donald O. Clifton conducted more than 20,000 interviews with leaders across most industries & occupations, including former heads of state & other global leaders NSDTA 2015, Learning Circle “A leader needs to know his strengths as a carpenter knows his tools, or as a physician knows the instruments at her disposal. What great leaders have in common is that each truly knows his or her strengths – and can call on the right strength at the right time. This explains why there is no definitive list of characteristics that describes all leaders.” -Dr. Clifton, 2003 JSchenck, NH DHHS Research conducted by Dr. Donald O. Clifton, leadership researcher and Father of Strengths Psychology – along with his colleagues from Gallup & the academic world - - More than 20,000 interviews with people in leadership roles across almost all industries & occupations, including former heads of state & other global leaders. Each 90-minute interview carefully structured – in most, leaders were asked the exact same questions, allowing for side-by-side comparisons. JSchenck, NH DHHS

Gallup Research on Leadership Teams
Strength Based Leadership in Action NSDTA 2015, Learning Circle Gallup Research on Leadership Teams NSDTA 2015, Learning Circle The most cohesive & successful teams possessed broad groupings of strengths 4 domains of leadership strength emerged – Executing, Influencing, Relationship Building, & Strategic Thinking Contributions from all 4 domains leads to a strong, cohesive team “Although individuals need not be well-rounded, teams should be.” JSchenck, NH DHHS Gallup studied thousands of leadership teams. Key finding – it serves a team well to have a representation of strengths in each of the 4 domains – rather than having a dominant leader who tries to do everything or individuals who all have similar strengths. JSchenck, NH DHHS

NSDTA 2015, Learning Circle The Domains Executing You know how to make things happen. When a solution must be implemented, you will work tirelessly to get it done. You have the ability to “catch” an idea & make it a reality. Relationship Building You are the glue that holds a team together. You have the unique ability to create groups & organizations that are greater than the sum of their parts. Influencing You help your team reach a much broader audience. You “sell” your team’s ideas inside & outside the organization. You take charge & speak up, making sure your group is heard. NSDTA 2015, Learning Circle Strategic Thinking You keep the team focused on what could be. You are constantly absorbing & analyzing information & helping the team make better decisions. You continually stretch our thinking for the future. Strengths Based Leadership, T. Rath & B. Conchie, Gallup Press, NY, 2008 JSchenck, NH DHHS 8 JSchenck, NH DHHS 8 8 8

Strengths Based Leaders
Strength Based Leadership in Action NSDTA 2015, Learning Circle Strengths Based Leaders Know themselves & their strengths, & build on those strengths, with an optimistic outlook on their ability to succeed Can call on their strengths at the right time Build on the strengths of their team members “People have several times more potential for growth when they invest energy in developing their strengths instead of correcting their deficiencies” -Tom Rath NSDTA 2015, Learning Circle JSchenck, NH DHHS “If you spend your life trying to be good at everything, you will never be great at anything” Strengths Based Leadership, T. Rath & B. Conchie, Gallup Press, NY, 2008 JSchenck, NH DHHS

NSDTA 2015, Learning Circle Engaging Staff If you are able to help the people you lead focus on their strengths, it will dramatically boost engagement levels throughout your organization NSDTA 2015, Learning Circle JSchenck, NH DHHS As a supervisor, you are a key part of ensuring your staff are able to utilize their strengths. JSchenck, NH DHHS

Share the secret to success: To be more effective, you must:
Strength Based Leadership in Action NSDTA 2015, Learning Circle Share the secret to success: To be more effective, you must: Be aware of your strengths and counterproductive behaviors Be willing to make changes Set goals with steps Work to utilize your strengths and minimize your counterproductive behaviors! Recognize that Talent x Investment = Strength “Across the board, having the opportunity to develop our strengths is more important to our success than our role, our title, or even our pay.” Strengths Finder 2.0 NSDTA 2015, Learning Circle JSchenck, NH DHHS JSchenck, NH DHHS

