Download - Strengths in Teams and Coaching Workshop
Building a High‐Performing Team Team
Diverse Strengths & Shared Values
The Research: Which Puppet Would You Choose?
We Tend to Gravitate Towards People Who Are Just Like Us . . .
It Happens in the Workplace Too . . .
Common Ground is Important . . . So is Diversity
Shared Values
Diverse Strengths
“We wanted to come up with committable core values and by committable, meaning we're actually willing to
hire or fire people based on whether they're living up to those values, completely independent of their actual job
performance.“
‐‐ Tony Hsieh, Zappos Founder
Do Values Really Matter?
Zappos Hiring Process . . .
How can you find out what their values are?
Values & Motivation
“Man is so made that when anything fires his soul, impossibilities vanish.”‐‐Jean de la Fontaine
Passion = Values in Action
How Can We Get Them to Bring Their Values to Work?
A Word About Strengths
• Is it just something that you’re good at?
• Is it different from a skill or ability?• Traditionally we would define a talent in terms of the output
• Strengths theory defines it in terms of energy and engagement
Know Thyself
“A leader needs to know his strengths as a carpenter knows his tools, or as a physician knows the instruments at her disposal. What great leaders have in common is that each truly knows his or her strengths – and can call on the right strength at the right time. This explains why there is no definitive list of characteristics that describes all leaders.”
‐ Dr. Donald O. Clifton
How do I identify my strengths?
• What is working well and how can I do more of it?
• What things energize me?• Do I feel a sense of yearning or inevitability?
• Would I do this even if I weren’t getting paid?
• VIA and SBL surveys
Gallup Strengths Framework
Your Strengths . . .
Net Energy Yield
Compounding . . .Small, Intentional Tweaks
Change the Frame
Why Focus on Strengths . . . What About Weaknesses?
Focus On Strengths
NotWeaknesses
Strengths in Overdrive
How Well Do You Know Your Team?
Why Should I Get to Know My Team?
• Can’t they just put their heads down and do their work?
• This is a fast‐paced work environment. We focus on results. We don’t have time for personalities.
• I’m not your therapist. We have a job to do, so let’s do it.
Strengths and Motivation
What works for one employee may not work for another. The approach needs to be tailored to each team member.
A Tale of Two StaffExecuting
Relationship Building
Personalize
We’re all unique (no this is not photo shopped)
Build a Common Vocabulary
Strengths assessments are a doorway to a conversation . . .
Build a Common Vocabulary
KNOW THYSELFWhy do we fail to get to know ourselves?
Ask Accept
Act
#AICPA_EDGE 35
How do I get good, honest feedback?Create safetyPrime the pumpStart early in your career
#AICPA_EDGE 36
Create Safety
#AICPA_EDGE 37
Create Safety
Warmth . . . And . . . Strength• Do you mean me harm?• Do you have the capacity to
carry it out?
What are you doing to develop the talent you have?
What separates truly great performers from everyone else?
Deep Domain Knowledge
Willingness to Repeat Hard Things, Even After Initial Failures
Push Themselves Just Beyond Their Current
Capabilities
"Organizations tend to assign people based on what they're already good at, not what they need to work on."
‐ Geoff Colvin
Developmental Goals
"The best performers set goals that are not just about the outcome, but about the process of reaching the outcome."
Deliberate Practice
Talent Development & Coaching
“If we treat people as they are, we make them worse. If we treat people as they ought to be, we help them become what they are capable of becoming.”— Johann Wolfgang von Goethe
Separate Coaching from Mentoring
Structured Coaching
3‐3‐1 in 15 minutes
•What’s working?•What’s not?•One goal
Coaching Tip: Ask Good Questions
• What’s the one thing that you could do now that would have the biggest impact on your future success in leadership?
• What's the one thing you could do that would have the biggest impact on your relationships with members of your project teams?
• What relationships should you be cultivating?• What are you doing to stretch yourself from a technical perspective?
Coaching Tip: Practice Reflective Listening
“What I hear you saying is . . .”
It’s Not About the Nail
Mentoring“Not everyone at your firm is likely to be an effective mentor. Good mentors are typically a scarce resource at firms.”
What would happen if everyone at your company knew where you were going
and why?
How do we create clear linkages between my job and the company goals?
Embrace Radical Transparency
Dan Griffiths, CPA, CGMA is the Director of Strategic Planning at Tanner, LLC, a Salt Lake City‐based professional services firm with 115 team members. Prior to merging his practice with Tanner, he co‐founded Proficio Services Group to provide strategic & business planning, leadership development, and business coaching services. Dan is a graduate of the 2010 AICPA Leadership Academy and in 2011‐2012 served as the chair of the Young CPA Network Committee for the AICPA. Dan has also been very active with the UACPA and in 2011 was recognized as the Outstanding CPA in Business and Management. He was recently selected to serve as Utah’s elected member of the AICPA Governing Council. Dan is an avid flyfisher, backpacker, and gardener. He and his wife Bibiana just welcomed their fourth child to the family.
Contact Dan at: [email protected] connect with him on LinkedIn www.linkedin.com/in/dangriffithscpa