You Were Built to Lead

My dad used to say “Life is a wonderful thing once you learn how to live it.”.  For a long time, I thought that this aphorism was about the big things in life, like building a solid career, raising a family or having a positive impact on your community.  While all of those things are certainly important, it wasn’t until I had an epiphany in my back yard that enlightened my idea on what my dad really meant.  This realization was demonstrated to me while I was folding some lawn chairs for storage.  For a couple of Summer seasons, I had great difficulty folding these particular chairs until one day in frustration, I slammed the chair legs on the ground only to find, much to my surprise, that the chair just collapsed and folded almost effortlessly.  After successfully testing my system on the other chairs, I was elated.  A great burden had been lifted from my soul.  It was then that I began to see the value of how knowing the nuances about things can be very liberating.  This led to me focusing on the “little” things that can really make a difference in maximizing my experiences on multiple levels.

For example, there are so many little things that if you just know how they function it would make your life easier.  For years, I did not know that the hole in a soda can tab was designed to hold a straw.  I also did not realize that the lid on a standard paper coffee cup was designed to be used as a coaster.  These are only a few things that when you know how they work can make your life just a little bit better.

Applying this principal to understanding how things work like computers, smart phones and televisions can really make your life so much easier and richer.  Now don’t get me wrong, I am no expert at any of these, but I do know that the more you know about these technologies the happier life can be.

Cars are an excellent demonstration of what I am talking about.  Now when I go to rent a car it is a whole new experience.  With all of the new technology that is now infused in automobiles, you never quite know what you are going to get.  Not knowing the different features that a particular car has to offer; you can’t maximize the functionality.  After driving the car for several days, you begin to figure out the different features.

Looking at something that is a bit more complicated, just like soda cans, cups and rental cars, children don’t come with a manual either.  Parents raising children kind of have to figure it out as they go along.  And, as most parents that have more than one child know, raising one child is entirely different from raising another.

Knowing how things function and knowing how to apply the different functionalities to meet specific purposes to achieve specific goals is critical to successfully accomplishing your objectives.  Certain things are specifically designed for distinct functionalities.  Keeping with the car themed analogies, certain vehicles work better in different situations.  While race cars are perfectly suited to drive fast and handle with precision on a racetrack, they are not well suited for picking up groceries or carting the kids off to school.  And, while your SUV or mini-van will do a much better job moving kids and groceries, they are not designed for speed or precision maneuvers.

Obviously, people are exponentially more complicated.  Knowing how people in organizations function is fundamentally just as important as knowing the functionality of a car.  As a leader, it is important to know how specific parts of your organization work and how the people work together to get things done.

Athletes develop their natural skills and talents to become the best at what they do.  Whether their skill set is to dunk a basketball, score a goal or steal a base, it is the coach that needs to know how to put these talents together to formulate a winning strategy. Just like athletes that hone their skills to propel a team to victory and use their abilities to work in conjunction with other team members for the success of the team, people in organizations must do the same.  Leaders should focus on developing talents and work to maximize teams using their collective strengths to attain successful outcomes.  Just like knowing how to get the most out of your car or your technology; knowing how to get the most out of the people that you lead will get you the best results.

Unlike cars and technology, it is the human factor/emotional intelligence that connects us to others and enables us to lead with purpose; leading with heart matters.  How you motivate, retain talent and improve morale are crucial leadership skills that require a human approach.  All of us have had to make decisions, maintain relations and adapt to changes in our lives.  These are the same challenges that leaders face on a daily basis.

Just as there are features on our cars and technology that we need to master, there are many elements of the people that you work with that you need to take the time and effort to learn and cultivate.  You may work with people for years and not know their talents and nuances that may play a vital role in adding to your organizational operations. Learning these abilities will bolster your leadership impact.  Maximizing an individual’s potential begins with knowing their talents, developing their abilities and building their work and careers around their strengths.

As with the cars you were built differently - for different purposes - but ALL of you have talents and skills that are distinctly yours.  And, like the cars, can achieve a particular purpose in the leadership realm and make significant contributions to your organizations.

So, what does all of this mean?  Leading in the 21st century requires a new style of leadership.  I am not suggesting that everybody will be the CEO of a major corporation, or hold a high office in the political arena or marshal in a large scale cultural change – What I am saying is that we all poses talents that when cultivated contribute to organizational success.

No one person knows it all.  Leaders must rely on those that they associate with to make good decisions, implement effective policies and to execute changes effectively.