Three Keys to Being Effective
Strength Based Leadership in Action NSDTA 2015, Learning Circle Three Keys to Being Effective Knowing your strengths and investing in others' strengths, Getting people with the right strengths on your team, Understanding and meeting the four basic needs of those who look to you for leadership. Trust Compassion Stability Hope NSDTA 2015, Learning Circle JSchenck, NH DHHS JSchenck, NH DHHS

Appreciative Assumptions about Organizations & Communities
In every society, organization, or group, something is working. Looking for what works well and doing more of it is more motivating and effective than looking for what does not work and doing less of it. What we focus on becomes our reality and absorbs our energy. The act of asking questions of an organization or group influences or changes the group in some way. NSDTA 2015, Learning Circle JSchenck, NH DHHS Appreciative Inquiry, A Positive Revolution in Change, Cooperrider, D.L. & Whitney, DBerrett- Koehler Publishers, Inc., 2005

More Appreciative Assumptions about Organizations & Communities
People move toward what they ask about or focus on. The language we use to describe reality helps to create that reality. People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known). If we carry parts of the past forward, they should be what is best about the past. NSDTA 2015, Learning Circle JSchenck, NH DHHS Appreciative Inquiry, A Positive Revolution in Change, Cooperrider, D.L. & Whitney, DBerrett- Koehler Publishers, Inc., 2005

Appreciative Inquiry “Appreciative Inquiry focuses us on the positive aspects of our lives and leverages them to correct the negative. It’s the opposite of ‘problem-solving.” White, T.H. Working in Interesting Times: Employee morale and business success in the information age. Vital Speeches of the Day, May 15, 1996, Vol XLII, No. 15. NSDTA 2015, Learning Circle JSchenck, NH DHHS

Appreciative Inquiry Values what is Envisions what might be
Engages in dialogue about what should be Develops strategies to bring about what will be NSDTA 2015, Learning Circle JSchenck, NH DHHS Critical First Step: Choose the Positive as the Focus of the Inquiry "The questions we ask set the stage for what we 'find,' and what we 'discover' (the data) becomes the stories out of which the future is conceived, conversed about and constructed." David Cooperrider

Positive Psychology Strength based Participatory
Discover the best in people Assumes every living system has something that works well already People have positive experiences, successes, satisfaction, that can be shared NSDTA 2015, Learning Circle JSchenck, NH DHHS

The Pygmalion Effect We cannot behave or act in a manner that is inconsistent with our expectations and beliefs (of others or ourselves). Our behaviors and actions toward others influence their expectations, behaviors, and performance either positively or negatively. Thus, our expectations will become a self-fulfilling prophecy, partly because we will act in a manner that is consistent with that “prophecy” and cause it to “be fulfilled.” The Pygmalion Effect, CRMLearning, CA, The Pygmalion Effect, CRMLearning, CA,

Strength Based Leadership Key Points
NSDTA 2015, Learning Circle You can only change you Changes you make impact others What you ask & how you ask makes all the difference When we focus on strengths and goals, we are more productive JSchenck, NH DHHS Key Points Positive change occurs when positive emotions outweigh negativity The Art of the Question: What you ask & how you ask makes all the difference WORDS CAN BE DEFINING IN A NEGATIVE WAY (i.e. a clinical diagnosis) What you ask shifts perspective How you ask invokes and results in different behaviors, emotions, relationships, outcomes When you ask impacts change Perspective: more productive when directed toward strengths, vision, dreams Multiplicity: additional perspectives provide broader view & may show strengths that may have been missed otherwise Cultivating Strengths to Create a Positive Work Culture

Activities & Discussion Questions
Strength Based Leadership in Action NSDTA 2015, Learning Circle NSDTA 2015, Learning Circle To Practice Applying Strengths Based Qualities JSchenck, NH DHHS Activities & Discussion Questions JSchenck, NH DHHS

