Leadership — it’s rewarding, yet incredibly challenging. Of course, there’s a relentless pressure to perform, but there’s also an expectation that you will inspire others to do the same.
To do this, you really have to understand each individual, including their personality, values, motivators, experience and career aspirations. You need to provide feedback, manage performance and support development opportunities. At the same time, you have to be commercially savvy, purpose-driven, and strategic... #exhausting.
If you’re an ambitious professional, you’ve likely read all sorts of books and publications, listened to hours of podcasts and watched countless webinars about how to balance it all and a better leader.
So, there’s no doubt you will have heard of this one thing, but are you actually doing it?
If you are, you’ll already be increasing engagement, improving performance, encouraging commitment, enhancing wellbeing and boosting the bottom line.
But if you’re not, here’s your chance...
Use a strengths-based approach with your direct reports.
Instead of doing what most organisations do—focusing on ‘gaps’ and ‘development opportunities’—get to know the strengths of your direct reports, and find ways they can use them.
Why?
When we focus on ‘gaps’, we take a deficit-approach and our direct reports become focused on proving, rather than improving. Of course, if they have development opportunities that are role critical, it’s important to work on them, but generally it’s more effective to focus on their strengths—the things they do well, and find energising.
When you take this approach, your direct reports focus on improving, not proving.
Focusing on strengths is not new. And it’s not ground-breaking. It’s been around for a while, and it’s simple and intuitive. Yet there are very few leaders who actually do this.
Why?
Most leaders:
Don’t know what strengths are. There’s a misconception that strengths are (only the) things we’re good at. But they're so much more than that!
Assume their direct reports already know their strengths and will share them.
Don’t know how to identify strengths in others.
Are simply doing what’s expected of them by the organisation and its #feedbackculture
How to be a better leader using a strengths-based approach:
Here are some ideas.
Firstly, for yourself:
Conduct a self assessment
Use formal tools, like our Strengths Cards, to identify your own strengths. Reflect on how they influence your leadership style and effectiveness.
Keep a journal to track how you use your strengths in various situations and how they impact your leadership and interactions with your team.
Align your strengths with your leadership goals
Consider your long term plans and the leadership 'legacy' you want to leave. How do you want to be remembered as a leader? How can your strengths help you achieve your long-term aspirations? How might they support your development?
Find ways to use your strengths, such as leading a new project or mentoring others based on your unique capabilities.
Get feedback
Regularly solicit feedback from peers, direct reports, and mentors about how your strengths are perceived and how they impact your leadership. Be specific when asking for this feedback. Avoid asking "Do you have feedback for me?" and instead ask something like, "I want to understand more about how I {insert behaviour relating to strength}; is there any feedback you can share with me about this?"
Use the feedback to adjust your approach, ensuring that your strengths are used effectively without becoming overpowering.
Secondly, for your direct reports:
Identify their strengths
Encourage your team members to complete strengths assessments and discuss the results with them. You could use our Strengths Cards for this.
Create a 'strengths map' for your team to visualise how individual strengths align with team roles and responsibilities.
Assign tasks based on strengths
Consider what needs to be done, and whose strengths it might play to. Connect team members with complementary strengths to enhance collaboration and project outcomes.
Allow team members to take on roles or projects that align with their strengths, providing them with the autonomy to work in ways that suit them best.
Foster a strengths-based culture
Recognise and celebrate achievements that align with team members’ strengths. This can be done through formal recognition programs or informal shout-outs during team meetings.
Organise regular workshops or training sessions on strengths development, allowing team members to explore and expand their strengths.
Provide strengths-based opportunities
Work with team members to create development plans that focus on enhancing their strengths and applying them in new ways.
Set up mentorship programs where team members can learn from each other’s strengths and experiences.
Encourage strengths-based feedback
Provide feedback that highlights how team members’ strengths contribute to their success and the success of the team.
During performance reviews, focus on how team members can further leverage their strengths to achieve their career aspirations.
You’re a leader—the pressure is real. What you do (or don’t do), has a profound impact on the success of your organisation and your direct reports. Consider the impact you want to have, and the approach you want to take. Try a strengths-based approach for better leadership and bring out the best in yourself and in others.
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