We have long built our organizational objectives by molding people around our leadership goals; we now need to mold our leadership goals around the people. Change from boss mentality to coach mentality”

- Jim Clifton

Leadership is no longer judged by accomplishing big changes but by the small but significant operational contributions that move the needle and promote positive change.

Marin Luther King once said, “If I cannot do great things, I can do small things in a great way”.

An example of how making independent, relatively small decisions can make a huge difference in the grand scheme of things and can make a lasting imprint; Last year, one of the deadliest mass shootings in U.S. history occurred at an Orlando nightclub.  Chief Medical Examiner Joshua Stephany had been filling in as medical examiner for the county.  Dr. Stephany made the decision to separate the bodies of the 49 victims from the body of their executioner.  He said, - “There was no legal reason, no protocol” for separating the gunman, “It’s just what I felt was right.”.

 “True leadership is doing the right thing and making the right decision at the right time.”

“Becoming a leader is synonymous with becoming yourself. It is precisely that simple and it is also that difficult.”
- Warren Bennis

As automobiles were built to transport people and things, each with their own unique features and capabilities contribute to getting the right job done with the right capabilities, so are you. How this is done is defined by the specifications of the vehicle. How you lead is defined in your specifications.  Your specifications include many factors.  Talents, thinking and emotions are defined in your unique specifications.  They are your leadership tools.

You are built to make decisions and take actions to resolve problems.  You are specially designed to build and cultivate relationships that create synergistic teams.  When things go amiss, you are built to take decisive actions.  When making plans, you think strategically and when executing those plans you use your powers of persuasion to influence others to help you accomplish your goals. When leading, you are built to instill trust in others and demonstrate courage when taking risk while managing change. These are your talents - Your talents are your tools -Your talents are the keys to your success!

Contact us and let’s get your leadership style identified to help you flex your skills and improve your work and life.

You Were Built to Lead!

Written by: Larry Hammond, Sr.

What is Going to Make YOU the Next Great Leader? What Will Take YOU to the Next Level?

As the workplace dynamics and life situations are rapidly evolving, there are multiple opportunities to assume leadership roles.  Circumstances whether in your job or in your community or even in your family may require you to step up and lead.   For example, I have seen one of the biggest and most consequential leadership roles that I have had to undertake was addressing the needs of my aging parents.  In our communities, we often see that individuals are standing up to fight for what they believe in or to seek justice.  In the workplace, organizations are moving more aggressively toward team management and project-based operations.  These settings have made it even more imperative that organizations invest in growing leaders that can step into management roles to execute their organizational.

So, what do the experts say makes a great leader?

•  Great leaders get straight “A’s” on their leadership test.  They exemplify authenticity, accountability, adaptability and appreciation.

• Great leaders cast a compelling vision about where they want to go and they have faith in their beliefs - they create lasting solutions to problems not just band aide fixes and they create a thriving organizational culture.

• Great leaders stay positive, exhibit confidence and have a sense of humor - they are clear about their goals and decisive in their decisions - they lead with courage, passion and humility.

• Great leaders handle controversial issues or crisis calmly and confidently - they embrace failures and manage setbacks while taking responsibility for their actions - they learn from their mistakes and make the hard choices when they have to.

• Great leaders embrace change and lead by example - they communicate effectively and are transparent in their actions.

These are what I call the brass ring objectives.  These tend to be the buzz words of leadership development.  These are the things that we often shoot for to become better leaders.  While these are all good intentions and yes great qualities to have as a leader, they tend to be taught as the flavor of the month but, in reality, nobody embodies all of these leadership qualities. While a finely tuned racecar looks great and will perform competitively on the racetrack it won’t be a winner when you need to bring the groceries home from the store; your SUV will do a better job at that.

So how are you going to become the next great leader?  What will get you prepared to step into a leadership role, willingly or unwillingly, and have the best chance to succeed?

We all take on leadership roles in very different ways.  Depending on our talents and strengths as well as knowing our limitations we all approach the responsibilities of leading in very different ways.  Through Gallup’s research, it was determined that the most effective leaders are always investing in strengths.  Without an awareness of your strengths, it is almost impossible for you to lead effectively.

“We believe that when the right talent meets the right opportunity in a company with the right philosophy, amazing transformation can happen.”  -- Reid Hoffman

In order to be an effective leader, you need to take stock of your personal characteristics and skill sets and assess your strengths and weaknesses.  Further education in leadership and management coupled with continued professional development of your skills are key.   In this age of digital enlightenment and rapidly evolving workplaces, the definition of effective leadership is constantly changing and to keep up, leaders need to continuously ask questions of themselves.

