3 tips for focusing on strengths, sponsors and success

“The world of work keeps changing,” people may say, “so how can we help people to shape their futures? It is hard to know what skills they must learn to be successful.” Perhaps, but as the saying goes: ‘the more things change, the more things stay the same.’ At least, some things stay the same. For example, freelancers have followed certain themes throughout history. They have built on their strengths, found sponsors who paid them and delivered success. People who develop such eternal skills are more likely to shape their futures. Let’s explore how this works in practice.

1) You can build on your strengths.

Michelangelo, Anita Roddick and Steve Jobs had at least one thing in common. They all built on their strengths. They did what they did best and got somebody to pay them for doing it. This has been a key skill throughout history. Some customers will always be interested in buying quality - and the best way of producing quality is to develop your top talents. The Strengths Toolbox provides many exercises for identifying what you do best, but you will obviously find your own way. Try completing the following sentence.

The specific things I can do to build on my strengths are:

*

*

*

2) You can find sponsors.

Anybody can do work they love, the art is to get somebody to pay you for doing it. Creative artists have had faced this challenge throughout history. They have asked themselves: “Shall I be true to my art, stay in a garret and wait to be discovered? Shall I publicise my services, sell my soul and do whatever is necessary for money? Shall I be true to myself, find patrons and try to get a ‘win-win’ solution?” People will continue to face this challenge in the future.

So how do you find sponsors who will pay you for doing what you do best? There are several rules. a) To understand the sponsor’s agenda - their picture of success; b) To provide services or products that will help them to achieve success; c) To reach out to these sponsors and show you understand their agenda; d) To make clear working contracts about how you can help them to achieve success. Try completing the following sentence.

The specific things I can do to find sponsors
who will pay me for doing what I do best are:


*

*

*

3) You can deliver success.

“My role is to help my sponsor to reach their goals,” said one freelancer. “I go through several steps when working for a person or organisation. a) To make sure I really want to work for them. b) To make clear contracts about what must be delivered. c) To keep them informed, go the extra mile and provide great service. Going through these steps produces lots of repeat business.” Try completing the following sentence.

The specific things I can do to help
my sponsors to achieve success are:


*

*

*

“Change is the only certainty in the world of work,” we are told. Perhaps, but there is another certainty. People will need to build on their strengths, find sponsors and deliver success. Developing these eternal skills will enable them to shape a positive future.

3 tips for getting positive energy

Energy is life. So what gives you positive energy? What gives you negative energy? How can you get more positive energy in the future? You may then be able to give even more to other people. Let’s explore three steps for making this happen.

1) You can clarify the things that give you positive energy.

Start by describing the things you find stimulating. For example, the people, projects and pleasures that put a spring into your step. Later we will look at how you can do more of these things in the future.

People who are ‘Givers’ sometimes find it hard to give to themselves. Sheila Cassidy is such a ‘Giver’. During the 1970s she was imprisoned in Chile for providing medical care to opponents of the Pinochet regime. Returning to the UK after being tortured, she went on to become Medical Director of St Luke’s Hospice in Plymouth. Sheila gave to others, but starved herself of pleasures. Hard work took its toll, however, and she began taking more care of herself. Writing in her book Sharing The Darkness, Sheila explains:

“Perhaps the final fall from my self-styled perch of grace came at the beginning of the winter season when Brideshead Revisited was serialised for television. Until then I had stalwartly refused to have more than a transistor radio and tape recorder, but now I could bear it no longer and rushed into town to buy myself a TV.”

Sheila found that, far from corrupting her contribution, she gave even more to other people. Try completing the follow exercise.

The things that give me positive energy are:

*

*

*

2) You can clarify the things that give you negative energy.

Stimulation is crucial - but sometimes it can also be good to identify what saps your energy. Describe things you find draining, such as serial complainers, ‘observer critics’ or whatever. Try completing the following exercise.

The things that give me negative energy are:

*

*

*

3) You can do more of the things that give you positive energy.

“Nowadays I spend more time with encouragers,” said one person. “They help me to feel more real, more myself. Music also lifts my soul. So now I start the day with upbeat music, rather than listening to bad news on the radio. During my twenties I became so depressed that I made Eeyore look cheerful. Certainly I keep abreast of current events, but now I focus on doing what I can to improve the world.”

Looking to the future, you may want to consider two things. First, do more of the things that are inspiring. Second, stop doing some of the things that are draining. Try combining these elements to complete the following exercise.

The steps I can take to do more of the
things that give me positive energy are:


*

*

*

People can choose their attitude. They can choose to be givers or takers, creators or complainers, encouragers or stoppers. Givers also need encouragement, however, so it is important to keep getting positive energy. You will then have even more encouragement to give to other people.

3 tips for recognising were you go 'a, b ___ then leap to ___ z'

Peak performers see the destination quickly. The architect walks onto a site and visualises the finished house. The footballer sees the defence-splitting pass that will create a goal. The counsellor greets the troubled child and knows how they want the child to be feeling after their conversation. When entering the situation in which they excel, peak performers quickly see the picture of perfection. They go ‘a, b ___ then leap to ___ z’. Let’s explore where you have this ability.

1) You can clarify where you quickly go ‘a, b ___ z’.

Everybody has a place where they think strategically and quickly see the solution. The MD of a High Street chain explained: “I love retail. Put me in any shop anywhere in the world and I show how it can make better profits. My wife thinks I am crazy, because on Sundays I want to take her shopping. Every Saturday morning I went shopping with my mother. I remember gazing at the fishmonger’s shop and, in my mind’s-eye, imagining how it could be rearranged. Now I do that for a living.” Where does this happen for you? Depending on your natural talent, you may quickly see the destination when fixing a car engine, solving a financial problem, designing a workshop or whatever. Try tackling the exercise on this theme and complete the following sentence.

The specific situation in which I go

‘a, b ___ and then leap to ___ z’ is:

*

2) You can clarify what you do right to actually deliver ‘z’.

Peak performers are often intuitive. Asked to explain their technique, they reply: “I just do it.” A gifted sales-person, for example, may start by imagining what they want the customer to be saying, thinking and feeling when leaving the shop. For instance: “The sales-person really listened to me. They found out what I wanted and offered several options. Nothing was too much trouble. I got what I wanted and will recommend the shop to friends.” The sales-person will approach the customer, quickly try several different strategies and see what works. They will then do whatever is required to ensure the customer is satisfied when they leave the shop. Every achiever has their individual approach to delivering ‘z’. Going beyond the “I just do it,” explanation, however, many go through the following phases.

a) Preparation.

Because they are fascinated by the subject, they rehearse many potential scenarios. They have what Arie De Geus called ‘a memory of the future’. When preparing for a particular assignment, they ‘practice until they can forget’. Before entering the ‘arena’, they relax, re-centre and refocus.

b) Professionalism.

Going into the situation, they feel alive and alert. Using their ‘antennae’, they scan what is happening and look for patterns. Seeing the desired goal, they clarify their strategy. Putting their plan into action, they keep doing the right things in the right way until they reach their goal.

c) Peak performance.

“Sometimes I win games by producing 8/10,” said one tennis player. “Other times I must play to my full potential and produce 10/10.” Achievers sometimes also add that ‘touch of class’ and do something special to deliver the goods. How do you reach the goal? Try completing the following sentence.

The specific things I do to actually deliver ‘z’ are:

*

*

*

3) You can put yourself into more situations where you quickly see ‘z’.

