Optimize Your Strengths E-Book

James Brook

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 173

Veröffentlichungsjahr: 2016

Beschreibung

Discover your unique edge.

Each of us has our own set of strengths, abilities and skills that allow us to shine and deliver exceptional results. These are our underlying qualities that energise us and we are great at (or have potential to become great at). But how do you understand and build upon your strengths and how do you inspire others to do the same?

Optimize Your Strengths provides a proven strengths-based approach to achieving peak performance for you and your team. You'll discover your core strengths and learn how to use these to bring out the best in yourself and inspire passion, innovation and engagement in those you lead. Using the Stretch Leadership Model, leadership and organisational development experts, James Brook and Paul Brewerton, show you how to lead beyond boundaries and develop positive habits that drive you to continuously improve and take advantage of new opportunities.

Through a fictional narrative that brings the subject to life; follow the journey of Joe (a leader facing both personal and professional crises), as you learn to:

• Discover, analyse and grow you and your team's natural strengths and abilities in pursuit of a compelling vision
• Develop an energising and powerful leadership approach based on strengths, solutions and possibilities
• Use a Stretch Toolbox of six step-by-step models to uncover your leadership edge and grow into an inspiring leader
• Get hands-on experience working through chapter exercises on an accompanying website
• Take real action to continually enhance your strengths and improve your weaknesses

Leseprobe

“In today's pressurized workplaces, it's easy to forget to do the important stuff when it comes to leadership – knowing your strengths and how to use them, dealing with the things that may derail you, and becoming a great talent spotter so that you can lead through others. This book reminds us all about the most important leadership lessons and gives us a road map for putting them into action.”

Michael Brooke, Head of Innovation, BNP Paribas Global Markets

“Discovering what your strengths are and building a work experience, and ultimately a career around them is one of the greatest opportunities afforded to readers of this book. Authors James Brook and Paul Brewerton have amassed a trove of ideas, insights and tools to guide the reader towards those areas of passion in their life, that will not only bring them greater personal satisfaction in their jobs, but also enable them to have greater impact at work, and ultimately in other areas of their life.”

Stuart Crabb, Director of Learning, Facebook

“As a former Olympic medalist and current Olympic coach, I can't agree more with a strengths-based strategy. There is just so much more potential in people's strengths rather than fussing at the edges with their weaknesses. In addition, people are much happier working to their strengths and I know that happy athletes make better athletes. Paul and James' novel way of demonstrating the power of strengths and its four habits to build powerful leadership teams is captivating and like all good novels, very difficult to put down. I strongly recommend this book to all leaders and leaders to be.”

Bill Barry, Managing Partner, Personal Best International Ltd

“Optimize Your Strengths is written as a fable, but it is based on reality. It describes the journey of a leader who moves from one worldview to another. Many people have had such epiphanies, but few have had the tools to move from enlightenment to execution to excellence. This book provides a practical toolkit for making that happen and achieving on-going success.”

Mike Pegg, Author and Founder, The Strengths Foundation

“Brook and Brewerton offer four habits to stretch yourself beyond being an ordinary Joe at work. Optimize Your Strengths along with Joe on the path of possibility with shared vision, sparked engagement, skilled execution and sustained progress. Warning: This book may be habit forming and work may never be so limiting again.”

David Zinger, Founder and Host of the 5000 member, Employee Engagement Network

“If you are serious about embarking on a journey to ‘stretch’ yourself and move forward professionally and personally, this book will be invaluable. James and Paul outline a positive and powerful approach to building on your strengths and addressing limitations. Through this enjoyable yet challenging story we’re able to see the reality of just how transformational a change in thinking and behaviour can be. This is an important book which I would highly recommend to leaders and those aspiring to leadership.”

Dr Rebecca Newton, Visiting Fellow, Department of Management, London School of Economics and Political Science

“A key question for those who want to help others is how to get new ideas across in a fun, interesting way which allows them to be painlessly absorbed. Brook and Brewerton achieve this by drawing on the inherent attraction of our brain to a good story. This book is immensely readable, packed with great information in an easy to digest style. I think managers, leaders and trainers alike will love this book, and I highly recommend it for those interested in developing their ‘leadership edge’.”