In the popular TV show, Game of Thrones – Peter Dinklage plays Tyrion Lannister a dwarf living in this fictional world where physical strength and the ability to engage in warfare are rewarded.  When asked why he reads so many books, his answer is to improve his already strong mind.  Knowing that because of his physical limitations, that he would never excel as a warrior, his best chance to lead and succeed was through his intellectual abilities.  He knew his strength was his intelligence and that by enhancing his strongest asset he could not only survive in a chaotic world but he would excel as a leader.

Knowing your strongest assets are your best chance to be a successful leader.  Understanding not only your strengths but those of your team and bringing those talents to bear in your leadership endeavors is your best path to being a great leader.  Knowing your strengths and those of your team is like having a blueprint of why you are or why your team members are the way that they are is like having a manual on how to make yourself or your team members function at optimal efficiency.

In my previous articles, I have been talking about knowing your strengths is understanding your “YUR”.  Why you tackle certain challenges the way you do; why you react the way you do; why you lead the way you do are all encompassed in how you use your strengths.  For example, if one of your strengths is communication you will lead best if you use this talent to influence others.  Empathizing easily with others will take you a long way in your leadership responsibilities by helping to build strong relationships.  Having strong analytical skills, will help you devise effective strategies while leading a team and if you are a person possessing an acute ability to focus then you will use this strength to lead your team in successfully executing their projects.

“Before you are a leader, success is all about growing yourself.  When you become a leader, success is about growing others.”  – Jack Welch

As a person that has “Maximizer” as my top talent theme according to the Gallup StrenghtsFinder assessment, I understand that great leaders know that people are key to your success.  One of the keys to being a great leader, in my opinion, is being able to instill power within others.  Lifting others up, inspiring them to grow and bringing out the best in people is the best way to create more leaders.  A true leader is able to inspire their team to encourage them to go beyond excellence and accomplish far more than anyone expects them to – or they expect of themselves.  Great leaders earn their team’s respect.  They do this by getting to know their team by listening, providing productive feedback and they encourage cooperation over competition.

“You cannot have faith in people unless you take action to improve and develop them.”  -- Sumantra Ghoshal

The other side of the leadership equation is encompassed in why followers follow.  In the book written by Tom Rath and Barry Conchie, Strengths Based Leadership, Rath and Conchie outline how you can effectively lead using your unique strengths.  I highly recommend reading this book and with it you will get a code that will allow you to take Gallup’s StrengthsFinder Assessment.

If you are ready to find out what shapes your ability to be an effective leader and you are ready to maximize your “YUR” by discovering your talents, declaring your strengths and developing them into dynamic tools that will make you the next great leader V1H Consulting will help you to evolve your “YUR”.

“What great leaders have in common is that each truly knows his or her strengths – and can call on the right at the right time.”  --Tom Rath

“How You Do Anything is How You Do Everything”

A Strengths Based Approach

Martha Beck is credited with coining the quote, “How you do anything is how you do everything”.  This quotation has been widely used in a variety of training seminars, motivational talks and many books and periodicals.  It would suggest that how you manage most situations, challenges or other experiences in your life is probably a good indication of how you handle almost all of the occurrences in your life.  When I first heard this quote in a leadership seminar a few years ago, I wasn’t quite sure if this was really true and, if it was, how I would process this information.  Typically, statements that include words like anything or everything are usually very broad expressions and, quite frankly, I interpret them with guarded reservations.  For example, when I looked at the relationships that I have had in my life, or some of the actions that I have taken, I didn’t necessarily see a correlation to that statement.  My relationships varied widely and because I may procrastinate on doing yard work that didn’t necessarily mean that I procrastinated in doing other things, especially things that I enjoyed doing.  Also, while my desk may get a little messy, my car stays clean.  And, I certainly would not want to compare how I play basketball or sing, for example, with how I do other things in my life.  So, while I did see some things that fit in this model, my personal experiences didn’t seem to fit this doctrine consistently enough to solidify it in my consciousness.

Do you ever wonder why you make certain choices?  Why you do what you do?  Why you like certain things?  In my last article, titled “YUR” which talked about how your talents and strengths determine why you do what you do, leads to the connection between strengths and the do everything scenario. Under the concept of “YUR” I have suggested that the core of why you do what you do is driven by using your strengths.   As I viewed the do everything statement through the strengths lens, I could see a more definitive pattern that gave credence to this premise.  As I developed the “YUR” concept, as it relates to StrengthsFinder, I began to see a pattern that provided more credibility to the notion that “how you do anything is how you do everything”.  By looking at this quote in this new context, I saw it’s meaning in an entirely new perspective.