Wayne Gretzky, the greatest ice-hockey goal scorer in North American history, was once asked: “What is the secret behind why you score so many goals?” His reply was: “A good hockey player plays where the puck is. A great hockey player plays where the puck is going to be.” Gretzky aimed: ‘to skate to the part of the rink where the puck will appear.’ Geniuses have this sixth sense: they know what is going to happen before it happens. Keep putting yourself into situations where this happens for you, because this is where you have natural genius. Try completing the following sentence.

The things I can do to put myself into
more situations where I quickly see ‘z’ are

*

*

*

3 tips for focusing on what you really care about

“Nowadays I am doing something I really believe in,” said one marketer, “but it hasn’t always been the case. During my 30s I got stuck in a job that was pointless. I stopped caring and it showed. Fortunately I got out sooner rather than later. Nowadays it’s good to go to work with a spring in my step.” Let’s explore how you can take similar steps in your own way.

1) You can clarify what you really care about.

Try tackling the exercise on this theme called The caring dimension. Start by brainstorming the things that you really care about. You may feel strongly about supporting your family, encouraging people, creating beauty, caring for nature, passing-on knowledge, fighting for justice or whatever. After completing your list, return to each activity and rate the extent to which you care about it. Do this on a scale 0—10.


The things I really care about – and the extent
to which I care about them on a scale 0 - 10 - are:

*

The extent to which I care about this is __ /10

*

The extent to which I care about this is __ /10

*

The extent to which I care about this is __ /10

2) You can focus on one thing that you really care about and translate it into a specific ‘project’.

“Taking this step acted as a wake-up call,” said the marketer. “I returned to the activities that made my heart sing. My marketing career had been successful, including winning several industry awards, but something was missing. During the early years I generated false ‘excitement’ about branding a soft drink, car or travel company. But success caused me to reflect. Did I really want to tell my daughter that my legacy was: ‘I got more people to buy fizzy drinks’? The answer was obvious - I must focus on useful products. This led to me going freelance and running marketing campaigns that I considered worthwhile.”

Looking at your list, focus on one thing you really care about. How could you translate this into a specific ‘project’? Try completing the following sentences.

The thing I really care about that I want to focus on is:

*

The way I can translate this into a specific project is:

*

3) You can do what you care about, perform creative work and deliver concrete results.

Caring can be a tremendous motivating force behind doing memorable work. Dame Cicely Saunders set-up St. Christopher’s Hospice, Bob Geldof launched Live Aid, Nick Park created Wallace & Gromit. You can always tell when somebody has put their heart into cooking a meal, designing a garden or painting a picture. Caring feeds your craft and can be translated into fulfilling work. Reflect on the activity you want to concentrate on - then make an action plan. Bearing in mind your chosen project, try completing the following sentence.

The steps I can take to set a clear goal, perform
creative work and deliver concrete results are:

*

*

*

3 tips for being at your best at big moments

“Great performers produce great work on great occasions,” we are told. Some people have a positive approach at critical moments - others become paralysed. As Martin Luther King Jr. said:

“The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.”

Imagine you are going to face a tough situation in the future. Let’s explore how you can be at your best when it happens.

1) You can clarify your successful pattern at big moments.

Looking back on your life, recall the times when you have performed well at big moments. You may have been giving a presentation, passing an exam, playing crucial match, solving a crisis or whatever. Looking at each of these situations, what did you do right then to be successful? Can you see any patterns? Try completing the following sentences.

Looking back, the times when I have
performed well at big moments have been:

*

*

*
Looking at these examples, my successful pattern
for performing well at such big moments is:

*

*

*

2) You can rehearse being at your best at a future big moment.

“I always practice before giving tough news to patients,” said one doctor. “During our training we did little on the ‘human side of medicine’, so I took the initiative to attend many workshops on the topic. Every doctor has their own way of giving difficult messages. It may be routine for them - but each time is special for each patient. I normally say something like: ‘I am afraid it is not good news. This is the situation …… And here are your options.’ Normally the patient has prepared themselves for the news. But the way you communicate means a lot for them and their family.”

Describe the potential critical moments that you may face in the future. Focus on one crucial time and do two things. First, clarify the real results you want to achieve in the situation. Second, describe how you can do your best. Try completing the follow exercise.

Looking ahead, the big moment I may face in the future is:

*
The specific results I want to achieve at the big moment are:

*

*

*
The specific things I can do to perform well at the big moment are:

*

*

*

3) You can be at your best during the big moment.

The true test comes when you are in the midst of the tough situation. Suddenly you think: “This is no longer theory. It is actually happening. Now it is up to me to behave in the way that I believe-in.” Be true to yourself, follow your principles and do your best during the critical moment. This is your opportunity to grow as a person. Try completing the following sentence.

The specific things I can do to concentrate and keep
doing my best during the midst of the big moment are:

*

*

*

3 tips for inviting team members to explore their successes and challenges

This is a simple but effective exercise for getting a team to explore its successes and challenges. It is especially effective as a kick-off activity to a regular meeting or an off-site. The exercise encourages people to learn from their successes – then move onto exploring their potential challenges. People often say they find the exercise both reassuring and stimulating. Imagine you are bringing the team together for a one-day session. You can take the following steps to kick-off the meeting before pursuing any other topics you want to cover.

* You can invite people to describe their successes and challenges.

“Welcome to today’s session,” began one leader. “It is two months since our last meeting, so I would like to start by asking you to do two things. First, describe your own and, if appropriate, your team’s successes over the past 2 months. For example, you may have finally recruited a full team; beat your sales target; dealt well with a difficult disciplinary session or whatever. Second, describe the challenges that you – or your team – may face over the next 2 months. For example, how to manage a difficult team member; improve profit whilst reducing costs; get sales-people buzzing in the peak period running up to Christmas or whatever. Take 10 minutes to make this list, then I will invite you to share these in the group.”

You will obviously approach this in your own way. But here is a framework you can use to invite people to clarify their achievements and focus on future issues.

The successes I/we have had in the past two months are:

*

*

*

The challenges I/we face in the next two months are:

*

*

*

* You can invite people to describe and learn from their successes.

Invite the first person to describe their achievements. Write these on the flip chart and build a catalogue of the team’s successes. Listen carefully, then ask them to go into more detail. You may want to say something like:

“Let’s explore these a little deeper. What did you – or your team – do right to achieve your first success? Try to be super specific. Great performers continually clarify and repeat good habits. So it is important: a) to find the principles you followed; b) to follow these principles again in future. Some people overlook the importance of following successful patterns. They immediately leap to ‘what went wrong’. Certainly it is vital to improve, but you often reach 7/10 by going back to basics - which calls for following good habits. So what did you do right to achieve your first success? Building on these foundations, we can then look at how to achieve the 10/10.”

Here is a framework you can use to invite people to build on their successes. Continue around the room until everybody has shared their achievements.

The specific success was:

*

The specific things I/we did right to achieve the success were:

*

*

*

The specific things I/we can do to follow these principles in the future are:

*

*

*

* You can invite people to describe and explore their challenges.