Cultivating Supervisory Strengths to Create Positive Work Cultures
Strength Based Leadership in Action NSDTA 2015, Learning Circle Cultivating Supervisory Strengths to Create Positive Work Cultures Warm Up Activity Ask group to break themselves into pairs. Ask group to think of a crisis they’ve had at work during the past month. Ask them now to think of one good thing that came out of that crisis or situation. Share this with your partner. Share back with the group. NSDTA 2015, Learning Circle JSchenck, NH DHHS JSchenck, NH DHHS

Working to Your Strengths
Strength Based Leadership in Action NSDTA 2015, Learning Circle Working to Your Strengths Ask yourself: Do I know what I do best every day? What do I enjoy most in my day-to-day activities at work? How much time do I spend doing what I enjoy most? What part of my current role energizes me? What were my greatest accomplishments in the past six months? Can I connect my talents to my accomplishments? NSDTA 2015, Learning Circle JSchenck, NH DHHS JSchenck, NH DHHS

Do You Use Your Strengths Now?
Strength Based Leadership in Action NSDTA 2015, Learning Circle Do You Use Your Strengths Now? Find a partner you don’t know well in your realm of work. Sit together and discuss the following questions: NSDTA 2015, Learning Circle What do I enjoy most in my day-to-day activities at work? What part of my current role energizes me? What were my greatest accomplishments in the past six months? JSchenck, NH DHHS JSchenck, NH DHHS

NSDTA 2015, Learning Circle Notecard Prompts Write this on your notecard: Your name Your organization Your and phone number Space for information! NSDTA 2015, Learning Circle Following discussion & reflection on applying your leadership skills, develop some (1-3) action plans Write your action plans on your notecards Give the card (with your contact information) to your partner Partner Follow-up: Send card to your partner in 1 week Contact them to have a discussion about progress on action plans JSchenck, NH DHHS JSchenck, NH DHHS

NSDTA 2015, Learning Circle NSDTA 2015, Learning Circle JSchenck, NH DHHS JSchenck, NH DHHS

Can YOU Strongly Agree with these 12 Statements?
Strength Based Leadership in Action NSDTA 2015, Learning Circle Can YOU Strongly Agree with these 12 Statements? I know what is expected of me at work I have the materials & equipment I need to do my work right At work, I have the opportunity to do what I do best every day In the last 7 days, I have received recognition or praise for doing good work My supervisor, or someone at work, seems to care about me as a person There is someone at work who encourages my development At work, my opinions seem to count The mission or purpose of my company makes me feel my job is important My fellow employees are committed to doing quality work I have a best friend at work In the last 6 months, someone at work has talked to me about my progress This last year, I have had opportunities at work to learn & grow NSDTA 2015, Learning Circle JSchenck, NH DHHS From Gallup’s research on work team engagement. As a supervisor, you will have a more engaged team if your team members agree with these 12 statements. You have tremendous power to help ensure that the statements apply to them. JSchenck, NH DHHS

Capitalize on Employee Talents/Strengths
Strength Based Leadership in Action NSDTA 2015, Learning Circle Capitalize on Employee Talents/Strengths Ask these key questions about your employees: Do they understand the priorities in their day-to-day work? Are there information flow barriers? Do they have the resources & support they need? Do they feel comfortable asking for help & giving opinions? How can they voice opinions & share ideas across the organization? How can you talk with employees or teams about increasing productivity & efficiencies? NSDTA 2015, Learning Circle JSchenck, NH DHHS Embedding Strengths into the Culture – tips for supervisors Employees are unique & bring distinct talents to their role JSchenck, NH DHHS

NSDTA 2015, Learning Circle On the Job Ideas On the job – keep “stickies” with you. When you observe an employee using a strength, write down a brief description with their name & the date. Use these notes in supervision meetings to provide feedback regarding their strengths. What else can you do by next Friday to recognize the strengths of your staff - AND – to identify & utilize your own? How might you use a strength to address one of your supervisory challenges? NSDTA 2015, Learning Circle JSchenck, NH DHHS Based on the questions above, ask participants to write down their action plans on their notecards & then give the card (with their contact information) to their partner. Trainers will a reminder next week for them to contact their partners about their progress on the action plans. JSchenck, NH DHHS