There are obviously some things we don’t do well.  Strengths psychology pioneer Dr. Donald O. Clifton asked the question, “What will happen when we think about what is right with people instead of fixating on what is wrong?” This philosophy dictates that it is better to focus on the things that we do well.  Why are we better at some things than others?  There is a reason:  It’s our talents.  Our talents help us to understand why you are the way you are – ergo, your “YUR”.  Knowing your talents helps us to understand how we naturally think and feel and they can shed light into our behaviors. Talents are aptitudes, personality traits and interpersonal characteristics like empathy, strategic thinking and assertiveness.  These are things that you are born with.  Infused with knowledge and the development of skills, these talents will become our strengths.  These are enduring qualities in each of us because they are basically hardwired in our brains. In short, they affect our ability to reach our goals and desired outcomes.  So, when you are using your talents and working in your strengths you can feel confident that when you do anything that you will find consistency in how you do everything and you can achieve the results that you desire when you know your talents and use your strengths to succeed.

When we look at others, such as, mentors, role models, leaders, etc. we look to them for inspiration and guidance but we also look to them to see if they do anything/everything consistently.  Those that we admire for their accomplishments and are at the top of their game in what they do are using their strengths at the highest levels.  Whether they are athletes, entertainers or in leadership positions they have discovered their talents and honed them to gain the maximum affect.  It is their dedication, tenacity and work ethic that are driven and supported by their strengths.  They repeat what has been working for them while enhancing their skills to improve outcomes.  For example, a basketball player uses his or her skills as a 3-point shooter to have maximum impact on the game, entertainers use their talents to regale their audiences and leaders use their strengths to influence others to initiate change.

Therefore, I have determined that this notion of how you do anything is how you do everything can be a good thing.  If you harness your talents and nurture them and ultimately make them your strengths, you too can use them to achieve your desired results. I encourage you commit to growing your strengths and use them to do everything.  When you master the art of unlocking your strengths and step into the version of yourself that uses your strengths to do anything, then you will find that how you do everything will result in more positive results.

Management expert, Peter Drucker says, “everyone ought to know what their strengths are’.  How you do anything is how you do everything when guided by your strengths creates patterns of success. Your strengths are your means of making positive contributions in the world. Your strengths are your inborn, hard-wired resources for good works. If you’re not making the most of your strengths, everyone's missing out. Start maximizing your strengths.

Discover, Declare and Develop your Strengths:

“If you are not focusing on your strengths then what are you focusing on?”

Because there’s a 1 in 33 million chance of you having the same top 5 talents in the same order as someone else, YOU are unique.  Be inspired to live in your strengths zone. Join us in the world of strengths. Focus on Your Strengths.

If you have any questions about anything that you have read in this article, or you’d like to talk to us about helping your team to understand the power of Strengths then connect with us today to see if we might be a good fit to help your team or organization build a Strengths Based culture.

Larry Hammond, Sr.

Start your Strengths Journey with our Basic Introduction Course

Unlock Your Strengths for Success, A Basic Introduction.

$125.00

“Why You Are…” How Your Strengths Exemplify You

At one time or another we have all been on the quest to find out “Who you are” in work, business or life.  Who you are is generally determined by your beliefs, your character, and your values.  These qualities are forged over time; through the influences upon our lives; our upbringing; our education and reactions to things that life has presented to us.

While knowing who you are is important, knowing why you are the way you are can provide a higher level of understanding about yourself and deserve further exploration. 

Over your lifetime through experiences of trial and error, you consciously and subconsciously demonstrate your talents and subsequently when you use those talents they influence the outcomes in your life.  Using your talents is a process of discovery not invention.  When I was growing up, I played basketball with my friends and eventually found out that I was never really ever going to be that good at the game.  On the other hand, swimming came more naturally to me and I used that talent to become a lifeguard.  The same thing happens with our ability to communicate, to build relationships, to influence outcomes or to execute complex task.  Just as I worked to develop my swimming talents into strengths that ultimately allowed me to pass the lifeguard test, developing talents into strengths in these other areas will promote success in other facets of your life.

