Strengths and the Organisation

In 1997, David Maister told us in True Professionalism that in order for a team to provide value above and beyond the talents of the individuals within it, it needed to provide the right conditions for talent to flourish. He offers some possible ways in which we can do this:

• provide professionals with the benefit of shared skills and experiences within the practice group
• back up the professional with investments in shared tools, methodologies, templates, research, etc
• facilitate access to the skills of others in different disciplines
• establish procedures to produce well trained junior professionals
• achieve a high level of referrals, cross-selling, and clients of other professionals 
• provide superior support staff and systems, to facilitate conduct of the practice
• instill a system of supportive, but challenging, coaching to bring out the best in each professional
• create an emotionally supportive 'collegial' environment
• provide for diversification of personal risk - in good times and bad
• establish a powerful brand name that makes marketing easier

Upon re-reading some of his work over the weekend, I was struck both by the 'obvious' nature of this advice and the relative scarcity of practice. I wonder what we are working on as leaders, this week, that will enable the talent within our teams to do their best?

Strengths and Education

With education being very much back on the political agenda it is important to consider the impact of the environment that schools create for children along with the more tangible  elements of excellence, such as the syllabus and exam processes. In every way, these are the more obvious and traditional targets for change. So what are the characteristics of a positive learning environment for children? What cultural elements do we need to put in place in order for children to be inner-motivated to give their best? Child Psychologist Jenni Hooper offers some sound advice in this blog post.

Getting the Balance Right

Helping leaders to get the balance right for them between leading with their strengths, and managing or working on their weaknesses, can be challenging. Jack Zenger and Joseph Folkman provide some useful perspective on this issue in this recent HBR blog post. They argue that if leaders are to be successful they should first address 'fatal flaws' and then lead with a suite of strengths, not focusing on one thing alone. Take a look.

Olympic Strengths

What a wonderful Olympics. Take a look at Seb Coe's 50 highlights here. My highlight - sitting in the stadium (with a coffee) waiting for the first morning of athletics to start. It (really) doesn't get any better!

Embedding Strengths

Some useful thoughts here  from Gallup on how to ensure that a strengths approach to performance prevails in your organisation.

Living the Brand

I visited one of my regular clients, Scott Sports yesterday. It was the first time one of my visits had coincided with one of their famous lunchtime cycle rides and even as a 'supplier' I was encouraged to take part. GM Steve Carter tells me that these 3 times per week, 15 mile sessions serve to:

• promote health and fitness in the team
• build team connectivity
• familiarise people with the products they are selling
• give people the user experience and build empathy with customers
• and, build credibility...we don't just talk about it we 'live' it!

The team face all the usual business pressures but most make time to take part - though some have to be dragged away from their desks! The post ride shower and mini-buffet for participants adds to the experience. Steve says, 'We don't make a fuss about it, it's just the way we do things here'.

Talent and Potential

So the important discussion relating to the role of practice in developing winners rages on. In this article from this week's Sunday Times, Adrian Furnham tells us that we are all getting carried away when we emphasise the role of structured, deliberate and consistent practice in developing talent in others. He argues that while practice is a critical requirement for excellent performance, when it is applied to someone with limited natural ability it does not necessarily deliver success.

Fellow journalist Matthew Syed suggests otherwise in his book Bounce of course. He posits that talent is under-rated and that it is practice and hard work that makes the difference. A strengths approach would surely argue that both are of equal importance - discover what you are good at and then grow that talent through learning and practice?