Strengths Assessment On your own: Self-assess your strengths & virtues using the Strength Spotting Sheet With a partner: Take turns interviewing each other, using the Interview Questions. Spot Strengths in your partner as they share their story. 5 minutes each interview See Strength Spotting sheets Questions & debrief questions Cultivating Strengths to Create a Positive Work Culture

Strengths Assessment Interview Debrief
With your partner discuss: How did it feel to be listened to? What strengths did your partner spot that were different than what you self- identified? Cultivating Strengths to Create a Positive Work Culture

Reflect, Appreciate, Practice -journal ideas
We cultivate our strengths through reflection Where do we get our strengths? How do you communicate your strengths? How do your strengths work in your relationships? The power of telling your story Reflections are intended to enhance, extend or increase the conversation. The task is to capture points and highlights to move the dialogue forward. Conversation creates pathways to creating a positive work culture Were you surprised by the strengths spotted in you by others? Do you see those strengths in yourself? How challenging is it to approach the work that you do with your staff from a strengths based perspective? Journal activity Cultivating Strengths to Create a Positive Work Culture

NSDTA 2015, Learning Circle The Pygmalion Effect Implementation Worksheet Raising Your Expectations of Others Planning how to behave, as a Pygmalion-like supervisor, will help ensure success when you try it with employees. With continued practice, this style of management will become more habitual. Select an employee with whom you would like to influence. List as many positive attributes as possible about that employee Select a scenario, project, or other situation where you may be likely to offer input frequently to this employee List types of input you could offer List opportunities for employee output List ways you can establish a supportive climate List types of feedback you could offer NSDTA 2015, Learning Circle JSchenck, NH DHHS The Pygmalion Effect, CRMLearning, CA, JSchenck, NH DHHS

NSDTA 2015, Learning Circle The Pygmalion Effect Raising Your Self-Expectations Pygmalion leaders are not cocky, arrogant, or overconfident. They have an appreciation of their limitations and the potential difficulty of some challenges, but they recognize their great ability to handle these challenges and expect that they can successfully work to influence positive outcomes. To recognize the ability that you have to become a positive Pygmalion and lead others to fulfill the high expectations you’ll have of them, it is helpful to expand, open and raise your vision of the influence you can have on others, what you are capable of accomplishing through them, and of what your unique strengths and potential as a leader are. NSDTA 2015, Learning Circle JSchenck, NH DHHS The Pygmalion Effect, CRMLearning, CA, JSchenck, NH DHHS

NSDTA 2015, Learning Circle The Pygmalion Effect Raising Your Self-Expectations Self-Reflection Worksheet Use these questions to reflect on and strengthen your image as a Pygmalion Leader. How do you feel about yourself as a leader? What does it feel like to be one of your subordinates? What level of expectations do you have for yourself? Do you see yourself as being able to apply these Pygmalion principles on a consistent basis? Will you allow yourself to change the way you see your employees? (i.e. have higher expectations) Will you find ways to influence them to fulfill the new expectation vision you have? Why/why not? How do you believe you will perform in your Pygmalion leader role? Answering these questions may have been uncomfortable, may have inspired, or depressed you. Remember, this is a self-assessment. To make a change, it is important to recognize your actual limitations as well as what is just ‘negative thinking’ (a habit of thinking poorly or overly critically of yourself and your potential- negative Pygmalion and Galatea effects). Now, make a list of all your strengths, unique abilities, expertise, achievements, challenges overcome, and any other qualities that show you have the ability as a supervisor to lead employees to accomplish more (and lead yourself to accomplish more). This list will help reveal your potential and help you change the way you see yourself (positive Pygmalion effect). Keep this list accessible. Add to it as possible. Refer to it when needed to bolster your confidence and recapture the vision of what your potential and capabilities are. The Pygmalion Effect, CRMLearning, CA, NSDTA 2015, Learning Circle JSchenck, NH DHHS JSchenck, NH DHHS

NSDTA 2015, Learning Circle NSDTA 2015, Learning Circle JSchenck, NH DHHS References JSchenck, NH DHHS