Have you ever thought about why you are in the position that you are in?  Why you are in the relationships that you are in?  Why you have the successes in your life?  My work has led me to propose that the answer to “why you are…” (YUR…) is determined by your talents and strengths.  With our talents being a natural way of thinking, feeling or behaving and our strengths being the ability to consistently provide near perfect performance, these elements are major determinants of why you are the person you are.  When we identify and apply our strengths, we act within our circle of competence. We use our strengths to navigate challenges, effectively.  When we act within our circle of competence, we become more efficient, productive and successful.  Your “YUR” is your collective talents and strengths that denote why you do what you do, react the way you react and respond the way you respond to life’s stimuli. 

The “YUR…” is the combination of the drivers that push you to take certain actions or to respond to certain situations.  These drivers are your strengths. As an illustration, Superman sees a person in a burning building with his x-ray vision then crashes through the wall and saves them.  Because Superman knows his strengths; he knows that he can spot the person in trouble through the wall, break it down without getting hurt and save the victim in the fire without getting burned is an example of his “YUR…” 

 If he didn’t know and have those strengths his choices of rescue options would be quite different, he would have to find another way to attempt the rescue.  While we don’t have super human abilities like Superman, we do have human abilities that we can make super. In Simon Sinek’s book, "Start with Why", Sinek talks about the importance of understanding why individuals and organizations do what they do and that by knowing the right question will drive them to the right purpose.  Understanding your strengths manifest in the understanding of why you do what you do and the choices we make.  This understanding is key to mapping out success strategies, making decisions, solving problems and enjoying life. When it comes to the question of “Why?” we may ask, why am I inclined to “go with the flow” in most situations? Why do I have a tendency to take control of a situation so easily?  Why am I so competitive? - Why do I have such a strong desire to learn new things?  Why do I love meeting and interacting with new people so readily?  These are all examples of themes that drive us to react and behave in the ways we do. 

Learning what your talents are is easy.  The Gallup Corporation developed the Clifton StrengthsFinder assessment that measures 34 distinct talents. When you take the assessment, you are shown how the 34 strengths themes line up for you.  Those of us in the StrengthsFinder community often focus on the top 5 themes which tend to be our most dominant and those that we go to most often.  These are the areas where you have the greatest potential to develop strengths. 

The Gallup Corporation indicates that there is a 1 in 33 million chance that someone else will have an identical top 5 theme sequence.  That means that your strength themes make you definitively unique. Your “YUR…” is equivalent to your DNA.  It is your thinking combined with your actions.  Just as your DNA determines your physical makeup, your abilities and attributes; in other words, “who you are”. Your talents and strengths makeup the “why you are” in life.   What determines this extraordinary uniqueness is how your strengths work together.  It is akin to a quantum theory explanation.  The quantum analogy depicts the idea that your combined strengths work independently and collectively to fulfill a purpose.  As an example, imagine two sports car drivers that are preparing to race each other.  One driver’s car has five gears and she is skillful at switching from one gear to another.  The second driver has five different cars, each equipped with only one gear.  For him, his potential outcome is limited in having to choose a car that is confined to only one gear. This illustrates how when we are not working in our strengths we are less likely to be consistently successful.

For example, my top 5 strengths are Maximizer, Arranger, Strategic, Analytical and Responsibility so whenever I go out to run errands, I analyze the situation then I strategically arrange my trips responsibly to maximize what I can accomplish.  Consequently, with all 5 of my strengths working in concert, I achieve the best outcome – this is my “YUR...". For those of you trying to find out who you are, I wish you the best of luck.  For those of you that would like to know why you are… we have an answer for you. 

If you are ready to find out what shapes your ability to achieve and you are ready to maximize your “YUR…” by discovering your talents, declaring your strengths and developing them into dynamic tools for success then V1H Consulting will help you to evolve your “YUR…”

Sharpening Your Talents and Allowing Your Strengths to Manage Your Expectations...By Larry Hammond, Sr.

Our expectations are our beliefs that something is likely to happen.  Expectations are formed because we anticipate certain outcomes as we go about our life’s activities.  We all have formulated particular expectations from the simple and mundane to the complex and serious aspects of our lives.  When we turn on a light switch, we expect the light to come on; when we go to start the car, we expect the engine to turn over.  When we travel by airplane, we expect the crew and equipment to work cohesively to get us to our destinations safely.  We depend on reliable expectations to make decisions and to manage the activities that we undertake in our lives each day.  While we would like all of our expectations to transpire as we predicted, that is certainly not always the case.  This is especially true when it comes to expectations derived from the actions related to other people; our family, friends and colleagues.  How we process these types of interactions becomes much more complicated.  For example, how often have you expected your children to do one thing and they do the complete opposite?  How many times have you had an encounter with a friend or associate where their actions have totally taken you by surprise; sometimes even shocked you?  And, can you count the number of times that you have engaged a co-worker or colleague and gotten something entirely different then what you expected to get from that person either in action or work product?   

