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Managing Performance Through
Strength-based Performance
Management
Nicky Garcea
Centre of Applied Positive Psychology
CAPP
Advisory Programme and
ProductsThe Strengths
Project
What We Will Cover
Strengths and Performance:
• Why would you?
• What does it involve?
• How is it being embedded?
• What impact does it have?
Strengths: What Do We Mean?
1. “Good at” is not enough by itself - performance
2. How you feel when doing it also matters - energy
3. How often you get to do it matters as well - use
Why Now?
Managers focus
on results
rather than
enabling
One in 4
HIPO‟s plan
to Leave Quality of work
environments
has declined
66% of UK
employees don‟t
use their strengths
Fewer than 20%
of adults
experience
positive emotion
at work
Strengths and Performance
36.4
(26.8)
(5.5)
21.3
Change i
n P
erf
orm
ance
Emphasis on
Performance
Strengths
Emphasis on
Personality
Strengths
Emphasis on
Personality
Weakness
Emphasis on
Performance
Weakness
40.0
20.0
(40.0)
(CLC, 2002; n = 19,187)
So Why Don’t We?
• Not all managers systematically complete reviews
• Not sure how strengths fit with underperformers
• We‟re conditioned to fix weaknesses
• Can‟t distinguish between strengths-based feedback
and praise
• Not sure how to embed within existing approaches
• Not sure how to adopt globally or virtually
What Does It Involve
Strengths
Spotting
Frequent Feedback
4M Goal Setting
A commitment to:
Strengthspotting
• Relaxed but focused and
energised
• “Minor key” to “major key”
• Phrases like “I love” and “It just
fits”
• Authentic and integrated
• Passionate, vital, absorbed
• Easy to visualise and explain,
rich descriptions
• Childhood exemplars of strength
likely
Applying Strengths
• “To Do” Lists – what activities immediately get done by them without being reminded, so you don‟t have to make them on to their to do lists?
• Ease – what tasks do they pick up and perform well easily?
• Rapid Learning – what have they learnt to do quickly?
• Motivation – what tasks do they enjoy delivering?
• Attention – when do you see them absorbed in a task?
• Energy – what tasks leave them most energised?
• Voice – what are they doing when you note passion in their voice?
• Authenticity – what task do they complete with confidence and in an assured manner?
• Words and Phrases – when delegating work to them, when do you hear they use positive phrases like, „I love to‟?
• Childhood talent – what are the things that they say they have been good at since they were young?
Frequent Feedback
• Touch points are more
important to your
employees than goals
• Adopt a real-time model
• Differentiate between
feedback and recognition
• The best hold „touch
point‟ sessions fortnightly
• Feedforward – future-
based feedback
• Think team coach!
Factor in Emotion
3:1 6:1 13:1
Realise2
www.Realise2.com
Goal Set With 4M
1. Maximise Unrealised Strengths
2. Marshal Realised Strengths
3. Minimise Weaknesses
4. Moderate Learned Behaviours
www.Realise2.com
Marshal
• Tune up or down
• Avoid the “more is better
approach”
• Instead, remember “the
right strength, to the right
amount, in the right way, at
the right time” – the golden
mean of strengths use
Moderate
• Pull it in!
• Stand back and assess
their impact
• Try to rely on them less
• Use them alongside
strengths
• Influence your reputation
Minimise
• Sit on it!
• Reshape the role
• Use strengths to
compensate
• Adopt strengths-based
team working
• Find a complementary
performance partner
Maximise
• Blow it up!
• Share unrealised
strengths with others
• Take action and
responsibility
• Increase usage
• Align to goals/quarterly
objectives
CustomerEnsure 95% customer
satisfaction
FinancialIncrease the amount
that customers spend by 20% each quarter
PeopleDevelop one peer per
quarter
Internal Business Processes
Deliver new website this quarter
Corporate Scorecard
Matching Strengths to Objectives
Standard Chartered Bank
Developing People
& Careers
Engaging for
Performance
Optimizing Strengths
for Performance
Making Performance
Conversations Count
Standard Chartered Bank
• Strengths integrated to all aspects of management
development and performance reviews
• 4M embedded into performance reviews
• 22 Strengths Coaches, from 22 different countries
trained virtually for local roll out
• Pilot sessions, check-ins, re-evaluate and amend
• Online self serve tools provided for managers and
employees
• Strategic alignment to strategic mission ‘SCB the
place that you can do what you do best everyday’.
Skills Development Scotland
• Objective to harness individual and team strengths in
order improve performance
• 20 internal strengths coaches accredited
• All managers offered 2 day strengths and team
development programmes
• All managers offered Realise2 debriefs
• Every team provided with a 2 hour strengths session
• Aspire – strengths-based performance management
process launched aligned to corporate objectives and
behvaviours
Impact on the Organisation
• 71% Employees
more engaged at work
• Employee performance 21-
36% higher
• 50% more likely to have
lower employee turnover
• 44% more likely to earn high
customers satisfaction
scores
• 38% more likely to work on
high-productivity teams
Impact on Employees
• Increased personal
responsibility
• Clarity of career direction
• Happier and more confident
• Higher levels of self-esteem
and energy
• Less stressed and more
resilient
• More likely to achieve goals
Impact on Managers
• Applied learning to work and
home
• Increased understanding of
team strengths
• Empowered to delegate from a
strengths perspective
• Clarity on their role and the
difference they can make
• Tangible understanding of how
to engage individuals and teams to reach their targets
Strengths for Performance
• There are tangible business benefits for organisations, managers and employees
• Requires managers to:
– spot strengths
– feed back frequently
– using feedforward
– harnessing the 4M Model to set goals
• Can be embedded into manager and team development, works alongside your performance reviews
• Strengths – common sense not yet common practice
Thank You
www.cappeu.com
www.realise2.com