NSDTA 2015, Learning Circle The Pygmalion Effect, CRMLearning, CA, “Values in Action” (VIA Institute on Character), Strengths Quest, D. Clifton & E. Anderson, Gallup Press, NY, 2001 Strengths Finder 2.0, T. Rath, Gallup Press, NY, 2007 Strengths Based Leadership, T. Rath & B. Conchie, Gallup Press, NY, 2008 “Growing Leaders”, T. Elmore, Appreciative Inquiry, A Positive Revolution in Change, Cooperrider, D.L. & Whitney, DBerrett-Koehler Publishers, Inc., 2005 NSDTA 2015, Learning Circle JSchenck, NH DHHS JSchenck, NH DHHS

NSDTA 2015, Learning Circle NSDTA 2015, Learning Circle Digging Deeper. . . Additional Information JSchenck, NH DHHS Appendix JSchenck, NH DHHS

Appreciative Inquiry is. . .
The study of what gives life to human enterprise when we are at our best NSDTA 2015, Learning Circle A philosophy of human organization and change A process for high engagement positive change An evolving set of positive, strength based practices for change in therapy, management, supervision and life JSchenck, NH DHHS The philosophy of the AI approach can be substituted with anything.. i.e. when a team is functioning at its best, what are the qualities? Cultivating Strengths to Create a Positive Work Culture

Appreciative Inquiry is…
Strength Based Leadership in Action NSDTA 2015, Learning Circle Appreciative Inquiry is… A framework for creating an imagined future that builds on the most positive and vital elements of the organization What works well? Why does it works well? How we can extend that success across the organization? NSDTA 2015, Learning Circle JSchenck, NH DHHS Appreciative Inquiry, A Positive Revolution in Change, Cooperrider, D.L. & Whitney, DBerrett-Koehler Publishers, Inc., 2005 JSchenck, NH DHHS

Why Appreciative Inquiry?
Human systems grow in the direction of our focus Brain research shows that Happiness leads to creativity, satisfaction Sadness leads to quick action, frustration Behavior research shows that We behave in ways consistent with our expectations and beliefs. Our behaviors and actions toward others influence their expectations, behaviors, and performance either positively or negatively. Our expectations become a self-fulfilling prophecy, partly because we will act in a manner that is consistent with that “prophecy” and cause it to “be fulfilled.” NSDTA 2015, Learning Circle JSchenck, NH DHHS The research Brain research shows that Happiness leads to creativity, satisfaction Sadness leads to quick action, frustration Behavior research shows that We behave in ways consistent with our expectations and beliefs (of others or ourselves). Our behaviors and actions toward others influence their expectations, behaviors, and performance either positively or negatively. Our expectations become a self-fulfilling prophecy, partly because we will act in a manner that is consistent with that “prophecy” and cause it to “be fulfilled.” Cultivating Strengths to Create a Positive Work Culture

NSDTA 2015, Learning Circle JSchenck, NH DHHS

The Art of the Question -the Flip
What possibilities exist that we have not thought of yet? What’s the biggest problem here? Why do I have to work in such a troubled office? NSDTA 2015, Learning Circle What’s the smallest change that could make the biggest impact? Why do you blow it so often? What solutions would have us both win? What got them so upset? What can I do to help you succeed? JSchenck, NH DHHS Why do we still have these problems? It creates a different kind of energy with the types of questions you ask (use examples above to make point) Wow, how did you pull that off? Cultivating Strengths to Create a Positive Work Culture

NSDTA 2015, Learning Circle Words create Worlds The questions we ask are fateful They determine what we find They create the world as we know it NSDTA 2015, Learning Circle JSchenck, NH DHHS JSchenck, NH DHHS

The Questions We Ask Influence
What people talk about to each other –the stories they tell What people remember and think about NSDTA 2015, Learning Circle How they feel emotionally and physically The inner dialogue of our organizations (our work groups) JSchenck, NH DHHS What and when we ask impacts change The Questions you ask Matter! How you define the issues defines what you will discover Cultivating Strengths to Create a Positive Work Culture