We develop our expectations based on our experiences and our encounters.  From a young age, we begin to learn what to expect when we do certain things; the reactions that we get from our parents and others when we act or perform in a particular manner.  We learn to modify our expectations as we gain new information and knowledge.  For example, if you touch a hot stove you may expect that all stoves are always hot.  As we grow and discover new information, we modify our expectations accordingly and we can make better decisions as we make more informed assessments of our expectations.

In the case of a finely tuned basketball team, such as the 2017 Champion Golden State Warriors, you would imagine that they refine their respective talents to win games and team members rely on their team mates to exert their strengths to ensure they achieve victories and championships.  For example, the Warriors turn to Steph Currie to make 3 point shots and there is a strong expectation that he will make them.  Knowing your team’s strengths gives you a clear-cut advantage in implementing strategies and achieving success.

When a manager and other team members are confident that a team member will perform the necessary and comprehensive research to move a project forward; when the team is assured that a co-worker will take on a responsibility, take on complex tasks and move through those tasks with skill and grace; and when a team can rely on their cohort’s abilities and talents then you have a team that can EXPECT success!  Conversely, expecting something from someone that they are unable to deliver can be frustrating and less productive.

Leaders who know how to manage expectations are able to more seamlessly navigate the choppy waters within their organizations.  Why?  Because they know how to communicate, organize and direct conversations around their team’s talents and strengths, thereby being more likely to successfully predict positive outcomes that ultimately achieve success for the team.

What if you could be more confident in your ability to predict expectations?

Building a Strengths based team is key to having the ability to predict expectations.  Teams that know and intentionally use their unique talents and strengths have a significant advantage in managing and predicting expectations.  Teams built around this philosophy learn to appreciate each other’s strengths and develop a level of trust in their team members’ abilities to deliver.  They also know how to combine their strengths with other team members to directly enhance positive results.

The main components in a team environment that will influence the decision-making process and collaboration are the following:

Communication – Having teams grounded in their strengths allows for the team to express ideas in a common language that enables them to build complex connections between members.  These connections increase the ability to predict expectations as team members are well grounded in what is being communicated to the team and among stakeholders.  This promotes clarity.

Clarity – Using strengths as a basis for fostering effective communication among the team is the first step to solidifying clarity.  When goals and objectives are clear and well defined, there is a much greater probability of achieving success.  Teams that are fully operating in their strengths are much more likely to perpetuate understanding of intentions and purpose which boost assurance in the team’s capabilities, thus building confidence.

Confidence – Strength-based teams are confident in their abilities, their team members and in achieving the desired outcomes.  Having high levels of confidence on a team is an essential predictor of expectations as to how the team will perform.

These elements are enhanced dramatically by discovering, declaring and developing Strengths.

“The expectations of life depend on diligence; the mechanic that would perfect his work must first sharpen his tools” -- Confucius

Your talents are your tools - Sharpen them and let your strengths help you manage your expectations.

Larry Hammond, Sr. – Certified StrengthsFinder Coach and Principal with V1H Consulting.

Find out more about strengths based workshops and training at wwwv1hconsulting.com

Building a Winning Team Starts with Discovering Their Strengths

In today’s work world, having highly functioning teams is critical to organizational success.  The synergistic relationships that are formed when teams work collaboratively and efficiently is key to organizations that are highly effective.  Some years ago during my studies in management, I crafted a paper that expanded on the idea that our management structures would evolve to rely on teams to accomplish organizational goals and objectives.  This, in fact, has occurred.  Team management is widely used to facilitate organizational mergers and has been touted as the ultimate competitive advantage that can deliver excellent results.

A team technically defined is a collection of individuals organized to accomplish a common purpose, who are interdependent, and who can be identified by themselves and observers as a team.  Through combining various employees into strategic groups, a team-based organization can create synergies through team processes.  Due to organizational complexities, global and technical factors, the importance of combining competencies and building strong teams is increasing.  Cross-functional teams utilize a wide variety of unique skill sets to build teams capable of achieving complex objectives.

When executing team goals, it is important to establish unambiguous objectives and build strong interpersonal efficiency.  Some hallmarks of successful teams are that they work towards clear, compelling common goals.  They have a mutual trust for their team members and bring complementary skills to the table.  And, they need to exercise mutual accountability, including the leadership.