Invite the first person to describe their challenges. Write these on the flip chart and start building a catalogue of the team’s challenges. Listen carefully and be crystal-clear on the challenge. Invite the person to phrase the issue in terms of: “How to ____?” Get them to put it in positive terms. For example: “How to improve morale?” rather than: “How to stop negativity?” Once the person has explained the challenge, you then have two options:

a) To invite the person to describe any ideas they already have for tackling the challenge and, if appropriate, add any suggestions.

b) To go around the whole team, collect all the challenges and highlight any common themes. You can then focus on each challenge and work together to explore possible solutions.

Whichever route you take, here is a framework for inviting people to explore their challenges.

The specific challenge I/we face is:

*
The possible options for tackling this challenge are:

*

*

*

The specific route I/we will probably take to tackle the challenge is:

*

“Exploring this exercise properly can take quite a while,” explained one leader. “So we have got into the habit of doing it 3 or 4 times a year. Acting as a model, I kick-off by sharing my own successes and some potential challenges. People are then more likely to open-up and share their own experiences. The exercise provides a framework we use to keep improving our performance. ”

3 tips for employing your personal radar

Peak performers have a sixth sense in the areas where they perform brilliantly. They seem to know ‘what will happen before it happens’. Al Siebert, author of The Survivor Personality, called this gift ‘personal radar’. Let’s explore where you might use your radar and repertoire to deliver great results.

1) You can clarify where you have good radar.

What are the situations in which you have good radar? Where do you quickly see patterns? Where do you quickly see the desired picture of perfection? Different people have different kinds of radar. Great footballers, for example, seem to have more time and space than other players. Demonstrating superb positional sense, they seem several moves ahead of the opposition. Great retailers have an intuitive ‘feeling’ for their business. They can predict what will be happening in the market in the future. Ellen MacArthur, the round-the-world yachtswoman, reads the waves to anticipate future sailing conditions. Processing the information, she then works-out the strategy for reaching her destination.

So what happens when people use their personal radar? Entering the situation in which they excel, they feel alive and alert. Employing their antennae, they rapidly gather information about three things. a) They see patterns and, extrapolating the patterns, they envisage potential scenarios. b) They see the desired picture of perfection. c) They see how to pursue the best strategy for achieving the picture of perfection. You will have good radar in some situations, but not in others. For example, you may work well with certain clients, but not with others. (Be aware of where you have bad radar and develop a strategy for dealing with those situations.) Try completing the following sentence.

The specific situation in which I have good radar is:

*

2) You can clarify what you have in your repertoire.

Radar provides lots of information - but it is only the starting point. People must dig into their repertoire to reach their goals. There are normally three components in your repertoire. a) Strengths - the natural talents you have been given. b) Strategies - the life-experience, knowledge, models and wisdom you have gathered. c) Skills - the skills, tools and techniques you have developed. Radar is given: but the greatest area of growth lies in expanding your repertoire. Try completing the following sentence.

The strengths, strategies and skills I have in
my repertoire that I can use in this situation are:

*

*

*

3) You can use your radar and repertoire to deliver great results.

Faced by a challenging situation, peak performers reach into their repertoire to use the right technique to achieve the desired goal. “Every client is different, but I do follow a certain model,” said one counsellor. “Meeting a troubled person, I make them feel welcome and quickly look for behavioural patterns. I then imagine what I want them to be feeling, thinking and saying when they leave the session. Moving on, I try many different strategies to make contact and clarify their goals. Drawing on my experience - yet also staying fully in the present - I then use different tools to help them to succeed.” How do you do this in your own way? Try completing the following sentence.

The things I can do to use my radar and
repertoire to deliver results in this situation are:


*

*

*

Consider how you can keep putting yourself into situations where you have good radar. You will then increase your chances of doing outstanding work.

3 tips for managing potential successes

“People often rehearse the possibility of things going wrong and how they will react,” explained one sports psychologist. “But it is just as important to rehearse things going right. Some people seem to have a more positive attitude when they are playing ‘catch-up’, because they have nothing to lose. Great performers, however, feel just as at ease when leading. They then focus on how to maximise the opportunity.”

The same rule applies in many areas of life. So let’s look at how you can anticipate and manage potential successes.

1) You can anticipate the potential successes.

“Prepare to win the peace after you have won the war,” is a time-honoured rule for armies. It is vital to build on what has been achieved – because the people in a nation will want food, water and a healthy infrastructure. The failure to look beyond ‘victory’ can leave a vacuum, which is then filled by warring factions. Many leaders win the war or the revolution, then stare at each other saying, “What next?”

Great performers foresee how to deal with setbacks – but they also anticipate how to deal with successes. Superb football teams, for example, rehearse what they will do if they go 2 – 0 up after ten minutes. Poor players then start looking at the clock. Good players say: “How can we build on this advantage?” They continue playing the positive game, rather the percentage or paralysis games.

Try tackling the exercise on this theme which invites you to look at your own life and work. Start by deciding on the area that you want to explore. You may want to focus on one specific area – such as a project at work. On the other hand, you may want to look at all areas of your personal and professional life. Looking ahead, what are the potential successes that you may achieve in the future? These can be big or small achievements. Try completing the following sentences.
The potential successes that I may achieve in the future are:


*

*

*

2) You can anticipate how to build on the potential successes.

“I spent 3 months searching for work when I became a freelancer,” explained one person. “After getting my first contract, I redoubled my efforts. It was like being a gold miner. They spend ages looking for gold. After hitting the seam, they then work even harder. They do not say, ‘Well, now we have found the seam, we will take a holiday.’ Certainly I take time out to recharge my batteries, but it is vital to capitalise on your good fortune when hitting a winning streak.”

How can you build on your potential achievements? Great performers keep going back to basics. Whether you are facing a setback or seeing the fruits of your labours, you can keep asking yourself: “What are the real results I want to achieve? Bearing this in mind, what are the 3 things I can do to give myself the greatest chance of success?” Clarify your key strategies – then pursue them relentlessly. Looking at the potential successes you may achieve in the future, select one you want to work on. Then try completing the following sentences.

The potential success I want to focus on is:


*

The things I can do to build on this potential success are:


*

*

*

3) You can actually build on the potential successes.

“My biggest challenge was to be ‘fully present in the moment,’” said one tennis player. “I needed to focus on the next point – rather than look at the scoreboard or prematurely celebrate victory. My task was to ‘focus on the principles, rather than the prize.’ It was to concentrate and build on the achievements.”

Think of a success that you have capitalised on in the past. You may have won a new client, taken the lead in a sports event or whatever. How did you build on the achievement? How can you follow similar principles in the future? You may want to be fully present, keep doing what works, give 100% or whatever. Looking at the success you have chosen to focus on, try translating your ideas into a specific action plan.

The specific things I can do to be fully present
and actually build on the potential success are:


*

*

*

“Kipling’s famous phrase is written above the entrance at Wimbledon,” said the tennis player. “It says: ‘If you can meet with Triumph and Disaster/And treat those two impostors just the same’. I was actually quite good at dealing with ‘disasters’ – or setbacks – in games. The times I choked were when dealing with ‘mini-triumphs’ during a match. Eventually I learned how to build on the successes and up my game. That helped me to become a much better player.”

3 tips for understandng your solid ground & dangerous ground

“I am great working on my solid ground - being with the people with whom I have a values-fit,” said one person. “This makes-up 90% of my job. But sometimes the role takes me into other territory - meeting people with whom there is a mismatch. My style probably upsets them because I speak and think differently. I don’t even look right! Sometimes they say things that are like a red flag. Feeling provoked, I speak out of turn. Although I only spend 10% of my time there, it is the dangerous ground where I make mistakes.”

