Earlier this month I attended the Global Strengthscope Practitioner Conference in London. A wonderful and inspiring conference where completely unexpectedly I was presented with the 2017 conference ‘Outstanding Contribution to Positive Work Practices Award.’ I was delighted and honoured and it got me thinking about what we have achieved so far in bringing positive work practices into the workplace and what we have yet to achieve,
I have recently come across a great paper about human energy, it is referenced at the end of this piece. It set me thinking about what it was saying in relation to Appreciative Inquiry. These are my thoughts.
A key challenge for leaders and managers is developing the capacity of their staff or team. Taking a coaching approach allows you to focus on drawing out motivation rather than trying to push it in! It allows you to create energy and motivation and it is usually experienced as an empowering process by your coachee. It helps people develop their intiaitive and sense of ownership of their work and tasks, and, in general, converts potential into capacity.
Here are seven tips to help make your coaching conversations highly productive.
We know it's important, where does it come form?
One of the most successful men I know grew up in the roughest streets of Bristol, and shared a cramped bedroom with his five brothers until he could leave the family home and ‘escape’ to his second choice university. Now a multi-millionaire cabinet minister, each of his milestones made it more and more apparent that his success was no simple stroke of luck.
There were no useful networks that his working class parents were a part of, there was no private school education to teach social poise; but there was drive that came from great ambition and pure determination.
I am dreaming of a lovely family Christmas, and I don’t mind if is white or grey. I do, nevertheless, mind whether it works out or not, as well as how humanly and psychologically messy it will end up being.
Last Christmas our teens decided to surprise us by setting up a casino in the living room, dressing up as croupiers, and getting the adults (that’s me, my husband, my husband’s ex and his best friend) to be the clients. As lavish, extravagant and original as that might sound, the enjoyment of the process was rather affected by the fact that in preparing the casino set-up, the teens did not check the rules of the proposed game and a few minutes into it started arguing over the way forward. In fact, at one point, the only way forward was to end the game.
In the last twenty years a new understanding of organizations has been developed, understanding them as living human systems of enterprise and creativity. It offers as an alternative to the dominant view of organizations as large and complicated machines of production. Methodologies based on this understanding, for instance Appreciative Inquiry, Open Space, World Café and SimuReal, allow the whole of the organizational domain to be approached from the living human system perspective. They allow us to address all organizational challenges from recruitment to redundancy within the same living human system frame. Four key factors underpin this approach.
Unclear objectives are sometimes unavoidable, the dangers and how to avoid as learned in Bosnia
Brief account of the book
The book has noble, honourable and inspiring intentions: it offers holocracy as a ‘new operating system’ for organizations that will create a ‘peer-to-peer distributed authority system’. This operating system creates empowered people who are clear about the boundaries of their authority, about what they can expect from others, and are able to be highly effective in their roles.
Brief Account of the book
The book is based on two rounds of research undertaken by the authors in collaboration with their MBA students. They identified the organizations initially by asking the question ‘Tell us about some companies you love. Not just like but love.’
For those who would like to dip their toe into the positive psychology world I've plucked a few of the recommendations from my book, Positive Psychology At Work, for you to have a look at. Hopefully they illustrate just how intuitive a lot of this is - which doesn't make it easy to do in a hierarchical, busy organisation of course!
Elicit Success Stories
Start meetings with a round of success stories. Before you get into the meat of the meeting, usually a litany of problems and challenges, start by giving people the opportunity to share the best of their week.
Many people find meetings challenging. These five tips will help your meetings be more successful, enjoyable and productive.
You can purchase our E-booklet that will take you through preparing for and running a great meeting in a step-by-step way here
1. Start with something positive
How? Ask everyone a question like ‘What’s been your greatest success, big or small, since we last met?’ or, ‘Which of your achievements over the last month are you most proud of?’ or ‘Which of your staff do you feel most grateful too, and why?’
Why? Because sharing good news boosts mood (and shares resources) which enhances creativity and problem-solving abilities
1. Grow the strengths and resourcefulness of people
It’s all too easy to focus on how people aren’t equipped for the change: they don’t have the skills, the knowledge, the experience. How their existing strengths and resources (including their extended network) can help them answer the questions and engage with the challenge that the change poses, can be less obvious. By deliberately helping people recognize and access their existing strengths and resourcefulness we can increase their resilience, tenacity and confidence in the face of change, making the steep learning curve less daunting.