Model for Team Success

Common Purpose >>> Connection >>> Communication >>> Collaboration >>> Celebration

Trademarks of highly performing teams include the following:

• They produce excellent results

• They engage in open-ended dialogue and group participation in meetings

• They regularly evaluate their performance and processes

• They solve problems through innovation

• They are continually learning

• They celebrate their successes

So, how do we create a superior effective team? Obviously, one important factor is the ability to work together.  Generally speaking, in work and social environments, connection is important to us; we need each other; and we derive strength from positive relationships.  We need to be able to give and receive to make connections.  This, of course, requires that you trust and let others help you.  It also requires that people need to give and receive without judging. We have been taught not to attach value to asking for or needing help.  In some cases, it is actually portrayed as a sign of weakness.  Consequently, needing and asking for help tends to expose a level of vulnerability that can cause dysfunctional team dynamics. 

As I have seen in my work, the best way to build a successful team is to apply a strengths-based methodology.  A strengths-based team is a group of imperfect but talented individual contributors valued for their strengths, who need one another to realize individual and team excellence. Strengths-based teams create sustained growth and success by continuously investing in each other’s strengths while building better relationships within the group.  They are able to collaborate more effectively while achieving greater performance, more success, and higher levels of engagement.

Strength-based teams embody the following qualities:

• Team members have a clear understanding of their individual and collective strengths and performance gaps. 

• They have a common language to describe each other’s talents, strengths, weaknesses, and performance goals and expectations.

• They intentionally structure activities to maximize the team’s talents.

• They develop support systems and appropriate “workarounds” for gaps in strengths and performance.

• They are highly collaborative and have a number of complementary partnerships.

These attributes reinforce the team’s cohesiveness and collaboration.  They help team members to engage in the process with an open heart and opened mind.  They allow for team members to listen with empathy and to better understand the emotions that people are experiencing.  Team interactions allow for constructive criticism as team members care about what people think.  As members work more cohesively around their strengths, they are less likely to make comparisons that become unhealthy to the team.  These comparisons can kill creativity and joy.  Strengths-oriented team members tend to stay in their own lane.  They stay away from blaming others for team failures - blame kills organizational cultures.

When you create a strengths-based environment among teams:

• You increase the team’s awareness of the principles of strengths-based development.

• You increase team members’ awareness of an appreciation for their individual and collective talents and strengths.

•  You increase the team’s application of the principles of strengths-based development

• You increase team members’ application of their individual and collective talents and strengths

• You track and communicate the achievements (the specific performance results) that come from their awareness and application of strengths.

Creating strong teams can be challenging.  Group dynamics can often bring their own set of hindrances a team’s success.  But, when team members are grounded in their strengths; when they work collaboratively; when they are not afraid to ask for help; when they work in their collective talents; and when they can celebrate each other’s successes as well as those of the team, then you have truly created a winning interdependent group that exemplifies the team sentiment, “I serve us so we can serve others”. 

If you would like more information on how to create a strengths-based organization contact V1H for a free Lunch and Learn. 

Written by: Larry Hammond, Sr.

Certified Strengths Coach

Communicating Through Strengths – The Road to Success

Why is actualizing excellent communication systems such a challenging issue for most organizations?

All organizations generate, receive and use data- accounts about information which become accomplishments when arranged in meaningful patterns.  Members of organizations communicate because they must receive and transmit information to coordinate their activities and to carry out their respective missions. All messages that pass through a system must be comprehensible to intended recipients.