Where for you is the solid ground? Where is the dangerous ground? Let’s explore how to deal with these different situations.

* You can clarify your ‘solid ground’.

Try tackling the exercise on this theme. Describe what for you is the solid ground. You feel comfortable in these situations - but also stretch yourself and do good work. You may be confident because three factors are in place: a) You know your subject; b) You know your audience and their agenda; c) You know how to succeed. Try completing the following sentence.

The situations where I feel on solid ground are:

*

*

*

* You can clarify your ‘dangerous ground’.

Describe what for you is dangerous ground. These may be situations where either: a) Your values don’t fit; b) Your communication style is too different; c) You do not respect the people and this occasionally slips through; d) You feel so passionately about a subject that you may become aggressive or opinionated; e) You commit a cultural ‘sin’ - and sometimes you don’t even know you have done it! Try completing the following sentence.

The situations where I feel on dangerous ground are:

*

*

*

* You can build on the solid ground and deal with the dangerous ground.

Let’s start by focusing on the solid ground. How can you continue to build on your strengths? How can you put yourself into more situations where you work best? How can you reach more people with whom you have a values-fit? How can you help them to succeed? How can you keep expanding the solid ground?

Let’s examine where you must tread carefully. How can you avoid putting yourself in these places? If you must do so, how can you prepare properly? How can you discover people’s agendas? How can you rehearse? What might be the red flags? How can you manage potentially difficult moments? How can you keep your concentration? How can you be super professional?

Peak performers tend to stay on solid ground. They do what they do best in the places where they perform best. Frequently this happens after years spent trying to reach different audiences - but then they decide to focus. Committed to constant improvement, they continually use their imagination to innovate. But they do this in places where their contribution - their art or work - is appreciated. Trying to change their offering to reach a different audience can become their own dangerous ground. It is important to connect with people, but not at the expense of diluting their ‘A’ talent.

Conclude the exercise by describing two things: a) How you can build on the solid ground; b) How you can deal with the dangerous ground. Do your best in every situation - but focus on the projects, people and places where you can use your strengths. Try completing the following sentences.

The things I can do to build on the solid ground are:

*

*

*

The things I can do to deal with the dangerous ground are:

*

*

*

3 tips for filling a vacuum with a positive vision

Great leaders believe it is important to: “Set the agenda, otherwise other people will fill the vacuum with their agenda.” This is one reason why governments run out of steam. They lose energy, forget their idealism or are taken over by outside influences. Harold McMillan, the former Prime Minister, said the greatest challenge to a politician who wanted to become a statesman was: “Events, my dear boy, events.” The same rule applies in other areas of life.

Pioneers often fill a vacuum with a positive vision. How can you take this step in your own way? One approach is to set the agenda – for your life, a meeting, a task, a project, an organisation or whatever. When other people are involved, it is vital to make sure that – as far as possible – the vision is based on creating a ‘win-win’. People are then more likely to work together to achieve ongoing success. Here are three steps for making this happen.

* You can fill the vacuum with a positive vision.

You will already have taken this step many times in your life – such as when shaping your career, recovering from a disappointment or taking charge of your health. Progressing in your career, you will find increasing opportunities to shape the agenda. (That is if you choose to work for a ‘committed’ company, rather than a ‘committee’ company. The former gets on with the job, the latter just talks about the job.) Let’s explore one scenario.

Imagine that you are leading a business that is heading for turbulent times. Everybody in the building is discussing the potential difficulties in the market. During such times, some leadership teams go into a ‘bunker’ for months. That leaves people without direction – and the vacuum is filled by negativity. You can act swiftly, meet with your leadership team and agree on the strategy. Then communicate this to the whole company. People are intelligent, so it is vital to explain the route ahead. Your role is to set the future agenda by being as honest as possible. You may say something like:

“Everybody in the business knows that we face certain challenges. At this point, our options are to do nothing; to play the blame game; or to do everything we can to deliver success. We have obviously chosen the latter route. Looking at that road, the possible ways forward we have are: a) To __________ b) To __________ c) To __________ Each option has both pluses and minuses – there are no ‘minus-free’ options. We have decided to take route (a). Other people may have chosen another option, but this is the route we have chosen. Here are the specific things we are going to do to give ourselves the greatest chance of success:

1) To __________________________________________________

2) To __________________________________________________

3) To __________________________________________________

“This is what we see as each person’s role in implementing the strategy. The leadership team’s role is: To _______ The managers’ role is: To ________ The colleagues’ role is: To _______ Everybody in the business knows the challenges ahead. Providing we follow this strategy and work hard, however, we believe that we stand a great chance of success. I am now happy to answer any questions.”

This sounds a risky strategy, but it is even riskier to do nothing. It is vital to set the agenda, rather than leave it to others – or events – to do so. Great leaders are decisive: they do not let things drift.

Looking at your own life, can you think of a situation where you want to fill a vacuum with a positive vision? It can be in your personal life – such as taking charge of your time, improving a relationship or whatever. It can be in your professional life – such as returning to doing work you love, making clear contracts with your boss, giving tough messages to a poor performer or whatever. Try completing the following sentences.

The specific situation where I want to
fill a vacuum with a positive vision is:

*

The specific things I can do to set the positive vision are:

*

*

*

* You can get support for the positive vision.

The question is: How much support do you need? Let’s imagine you want to achieve a positive vision in your personal life. You may then simply need: a) to commit yourself to achieving the goal; b) to encourage yourself and get the backing of your loved ones; c) to get the right infrastructure in place for doing the grunt work, whilst releasing yourself to do the great work. Let’s imagine you want to achieve a vision in your professional life. You may then need: a) to get support from your sponsors – your bosses; b) to get support from other stakeholders; c) to get support from others who want to fulfil the vision. Many people have vested interests in retaining the status quo, however, which is why pioneers often choose to build ‘prototypes’. They focus on the positive people who want to make something happen, rather than waste time trying to convince a whole system. Believing that ‘success provides it own arguments’, they find allies, do great work and publicise the success stories. Let’s look at one person who took this route.

Alec Dickson, one of my mentors, gave birth to two organisations Voluntary Service Overseas and Community Service Volunteers. His view was:

“We have many thousands of young people who have energy and idealism: we also have many unmet needs in our societies. Let’s marry the two together. We can give young people the opportunity to serve others. They can care for disabled children, build adventure playgrounds, act as auxiliary nurses, teach others to read and do many other tasks to improve society. In the process of giving, the giver often learns as much as the receiver. So we can enhance the spirit in our society by giving young people the chance to serve.”

Alec began by developing prototypes – finding children’s homes, hospitals and detention centres whose leaders were prepared to give youth its chance. Cataloguing the achievements, he recruited more establishments and volunteers. Eventually he began approaching government bodies. They resisted at first but, after a few years, adopted the approach. The vast majority of ‘projects’ proved successful though, of course, there were occasional problems. Alec helped to craft a ‘win-win’ agenda for both young people and societies.

Let’s return to the situation where you want to pursue a positive vision. How can you get the support you need? How can you show the benefits to potential sponsors? If other stakeholders are involved, how can you try to – as far as possible – create a ‘win-win’? If things get difficult, how can you focus on a specific niche and ‘build a prototype’? How can you make clear working contracts with the key people? How can you give support to colleagues and other stakeholders? Bearing in mind the situation you have chosen to focus on, try completing the following sentence.