Outcomes of an Appreciative Inquiry:
Strength Based Leadership in Action NSDTA 2015, Learning Circle Outcomes of an Appreciative Inquiry: NSDTA 2015, Learning Circle Recognition and affirmation of the organization’s strengths, values and core competencies A deep understanding of the factors that contribute to individual and organization success A strategy to build on individual and organizational success JSchenck, NH DHHS JSchenck, NH DHHS

What are your strengths?
Character Strengths Strength based assessment approaches have been used for over two decades and have linked employee skills, knowledge and talents with outcomes such as better performance and productivity, morale and workplace satisfaction.” (Clifton & Harter, 2003) NSDTA 2015, Learning Circle What are your strengths? Research suggests that using/playing to your strengths less than 50% of the time results in low work satisfaction Low work satisfaction results in lower quality, effectiveness, and work interactions How often do you use your strengths in the workplace? The Values In Action (VIA) Survey & Classification of strengths & virtues can bring awareness to your strengths JSchenck, NH DHHS VIA Character.org “Strength based assessment approaches have been used for over two decades and have linked employee skills, knowledge and talents with outcomes such as better performance and productivity, morale and workplace satisfaction.” (Clifton & Harter, 2003) The cultivation of strengths through appreciative inquiry: C Fialkov & David Haddad Cultivating Strengths to Create a Positive Work Culture

Creating a Language of Strengths
Survey developed to measure character strengths Survey has been taken world wide by over 1.6 million people in 15 languages Strengths are universal, transcending culture Strengths are unique to each person Strengths buffer against the negative effects of stress and trauma NSDTA 2015, Learning Circle JSchenck, NH DHHS VIA= Values in Action Survey developed by VIACharacter.org to measure character strengths Defines “signature” strengths as strengths of character that a person owns, celebrates, and frequently exercises. These signature strengths are considered to be vital to whom you are in your relationships and if you cannot use them, participants report feeling not true to themselves in some way. Cultivating Strengths to Create a Positive Work Culture

VIA Classification of Character Strengths & Virtues
Wisdom & Knowledge Creativity Curiosity Judgment & Open-mindedness Love of Learning Perspective Cognitive Justice Teamwork Fairness Leadership Civics NSDTA 2015, Learning Circle Temperance Forgiveness & mercy Modesty & Humility Prudence Self-Regulation Protect Against Excess personal Inter- Humanity Capacity to Love & Be Loved Kindness Social Intelligence JSchenck, NH DHHS Character Strengths VIACharacter.org Transcendence Appreciation of Beauty & Excellence Gratitude Hope Humor Religiousness & Spirituality Connections Courage Bravery Perseverance Honesty Zest Emotional “Values in Action” (VIA Institute on Character),

NSDTA 2015, Learning Circle NSDTA 2015, Learning Circle JSchenck, NH DHHS “Values in Action” (VIA Institute on Character), JSchenck, NH DHHS

NSDTA 2015, Learning Circle Executing Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsible Restorative What are Strengths? Talents, Skills, Knowledge, Interests, Dreams, Hopes, Goals, Creativity, Culture, Passion, Connections Relationship Building Adaptability Developer Connectivity Empathy Harmony Includer Individualized Positivity Relator NSDTA 2015, Learning Circle Working to My Strengths Strategic Thinking Influencing Activator Command Communicator Competition Maximizer Self Assurance Significance Woo Do I know what I do best every day? What do I enjoy most in my day-to-day activities at work? How much time do I spend doing what I enjoy most? What part of my current role energizes me? What were my greatest accomplishments in the past six months? Can I connect my talents to my accomplishments? JSchenck, NH DHHS Analytical Context Futuristic Ideation Input Intellection Learner Strategic Strengths Based Leadership, T. Rath & B. Conchie, Gallup Press, NY, 2008 Strengths Based Leadership, T. Rath & B. Conchie, Gallup Press, NY, 2008 JSchenck, NH DHHS