 The original meaning intended by the sender may also become distorted when intermediaries at various levels of hierarchies reframe the information in line with their prejudices and preferences or when new information is combined with what is stored in organizational memory.  No matter what systems are used, communication content must be defused through the organization effectively.  Even with technology enhancing communication, people find understanding and consensus is often lacking.  With the wide array of communication methods – email, telephonic systems, instant messaging, etc., the ability to send and receive messages has never been easier or faster. However, method and messages are not necessarily communication. This is especially true when the essential success of communication is imperative such as in a hospital.  
Recently, at the conclusion of a successful surgery for my daughter, I found myself sitting in the recovery area of a major hospital. With the stress of the surgery gone, I began observing the activities going on around me.  As I watched, it became apparent that hospitals are a hotbed of communicative activity.  It occurred to me that, by necessity, hospitals have almost mastered the art of organizational communication. There are large screen monitors chocked with data, computers at every station and patient monitors beeping as physiological data is being recorded.  Then there are the less technological devices like white boards to write notes which, by the way, include magnetic tokens that say “Stop” and “Go”.  And, of course there is the all-important face-to-face dialogue that takes place between the patients and medical staff.  Even the physical layout of the hospital setting is designed to facilitate productive communique; nurses’ stations are usually centrally positioned, and open for all to observe. In addition, there are a cadre of directional signs to keep you on the right path.  Successful communication in hospitals is literally the life blood of the organization.  A misguided or inaccurate message can mean life or death in a hospital setting. 
The flow of communication is essential to success and the decision making process in any organization if they are seeking to excel at performing their missions, serving their customers and being the best in their industry. As demonstrated in the hospital environment, communication is an essential element in organizational culture.  Organizational culture, according to Professor of Communication at the University of Illinois, Marshall Scott Poole, “represents the linkages between the organizational situation and members’ cognitions, feelings and behaviors.”  Most important to organizational life, it affects job satisfaction and performance.  Political Scientist, James Q. Wilson defines it as a “persistent way of thinking about the central task of and human relationships within an organization.”  Hospitals have a
distinctive organizational climate that tends to uniquely provide opportunities for people to work in their strength.  It’s mission, to provide excellent care to patients is clear-cut; policies and procedures are meticulously documented; and personnel is afforded the opportunity to use their communication strengths at a high performing level.   

How does knowing and working in your strengths help enhance communications in an organization?  

In a previous article, “A Language to Excel”, I highlighted how the faculty at Loyola Marymount University (LMU) used StrengthsFinder® in their leadership programs to help students find a common language that enhances their leadership skills. It is one example of how StrengthsFinder® teaches that each of us has talents that are meant to be used and that we use these collective talents to meet life’s challenges. 
Achieving excellence in any area isn’t easy; especially in the area of communication.  Organizations which establish a foundation to maximize team performance have a distinct competitive advantage.  In my personal experience managing and working with teams, I have seen that the best way to succeed is to encourage all staff levels to identify and work in their talents. When one plays to these talents they become confident in their strengths and create an environment of focus and engagement. Individuals feel better because they are growing and developing and teams collectively elevate higher levels of innovation and creativity.  Organizations who promote and allow their teams to work in their talents and strengths are using this important key to success. 
Based on over 40 years studying human strengths, the Gallup organization created a language that identified 34 themes derived from multiple natural talents that naturally exist in individuals.  The development of these talents manifest strengths.  Most strengths are not rooted in just one talent, but two, three or more.  Using themes that overlap, helps you to contribute your best role in a variety of circumstances.  The interaction of themes is called, “theme dynamics”.  It is through these interactions that we draw from our talents to maximize our efforts in areas like communication.  For example, in the hospital scenario, let’s say that nurse Emily’s strongest talent is “Achiever” which naturally pushes her to get things done and to do more.   She also has “Learner” talents which drive her to master new skills that make her more effective in her work.  And, if she has “Strategic” talents included in her top themes, then she is always interested in knowing the options that the she can use to best communicate her messages.  While the “Communication” theme may not have been identified to be one of Emily’s top talents, she is using her primary talents to execute effectively in the area of communication which is key to being successful in her job.

       
Is communication in your organization consistent and effective?  

Using a strengths-based approach uniquely positions managers to build a strong communication network within their organizations.  There are multiple advantages to this method.   The first includes the formation of a common language that provides all team members with a consistent way to communicate among themselves.  This brings clarity and continuity in sharing information.  Also, teams that consistently work in their strengths are more confident and self-assured in their informational exchanges.  And finally, organizations that are operating in a strengths culture espouse their values to the constituents that they serve.  Communication is vastly enhanced when stakeholders clearly hear and understand the missions and goals of an organization when they are articulated definitively and confidently from members of the organization. When in the hospital, one takes great solace that any communication related to their specific case or that of a loved one is being executed accurately, effectively and timely.  It is imperative that the right information be communicated so that the best possible outcome is achieved.  In this setting, it is extremely important that those responsible for the medical care are working at maximum aptitude and efficiency.  When organizations communicate effectively, progress is made, employees stay engaged and service delivery is optimal.  Those that master communication systems by developing strengths-based, interdependent teams, where communication throughout the organization is at the forefront, consistent and effective, will succeed and prosper. 
Larry Hammond, Sr. – Certified StrengthsFinder Coach and Principal with V1H Consulting.  Find out more about strengths based workshops and training at wwwv1hconsulting.com