The specific things I can do to find the
support I need for the positive vision are:

*

*

*

* You can do superb work and fulfil the positive vision.

Pioneers often translate their vision into reality. Bob Geldof delivered Live Aid; Dame Cicely Saunders founded the modern hospice movement; Tim Smit gave birth to The Eden Project. Let’s return to your ‘project’. Get some early wins to build confidence and maintain energy. Build on what works and spread the success stories. Sometimes you will encounter setbacks. You can then use the ‘5C’ model. Clarify the challenges, choices, consequences, creative solutions and conclusions. Looking at the challenge, clarify the ‘real results’ you want to achieve. Explore the choices and consequences - the respective pluses and minuses – and find creative solutions. Settle on your conclusions and make clear contracts about the way forward. Do superb work and deliver concrete results. Try completing the following sentence.

The specific things I can do to do superb
work and fulfil the positive vision are:

*

*

*

“Without vision, the soul perishes,” we are told. Pioneers continue to be proactive rather than paralysed. They fill the vacuum by providing a positive vision.

You can read about many people who have taken these steps in The Strengths Way, which can be found here:

Thestrengthsway

3 tips for building a team based on talent, tenacity and teamwork

There are many models for building a team. One approach that is used in sports, for example, is to base it on talent, tenacity and teamwork. Whilst this model has both strengths and limitations, it can be translated to other areas of work. Let’s explore how to make this happen.

* You can focus on talent.

Imagine you are leading a team. Looking at the challenges ahead, you believe it is important to improve the team’s performance. The question is: “How?” Begin by assessing the team in terms of ‘talent’. Different team members will obviously have different levels of ability. Looking at the overall picture, however, how would you rate the talent level in the team? Do this on a scale 0 – 10. One key point. You will obviously bear in mind the level at which you want people to operate successfully. Here is one such example.

“I gave our team 5/10,” said the manager of a promoted football team. “Last year we were in a lower division where, in relation to our competitors, we rated 8/10 in terms of talent. But winning promotion meant we had to improve the talent level to compete at a higher level. Fortunately we had the budget to bring in three good players. The season will still be difficult, however, if we suffer injuries to key people.”

Looking at the field in which your team are expected to perform, rate it in terms of talent. Then describe the specific things you can do to improve the rating. Sometimes this means working hard to find the right people and also taking tough decisions. Try completing the following sentences.

The rating I give the team in terms of talent is: _____ / 10

The specific things I/we can do to improve the rating are:

*

*

*

* You can focus on tenacity.

Talent is the starting point - but people also need tenacity to succeed. Talented people can find things easy during the early part of their careers. They are always the first to be picked – for the sports team, theatre production, business team or whatever. Gifted people do not have to work as hard as others in order to shine, but this can become a disadvantage. Climbing the ladder, they meet people who as talented as themselves. They must then adopt a work ethic – otherwise they will fail to develop and fall into the trap of saying: “I could have made it.”

Take a look at your team. How do you rate your people in terms of tenacity? What percentage of the team has a positive attitude? Who are the people who work hard to overcome setbacks? Who are those who hide or blame others? Looking at the team overall, try completing the following sentences.

The rating I give the team in terms of tenacity is: _____ / 10

The specific things I/we can do to improve the rating are:

*

*

*

* You can focus on teamwork.

You can have talented and tenacious performers – but teamwork can sometimes make the difference. “That may be so in sports,” somebody may say, “but how does it apply elsewhere?”

Great teams set crystal-clear goals. They know each person’s strengths – so they put the right people in the right places in the team. Everybody knows each person’s best working style and contribution towards reaching the goal. People then focus on working together. Great sports teams, for example, are often made-up of ‘pairs’ and ‘trios’ who perform superbly within their part of the team. They may shuffle the ‘players’ around until they find the best combinations – because those combinations that look good in theory do not always work in reality. Once the game plan and combinations are set, people then keep practicing. They practice ‘until they forget’ – until working together comes naturally. People then go ‘on stage’ with a positive attitude. They perform superb work and encourage each other, especially during difficult times. Great teams work hard until they finish. They are made-up of people who combine their talents to deliver success.

How can you ensure your people have a crystal-clear goal? How can you get people to play to their strengths? How can you put the right people in the right places and combinations? How can you ensure they ‘practice’? How can you encourage people to stay positive? How can you make sure they combine their talents to achieve success? Try completing the following sentences.

The rating I give the team in terms of teamwork is: _____ / 10

The specific things I/we can do to improve the rating are:

*

*

*

There are many models for building teams. Talent, tenacity and teamwork is just one approach. Providing it is implemented properly, however, it provides a springboard for achieving ongoing success.

3 tips for focusing on where you are calm

Calmness is one of clues to clarifying your top talent. So let’s explore where you display this quality. Can you think of a specific situation where you stay calm? You may be caring for a critically ill patient, solving a problem, conducting a mentoring session or whatever. What do you do right then? Let’s explore the following steps to doing great work.

* You can focus on calmness.

Great performers demonstrate ‘grace under pressure’. The negotiator remains cool when trying to free hostages. The footballer enters a ‘bubble’ when taking a decisive penalty kick. Class acts go into the ‘C Zone’: they become calm, controlled and centered. Let’s return to the specific activity in which you feel calm. Why do you feel that way? Perhaps you feel ‘at home’. Perhaps you have rehearsed the situation many times. Perhaps you have found ways to buy yourself time. Try completing the following sentences.

The specific situation in which I stay calm is:

*

The things I do to stay calm in the situation are:

*

*

*

* You can focus on clarity.

How do you quickly establish clarity – the real results to achieve? The paramedic who arrives at a pile-up is confronted by chaos on the motorway. They ask themselves: “Who can be saved? What must be done to free people from the wreckage? What must be done to ensure they make a full recovery?” “Sounds logical,” somebody may say, “but sometimes there may be multiple goals. How do you settle-on the priorities?” You quickly brainstorm all the results you want to achieve - then list these in order of priority. Looking at the situation in which you are calm, how do you establish the short, medium and long-term goals? Try completing the following sentence.

The things I do to establish clarity in the situation are:

*

*

*

* You can focus on concrete results.

Great performers start from their destination and quickly consider the possible strategies for achieving the goals. They consider: a) The ‘conventional’ solutions - the tried and trusted ways that have worked before; b) The ‘creative’ solutions - the new, imaginative ways needed to achieve the goal. Exploring the options, they consider the consequences - the pluses and minuses of each route - then settle on their conclusion. Committing to their chosen route, they continue to be creative until they achieved the goal. You will do this in your own way. Try completing the following sentence.

The things I do to deliver concrete results in the situation are:

*

*

*

Mission accomplished, you clarify the learning and rest for a while. Soon it will be time to seek another challenge. Looking at what you have learned, how can you follow similar principles in the future? You can keep developing your skills to be calm, clear and deliver concrete results.

3 tips for delivery

Great workers focus on desire, discipline and delivery. They begin by having a strong desire to reach a specific goal. They then follow daily disciplines and continue until they deliver. Looking back on your life, can you think of a time when you followed these principles? You may have been learning a skill, writing a book, launching a product or whatever. What did you do right then? How can you follow similar principles in the future? Let’s explore these steps to doing fine work.

* You can focus on desire.