Engaged employees are a business imperative: they perform 20% better and give 57% more discretionary effort  Organizations with a high level of engagement have better quality, sales, income and turnover, profit, customer satisfaction, shareholder return, and business growth, and success.  It is estimated that currently only 19% of employees are highly engaged in their work, while active disengagement cost the UK economy between £37.2bn and £38.9bn a year .
Organizations often struggle to understand what creates engagement. Positive psychology research is revealing that employee engagement is primarily a psychological and social process. There are a number of steps organizations can take to increase engagement.
So Why Do We Need To Do Change Differently
1. Because the old ways are too slow and hard
Traditionally change has been a top-down, linear, compliance process; first designed and then implemented. In today’s fast paced world this takes too long and is too hard. People resist the pressure. Instead we need change that is whole-system owned and generated, focused on maximising tomorrow not fixing yesterday.
It is very easy for people to become demoralised or demotivated during change as work becomes harder (less familiar) and possibly less rewarding (we’re not yet skilled at it). At the same time there is often a sense of loss of past habits or pleasurable activities, and a disruption to rewarding relationships. At the same time the manager can be so distracted and pressurised with all the meetings and decisions to do with the change programme that they are less relaxed and more critical than usual. They may also be around less, removing a valuable source of positive feedback for people.
To counter-act this, to ensure that people maintain good morale, are motivated, effective and resilient, we need to concentrate on helping people maintain a positive emotional state and a belief in their ability to influence things happening in their world.
How do we make training stick? We know that investing in the human capital of our workforce by upping their skill level is vital to any organisation, but if you've ever sat through a boring training session - or when that brought back unpleasant memories of school - you know that there is high significant chance this time and money will be wasted. Here I list and explore seven tips to help your training sessions be impactful and enjoyable, for you and your trainees.
1. Step out of the expert role
Often we are asked to run a training session due to our expertise in an area. Strangely this can be a challenge as we encounter what is known as the ‘expert problem’. Essentially our own knowledge and skill are so integrated that we can’t easily separate out the elements to construct a good training path; and we have forgotten how new and challenging this all is to the novice. The danger is that we inadvertently overwhelm or confuse with our expert knowledge.
I’m thrilled to announce that I am one of the organising group for the next EU AI network get together to be held in my home town of Greenwich in London on 19th-21st of October.
The Network of practitioners from across Europe gets together twice a year to share experiences, knowledge and skills and to offer mutual support on work and life. The get together is held in the spirit of Appreciative Inquiry, which creates a unique atmosphere and experience. At this event we are hoping to attract positive psychology practitioners as well, to enhance the mix!
Some of the particular benefits of attending this event will include:
- The opportunity to spend time learning through focused dialogue with many experienced practitioners (rather than time in lectures)
Co-created change differs in its process and effects from imposed change. Whole-system change methodologies such as Appreciative Inquiry and World Café facilitate co-created change.
This is an edited extract from my new book Positive Psychology and Change
1. Calls on the organization’s collective intelligence
Participative co-creation involves, from the very beginning, those affected by the change, allowing them to apply their ‘local knowledge’ intelligence at the point at which it can save the organisation both time and money.
Over the past year we have assembled a range of card packs to support development activities from coaching to strategy development. In particular we have our own Positive Organisational Development Cards that condense the wisdom of positive psychology into questions and action suggestions across twenty themes, from leadership to positive emotions. We also have a selection of Strengths Cards suitable for groups across the organisation. And we have a range of other cards to enable work with Values, Behaviour, Expertise and Emotional Intelligence. While many have free downloadable pdf guides, all are highly versatile, easily portable and great value!
Increasingly being an effective manager is about helping others to be their best. People’s natural strengths are at the heart of great performance. While there are great psychometrics around to assess people’s strengths they aren’t always available, suitable, or affordable. A pack of strengths cards is portable, re-useable and infinitely applicable. Below are eight ways managers can use a pack of strengths card to enhance their effectiveness.