(44) 07919 405541

Top Tips for Maximising Strengths

• Lay the groundwork

Few organisations have fully integrated strengths into people management. A client’s line manager should be aware of the strengths philosophy to maximise the chances of success. A strengths focus should be integrated into appraisals, selection and succession planning.

• Assess your client’s strengths

Use a tool such as Strengthscope to ensure that clients gain insight and clarity about their natural, core strengths. This provides a solid basis and a shared language for subsequent conversations.

• Make it personal

Use the strengths profile to dig deeper into each strength. Ask clients to keep a diary about what energises them.

• Expect discomfort

Most people are initially uncomfortable when discussing their strengths and may need time to reflect.

• Encourage clients to share

One of the strongest reinforcers of a strength is when valued individuals notice and mention it.

• Stick with the programme

There will be times when a client loses faith and reverts to ruminating over deficits and gaps. You may need to reinforce their belief in the approach.

• Don’t ignore weakness

Focusing on strengths can produce clarity about a weakness and help the client plan to overcome it.

• Consider “strengths overdrive”

Help the client to build an awareness of when to use their strengths and when to keep them in reserve or use them in moderation.

• Assess progress

A ROI measure or progress metric can help both the organisation and client to assess progress and business benefits objectively.

• Consolidate and expand

Consolidate and record findings about strengths before helping the client to extend their deployment.

• Go for the “stretch”

Help clients to explore ways to build on their strengths and ways of putting them into practice so they feel they are developing.

• Carve out a role that plays to strengths

Don’t wait for the manager to offer the perfect role – it is an individual’s responsibility to become more self-aware and to start shifting the focus of their role. As a coach you will have to help manage expectations, but small changes open up lots of possibilities. Encourage them to volunteer for a project, help a colleague or take a course that builds on their skills.

• Do unto others as you would have them do unto you

Once the client has experienced playing to their strengths, encourage them to help their team members and peers to fi nd their strengths and put them into practice.

Source: MacIndoe & The Strengths Partnership