Looking to the future, think of a goal you want to achieve. You may want to take care of your health, start a business, lead a team or whatever. Start by describing your goal, then consider your desire on several levels. First, be crystal-clear on what you really ‘desire’. Make sure you know the real results you want to achieve. Second, be clear on the benefits. You can keep focusing on these when times get tough. First, be clear on your level of motivation for reaching the goal. Make sure it is at least 8/10. Try completing the following sentences, then move onto the next step.

Desire. The specific goal I want to achieve is:

*

The real results I want to achieve by reaching the goal are:

*

*

*

The benefits of reaching the goal will be:


*

*

*

The desire I have to reach the goal – on a scale 0-10 - is:

____ / 10


* You can focus on discipline.

Great workers develop good habits. Tiger Woods, JK Rowling and Steven Spielberg, for example, follow their daily disciplines. So do people who want to change their life-styles. Sophie, for example, wanted to retake control of her life. She wanted to be healthier, happier and feel successful. That meant developing fresh habits. First, she began eating healthier food. Being an inveterate ‘nibbler’, she chose to eat fruit, rather than bags of crisps. Second, she returned to attending dancing classes on the weekend, rather than sit waiting for her husband to return from his golf. Third, she developed the habit of getting an early success at work each morning and this helped to set the agenda for the day. How can you follow this path in your own way? Bearing in mind the result you want to achieve, try completing the following sentence.

Disciplines. The disciplines I can follow to work towards reaching the goal are:

*

*

*

* You can focus on delivery.

Great workers are good finishers. They keep going until they deliver the goods. Professional writers, for example, break-down their assignment into chunks, establish a daily rhythm, encourage themselves on the journey and so on. “That’s the way I do it,” said one author. “Writing a book takes at least a year. So I set the goal of completing at least 3 pages a day. Reaching this target produces a sense of success.” What is your successful pattern for finishing? How can you follow it to reach your goal? Try completing the following sentence.

Delivery. The specific things I can do to do my best to deliver are:

*

*

*

“Delivery is crucial in my business,” said one MD. “So I also use this three step model when leading teams. First, I establish that the team really has the desire to reach a specific goal. I ask: ‘Bearing in mind both the pluses and minuses involved, are we prepared to do the hard work?’ Second, I encourage people to pursue the required disciplines. Third, I do everything possible to ensure that people deliver the goods. Previously I made mistakes by assuming people were motivated, but not checking this out properly. Now I go through all three stages.”

You will follow these steps in your own way. Whether you are working as an individual or leading a team, you will focus on desire, discipline and delivery. This will give you the greatest chance of success.

3 tips for 'playing your natural game'

“Play your natural game,” is the instruction often given to footballers when making their debut for the national team. “You have been chosen because of your ability in a certain role, so we want you to continue doing what you do best.” That sounds obvious. But elsewhere in professional life people often put themselves in situations where they fail to play their natural game. Let’s explore how you can continue to do what comes naturally and perform superb work.

* You can clarify your natural game.

When do you feel able to be yourself and use your talents? Everybody has a natural way of learning, creating and working. What is yours?

“It took years for me to fully understand my natural style – even though I knew it intuitively,” said one business leader. “Looking back to my time in school, I now realise that my learning style was about doing things, being with people and getting results. It was not about sitting still and answering questions on a form. I think best when I am moving around. So I left school early, began working in a shop and soon topped the sales-charts. During the next few years I twice won ‘sales person of the year’.

“Swift promotion meant that, when I was 27, the company asked me to take a ‘strategic role’ at head office. This was creeping death. People spent their days in meetings and it felt claustrophobic. The computers, for example, were lined up in ‘chicken rows’, which drove me crazy. The company refused my request for a laptop – they were not common then – so I bought my own. That way I could move around the building – plus visit the shops – and work away from the central office. Fortunately the sales region I led always exceeded their targets. This made it hard for people to criticise my working style, but they still had a few pops. Finally, however, I left to join another company - becoming Sales Director, then Managing Director.

“Now I follow my own working style. This means getting close to people in the field. But hopefully I give them support, rather than interfere. We have an ‘open collar’ culture in the company, but people are smart, rather than scruffy. Personally, I do not fit-in well with pompous ‘older-style’ directors and I don’t go to formal dinners. I am in my element, however, running a business of ‘can do’ people who want to deliver success.”

What is the role or ‘project’ where you play your natural game. You may feel at home building a prototype, doing a ‘turnaround’, conducting research, teaching a class, shooting a film, leading a team or whatever. What are the characteristics of the people – customers and colleagues - with whom you get along? What is your preferred ‘place’ – culture and environment? Try completing the following sentences.

The kind of role or ‘project’ where I feel most able to ‘play my natural game’ is:

*

The characteristics of the people – customers & colleagues – with whom I feel most able to ‘play my natural game’ are:

*

The kind of place – culture and environment – where I feel most able to ‘play my natural game’ is:

*

* You can put yourself in places where you can play your natural game.

This is simple in a game like football – providing you have a manager who capitalises on your talents. They will hopefully play you in your best position. It can be more difficult in other fields. Taking charge of your career, however, calls for putting yourself in places where you can play your natural game. This means creating the opportunity to use your talents. Sounds difficult: but the alternative it to dwell in situations where you feel uneasy. Certainly it is possible to do that for a time – and many of us do – but ultimately we pay a price. Some people still remain institutionalised – expecting organisations to provide them with the right role.

Alison Fulford is somebody who has been proactive in shaping her career. (You can read more about her story in The Strengths Way.) She is an expert at building successful prototypes – often around delivering superb customer service. She has done this for organisations such as Marks & Spencer and the Environmental Agency. She prefers a two year ‘project’ - but within that time frame also builds a self-managing team that sustains the good work. Finding new opportunities calls for staying in touch with her network. She gets alongside key decision makers, clarifies the challenges they face and find ways to help them to deliver better customer service.

“My kicks come from getting my hands dirty, working hard and seeing tangible results, especially in improving customer satisfaction,” says Alison. “Impact is important. I want to build something that works for both the company and the customer. Finally, it is crucial to recruit my successor and ensure the improvements are sustainable. Only then will I move on to the next project.”

Shaping your career calls for thinking like a freelancer. You need to find the projects, people – customers and colleagues – and places where you can do fine work. How can you make this happen? Try completing the following sentence.

The specific things I can do to keep putting myself in the places where I can play my natural game are:

*

*

*

* You can play your natural game – and keep improving.

You can then flow, focus and finish. Build on the pluses – and minimise the minuses – of your natural game. Some people ‘snatch at opportunities’. They become nervous, try too hard or aim to over-impress. Be true to yourself. Relax, rehearse and then deliver results. Be positive, be professional and deliver peak performances. Commit yourself to constant improvement. Ask yourself: “What went well – and how can I do more of those things in the future? What can I do better next time – and how?” Integrate the learning and keep improving. Looking at the situation in which you work best, try completing the following sentence.

The specific things I can do to play my natural game – and keep improving - are:

*

*

*

Looking at the school population, what percentage of students are encouraged to learn in their natural way? Looking at the employed population, what percentage of people are working in their natural way? Which camp do you want to be in? How can you continue putting yourself in the places where you function best? Peak performers keep playing – and improving - their natural game.