Pygmalion Factors Climate Input Output Feedback
4/22/2017 Pygmalion Factors NSDTA 2015, Learning Circle Climate The kind of social and emotional mood we create for others Input The amount of information we give others Output The amount of input we encourage from others Feedback The information we give others in regards to their performance JSchenck, NH DHHS The Pygmalion Effect, CRMLearning, CA, DHHS BHR-ODTS Supervisor Training

NSDTA 2015, Learning Circle Pygmalion Factor #1 – Climate The kind of social and emotional mood we create for others. NSDTA 2015, Learning Circle “When we expect more favorable things of people, we create a more positive interpersonal climate for them.” -- Dr. Robert Rosenthal Negative Pygmalion Positive Pygmalion (Poor behaviors that communicate low expectations) Being distracted, in a hurry, or otherwise not giving an employee your full attention Verbally criticizing their competence or potential Negative non-verbal cues through voice, face and body posture or movements (Good behaviors that communicate high expectations) Being verbally supportive and encouraging Providing positive non-verbal cues through tone of voice, eye contact, facial expressions and body posture or movements Helping an employee set challenging goals JSchenck, NH DHHS The Pygmalion Effect, CRMLearning, CA, JSchenck, NH DHHS

NSDTA 2015, Learning Circle Pygmalion Factor #2 – Input (The amount of information we give others) NSDTA 2015, Learning Circle “We teach more to those from whom we expect more.” -- Dr. Robert Rosenthal Negative Pygmalion Positive Pygmalion (Poor behaviors that communicate low expectations) Not giving an employee sufficient direction, guidance or vital information to complete an assignment Waiting too long to check on progress and provide any needed “course correction” Providing very limited information without reason - making an employee feel “out of the loop” (Good behaviors that communicate high expectations) Spending “extra” time with an employee Providing an employee with ideas to follow up on or additional sources of information to use Giving enough resources or ideas without usurping ownership or “taking over” the assignment JSchenck, NH DHHS The Pygmalion Effect, CRMLearning, CA, JSchenck, NH DHHS

NSDTA 2015, Learning Circle Pygmalion Factor #3 – Output The amount of input we encourage from others. “We give more opportunity to those for whom we have more favorable expectations to express their questions.” -- Dr. Robert Rosenthal NSDTA 2015, Learning Circle Negative Pygmalion Positive Pygmalion (Poor behaviors that communicate low expectations) Cutting people off when they are speaking Not seeking their opinions or insights Limiting the number and scope of their work assignments (Good behaviors that communicate high expectations) Assigning new, varying, multiple or incrementally challenging assignments Providing opportunities (e.g., training, projects) to learn or practice skills Providing exposure to and visibility within other areas or departments (especially upward in the organization) JSchenck, NH DHHS The Pygmalion Effect, CRMLearning, CA, JSchenck, NH DHHS

NSDTA 2015, Learning Circle Pygmalion Factor #4 – Feedback (The information we give others in regards to their performance) “Managers give more positive reinforcement to high-expectation employees. They praise them more for good work and criticize them less for making mistakes. Consequently, their confidence grows.” -- Dr. Robert Rosenthal NSDTA 2015, Learning Circle Negative Pygmalion Positive Pygmalion (Poor behaviors that communicate low expectations) Being distracted, in a hurry, or otherwise not giving an employee your full attention Criticizing the person – focusing on traits instead of specific behaviors Making negative generalizations – defining a person by using negative labels (Good behaviors that communicate high expectations) Providing helpful suggestions on how an employee might be able to improve their performance Regularly reinforcing desirable behaviors with praise, recognition or rewards that are sincere and specific Reinforcing your belief in their ability to do better and your desire to see them succeed JSchenck, NH DHHS The Pygmalion Effect, CRMLearning, CA, JSchenck, NH DHHS

NSDTA 2015, Learning Circle Creating the Galatea Effect (Building employees’ self-confidence) NSDTA 2015, Learning Circle Give them tasks to perform Involve them with successful models Use verbal persuasion JSchenck, NH DHHS The Pygmalion Effect, CRMLearning, CA, JSchenck, NH DHHS

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