You can find more more tools on this theme in the book The Strengths Way, which can be found here:

thestrengthsway

3 tips for channelling the power of triangles in a team

Imagine you are a leader. How do you get people to work well together in teams? Certainly it is vital to ensure that everybody knows: a) What mountain they are climbing; b) Why they are climbing it: c) How they are climbing it; d) Who is doing what; f) When they will reach the summit. That is the strategic part. People must then do the grunt work and great work required to achieve the goals. The whole team must have a game plan - but within this framework it is often small groups that implement parts of the strategy. Let’s consider one combination that frequently works well in teams.

* You can recognise the power of triangles.

Football teams may consist of 11 players, but there are many ‘teams within the team’. Great teams are built on ‘triangles’. For example, the goalkeeper and two centre-backs working well together; two strikers and a midfield-player supplying them with defence splitting passes. Training consists of the follow routine. First, the coach outlines the game plan for the whole team and they spend 15 minutes practicing this plan. Second, the ‘teams with a team’ break into small groups - often triangles - and practice their part of the plan. Finally, the coach brings the whole team back to ensure the parts work together to achieve the common goal. Let’s explore how this might work in organisations.

* You can build triangles in the team.

Imagine that you have been asked to implement a customer service initiative across Europe, but unfortunately you have no direct authority. You are supposed the ‘influence’ the country leaders to make it happen. Let’s consider the options.

a) You can try to do it by yourself, but this can be lonely. You can ask the country heads to implement the initiative, but this is hit or miss, because it can fall off their radar.

b) You can pair-up with somebody, but it may still be difficult.

c) You can build a ‘triangle’. You can head the customer service project - but get two energetic people to build successful prototypes in their respective countries. The 3 of you will spur each other on to deliver the goods.

Certainly it is possible to expand such a core triangle to 4 or 5 people, but then it can become unwieldy. Some of the best brainstorming sessions, for example, happen when there are 3 people. You share enough common assumptions to quickly get to 7/10 - then harness the creative energy to get to 10/10. The more people in the group, the more you have to keep checking that everybody has the same values. Three really can be a magic number.

* You can give each triangle the support they need to support.

It is vital to give the triangle - or any group - the backing they need to succeed. Try tackling the exercise on this theme called Building triangles. First, describe a specific project that must be delivered. Second, describe the ‘triangle’ you can build to deliver these results. Third, describe the support you must give people. You can then do everything possible to help the triangle to succeed.

3 tips for building on where you see patterns quickly

“Pattern recognition is one of the keys to peak performance,” we are told. You may have this gift when looking at a balance sheet, caring for a patient, re-designing a house, selling to a certain kind of customer or whatever. Let’s consider how you can capitalise on this ability.

* You can clarify where you see patterns quickly.

“Retail is in my blood,” said one person. “Put me into any shop and I will boost sales. It’s easy to see what is working, what isn’t working and how to improve the profit. You can then get some quick wins. The ‘givens’ are offering the right product at the right price in the right way. Store layout is crucial, however, as is providing great service. Improving the customer’s experience will virtually always boost the profits. Providing you give the staff some key principles to follow - plus a monthly profit share - they will enthusiastically start selling. Retail still excites me because it is like theatre.”

Try tackling the exercise on this theme. Start by describing the specific situation where you see patterns quickly. The more specific you are, the greater the chances of building on this activity and achieving success.

The specific situation where I see patterns quickly is when I am:

*

* You can clarify what you are doing right to see patterns quickly.

How can you explain what you seem to do intuitively? People have different approaches when doing the activity which they perform brilliantly. If you are a ‘visual’ person, for example, you will scan the situation quickly to:

a) Clarify the desired outcome – the picture of success.
b) Clarify the successful patterns – the things that are going well and can be built on – and clarify the self-defeating patterns.
c) Clarify how to build on the successful patterns - and eliminate the self-defeating patterns - to achieve the picture of success.

Everybody has a different approach - so try to describe your way. Recognising what you do ‘intuitively’ enables you to use that framework more quickly. You will also be able to explain your philosophy and principles to other people. Whilst it may be challenging to translate your intuition into words, try completing the following sentence.

The specific things I do when I am in the situation where I see patterns quickly are:

*

*

*

* You can keep building on your ability to see patterns quickly.

Why is pattern recognition so important? Seeing patterns enables you to get to the heart of the matter and predict what will happen - which increases your chances of success. Great goal scorers in sport, for example, anticipate where the ball is likely to be played. They then move to the place ‘where the ball will appear’. How can you apply your gift? Describe the specific things you can do to build on your ability to see patterns quickly. You will then be more likely to make full use of your ‘A’ talent. Try completing the following sentence.

The specific things I can do to keep building on where I have the ability to see patterns quickly are:

*

*

*

3 tips for getting positive energy

Energy is life. So what gives you positive energy? What gives you negative energy? How can you get more positive energy in the future? You may then be able to give even more to other people. Let’s explore three steps for making this happen.

* You can clarify the things that give you positive energy.

Start by describing the things you find stimulating. For example, the people, projects and pleasures that put a spring into your step. Later we will look at how you can do more of these things in the future.

People who are ‘Givers’ sometimes find it hard to give to themselves. Sheila Cassidy is such a ‘Giver’. During the 1970s she was imprisoned in Chile for providing medical care to opponents of the Pinochet regime. Returning to the UK after being tortured, she went on to become Medical Director of St Luke’s Hospice in Plymouth. Sheila gave to others, but starved herself of pleasures. Hard work took its toll, however, and she began taking more care of herself. Writing in her book Sharing The Darkness, Sheila explains:

“Perhaps the final fall from my self-styled perch of grace came at the beginning of the winter season when Brideshead Revisited was serialised for television. Until then I had stalwartly refused to have more than a transistor radio and tape recorder, but now I could bear it no longer and rushed into town to buy myself a TV.”

Sheila found that, far from corrupting her contribution, she gave even more to other people. Try completing the follow exercise.

The things that give me positive energy are:

*

*

*

* You can clarify the things that give you negative energy.

Stimulation is crucial - but sometimes it can also be good to identify what saps your energy. Describe things you find draining, such as serial complainers, ‘observer critics’ or whatever. Try completing the following exercise.

The things that give me negative energy are:

*

*

*

* You can do more of the things that give you positive energy.

“Nowadays I spend more time with encouragers,” said one person. “They help me to feel more real, more myself. Music also lifts my soul. So now I start the day with upbeat music, rather than listening to bad news on the radio. During my twenties I became so depressed that I made Eeyore look cheerful. Certainly I keep abreast of current events, but now I focus on doing what I can to improve the world.”

Looking to the future, you may want to consider two things. First, do more of the things that are inspiring. Second, stop doing some of the things that are draining. Try combining these elements to complete the following exercise.

The steps I can take to do more of the things that give me positive energy are:


*

*

*

People can choose their attitude. They can choose to be givers or takers, creators or complainers, encouragers or stoppers. Givers also need encouragement, however, so it is important to keep getting positive energy. You will then have even more encouragement to give to other people.

3 tips for focusing on strengths, sponsors and success

“The world of work keeps changing,” people may say, “so how can we help people to shape their futures? It is hard to know what skills they must learn to be successful.” Perhaps, but as the saying goes: ‘the more things change, the more things stay the same.’ At least, some things stay the same. For example, freelancers have followed certain themes throughout history. They have built on their strengths, found sponsors who paid them and delivered success. People who develop such eternal skills are more likely to shape their futures. Let’s explore how this works in practice.

* You can build on your strengths.

Michelangelo, Anita Roddick and Steve Jobs had at least one thing in common. They all built on their strengths. They did what they did best and got somebody to pay them for doing it. This has been a key skill throughout history. Some customers will always be interested in buying quality - and the best way of producing quality is to develop your top talents. The Strengths Toolbox provides many exercises for identifying what you do best, but you will obviously find your own way. Try completing the following sentence.

The specific things I can do to build on my strengths are:

*

*

*

* You can find sponsors.

Anybody can do work they love, the art is to get somebody to pay you for doing it. Creative artists have had faced this challenge throughout history. They have asked themselves: “Shall I be true to my art, stay in a garret and wait to be discovered? Shall I publicise my services, sell my soul and do whatever is necessary for money? Shall I be true to myself, find patrons and try to get a ‘win-win’ solution?” People will continue to face this challenge in the future.

So how do you find sponsors who will pay you for doing what you do best? There are several rules. a) To understand the sponsor’s agenda - their picture of success; b) To provide services or products that will help them to achieve success; c) To reach out to these sponsors and show you understand their agenda; d) To make clear working contracts about how you can help them to achieve success. Try completing the following sentence.

The specific things I can do to find sponsors who will pay me for doing what I do best are:


*

*

*

* You can deliver success.

“My role is to help my sponsor to reach their goals,” said one freelancer. “I go through several steps when working for a person or organisation. a) To make sure I really want to work for them. b) To make clear contracts about what must be delivered. c) To keep them informed, go the extra mile and provide great service. Going through these steps produces lots of repeat business.” Try completing the following sentence.

The specific things I can do to help my sponsors to achieve success are:


*

*

*

“Change is the only certainty in the world of work,” we are told. Perhaps, but there is another certainty. People will need to build on their strengths, find sponsors and deliver success. Developing these eternal skills will enable them to shape a positive future.

3 tips for raising people's sights to show what is possible

“The key is to have high expectations of people,” said one of my teachers. “This rule applies whether you are working with delinquents, footballers, peak performers or whatever. But one point is vital. The key is to focus on the person’s strengths – the ‘elite’ 20% part of them – rather than the other parts. It is then important: 1) To raise people’s sights and show what is possible: 2) To help them to believe it is possible: 3) To enable them to make it possible.”

During the past 40 years I have practiced this approach in many different scenarios – and it works. When running a therapeutic community, for example, I expected the young people to visit universities and lecture about ‘how to help troubled young people’. They did – and got lots of plaudits. There are many other situations where this approach works. So let’s explore how you can follow these steps in your own way.

* You can raise people’s sights to show what is possible.

Can you think of a situation where you want to communicate high expectations to people? You may be running a counselling session, teaching a class, leading a team or whatever. Your expectations must, of course, be based on what you believe people can achieve – providing they work hard.

Sometimes this means communicating the guidelines ahead of time. For example, I explain to potential clients that I only work with people who are: a) positive; b) professional; b) prepared to work hard to be peak performers. This approach is positive but tough. People invariably respond well – but there have been occasions when it has been necessary to draw the line. If people lapse into game-playing, for instance, I suggest they would be better suited finding another person to work with them. Everybody can falter – but it is vital to focus on people’s strengths – what they can achieve – and have high expectations.

Great leaders tap into this vein all the time. They say things like: “I have a dream … We shall overcome … We are going to put a man on the moon, not because it is easy, but because it is hard.” They show what is possible. How can you do this in your own way? Start by thinking of a situation where you want to raise people’s sights. Bearing in mind their strengths, what do you think they can achieve? Try completing the following sentences.

The specific situation in which I want to raise people’s sights and show what it is possible to achieve is:

*

The specific goal I want to encourage them to believe it is possible to achieve is:

*

* You can help people to believe it is possible.

The belief must be based on reality – so how can you help people to believe it is possible to reach the goal?

a) You can encourage people to build on their strengths.

Everybody has talents. It is simply a question of spotting them – even if they only show these for a moment. You can look for when people ‘come alive’. When are they in their element – at ease and yet able to excel? What are the activities in which they deliver ‘As’, rather than ‘Bs’ or ‘Cs’? When do they take responsibility? What do they have a good track record of finishing? If they are experiencing a crisis, when have they overcome setbacks in the past? What did they do right then? How can they tap into this inner strength? How can they follow these principles to overcome setbacks both now and in the future?

b) You can encourage people to ‘control the controllables’.

Imagine you are leading a team. You can encourage people to do three things. First, to clarify what they can control – such as their attitude, professionalism, the way they communicate, etc. Second, to clarify what they can’t control – such as the market - though they can still do their best to influence it. Third, to clarify how they can build on what they can control and manage what they can’t. Positive people focus on what they can control – and build on it; negative people focus on what they can’t control – and complain about it.

c) You can encourage people to get an early success.

There are many different ways to get some early wins. Here is one example. During the 1980s I was the youth development officer for a football club in Sweden. We aimed to move the youth team’s ranking from number 120 to the top 30. After surveying the talent, I quickly got in five new players. The next step was to arrange an indoors tournament during the winter pre-season. We invited 3 teams from the Swedish top division, plus 4 other teams. (The big clubs accepted because we had a fine indoors pitch.) The tournament draw was arranged so that, providing our team played well, we would reach the semi-finals and pick up a medal. That is what happened. For the first time our players were on the same pitch as youngsters from the top Swedish clubs and also won enough matches to get medals. The club’s board were impressed and gave us money to buy more players.

It is vital to engender belief – whether you are working with individuals, a team or a company. But this must be based on reality. One approach is to build on their strengths, control the controllables and get an early success. Let’s return to the specific situation in which you want to raise people’s sights. Try completing the following sentence.

The specific things I can do to encourage people to believe it is possible to reach the goal are:

*

* You can enable people to make it possible.

People must now do the hard work. From your side, this is where your skills as an educator will come to the fore. Providing you have laid the groundwork properly, you will have equipped them: a) to build on the right strengths; b) to set the right specific goal and strategy; c) to develop the right skills to achieve success. This does not mean your work is over. You may will provide ongoing encouragement, coaching and other support. Ultimately, however, it was not Gandhi who gained Indian Independence; Martin Luther King who won civil rights; John F. Kennedy who landed on the moon. Such leaders may have shown what was possible – but it was the people who did the work. Great coaches can play their part, however, by encouraging, educating and enabling individuals and teams to achieve success. How can you do this in your own way? Let’s return to the specific situation in which you want to raise people’s sights. Try completing the following sentence.

The specific things I can do to encourage, educate & enable people to reach the goal are:

*

During the 1960s and 70s much of my work was based on ‘expectation theory’. I expected the teenagers in the therapeutic community to be able to ‘lecture’ students and teachers at university. Moving to Sweden, I ran 5 day workshops on ‘personal strengths building’. People came along expecting to develop their talents. Invited to work in Swedish schools with 14 year-old ‘troublesome’ kids, I expected them to understand English and build on their strengths. Perhaps this was unreasonable but, strangely, it seemed to work. They rose to the challenge. Nowadays I work with peak performers. The expectation is clear: to build on their strengths and build super teams. Fortunately they seem to respond.

Everybody has talents. The key is to focus on the best part of the person or the team - and to communicate high expectations. Providing people are building from a basis of belief, they love to stretch themselves. You can then enable them to achieve ongoing success.

You can find many more ideas on this theme at:

http//:www.thestrengthsway.com