Sarah Lewis, Psychologist, Author and Appreciative Inquiry Consultant

Optimize Your Strengths

Use your leadership strengths to get the best out of you and your team

James Brook and Dr Paul Brewerton

This edition first published 2016 © 2016 James Brook and Dr Paul Brewerton This is a revised edition of Stretch, published 2012

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Library of Congress Cataloging-in-Publication Data

Names: Brook, James (HR consultant) author. | Brewerton, Paul, author. Title: Optimize your strengths : use your leadership strengths to get the best out of you and your team / James  Brook and Dr Paul Brewerton. Description: Hoboken : Wiley, 2016. Identifiers: LCCN 2015047538 | ISBN 9780857086938 (pbk.) Subjects: LCSH: Leadership Psychological aspects. Classification: LCC HD57.7 .B756 2016 | DDC 658.4/092 dc23 LC record available at  http://lccn.loc.gov/2015047538

A catalogue record for this book is available from the British Library.

ISBN 978-0-857-08693-8 (paperback) ISBN 978-0-857-08695-2 (ebk) ISBN 978-0-857-08696-9 (ebk)

Cover design: Wiley/Digital Parent Company

Contents

Acknowledgements

Foreword

Introduction

Style of the Book

Chapter 1: The Leadership Edge: In which Joe comes to terms with his predicament and challenges his beliefs about leadership…

Notes

Chapter 2: Habit 1:

Sharing Vision (stretch goals)

: In which Joe practises setting stretch goals…

Notes

Chapter 3: Habit 1:

Sharing Vision (optimizing strengths)

: In which Joe practises optimizing his strengths…

Chapter 4: Habit 2:

Sparking Engagement (optimizing others' strengths)

: In which Joe practises optimizing the strengths of others and takes action to reduce performance risk…

Chapter 5: Habit 3:

Skilfully Executing (strengths-based culture)

: In which Joe practises stretching the limits and reinforces a strengths-based culture…

Notes

Chapter 6: Habit 3:

Skilfully Executing (reinforcing a strengths- based culture)

: In which Joe continues to stretch the limits…

Notes

Chapter 7: Habit 4:

Sustaining Progress

: In which Joe recognizes achievement…

Chapter 8: Postscript: In which Joe celebrates success and passes on his learning…

Appendix: The Stretch Toolbox: Free tools and resources to help you transform your leadership

1.1 Stretch Leadership

TM

Model

1.2 The Path of Possibility

TM

Model

1.3 Positive Balance

1.4 Leadership Brand Pyramid

1.5 The Stretch Zone

1.6 Passion–Performance Grid

Glossary of Terms

About the Authors

EULA

List of Tables

Chapter 4

Table 4.1

Guide

Cover

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Acknowledgements

This book has been over 18 months in the making and would not be finished without the contribution, inspiration and support of a large number of people.

Our deepest gratitude goes out to Nicki Hayes, who helped us transform this work from its rough early form to the polished story you are about to read. She demonstrated diligence and good humour throughout, exercising tremendous flexibility and talent in responding to our demanding expectations.

We also want to express special thanks to several other people who contributed to the book in a variety of ways: to Steph Tranter for her detailed and superb comments on virtually all aspects of the manuscript; to Gail MacIndoe for her early input into shaping some of the concepts and ideas in the book; to Sarah Glazier for her efficient support coordinating the production and marketing of the book; and to Dearbhla Kelly, Karena Gomez, Josh Dykstra, Aidan Tod, Mike Miller and Mike Pegg for their excellent comments and feedback during the final stages of writing.

Finally, a special note of thanks goes to our families for giving up time with us over the weekends, evenings and holidays, to help us complete this manuscript and for continuing to support us through every step of our journey to translate our dreams into reality. James wishes to thank his son, Liam, for remaining so positive over the years and bringing him so much joy and pride. Special thanks from Paul to Ana, his partner, and to his Mum for giving him all the strength and love in the world.

James and Paul, 2016

Foreword

There are many parallels between elite sport and business leadership, from which we can draw valuable inspiration to help navigate through today's increasingly turbulent and competitive business environment.

Just like top-performing athletes, effective business leaders have very different characters and strengths. They spend time analysing their strengths and natural abilities and find a place where they can shine. For business leaders, this also means using their strengths to free up and optimize the collective talents and abilities of team members in pursuit of a compelling vision.

However, the truly outstanding leaders don't stop there. Through hard work, dedication and continuous stretch – of themselves, others and the organization – they ensure they are always looking for ways to improve and take advantage of new opportunities. Like Olympic gold medalists, they don't rest on their laurels when they achieve success. They look to the next challenges and work hard to move beyond their comfort zone, inspiring others to do the same. Olympians know that, in their pursuit of gold, it is unlikely that they will be enjoying what they are doing all of the time. They engage in training routines that sometimes sap their energy and can't be delegated to others.

They must also learn to tackle their weaker areas through hard work and by drawing on their strengths and those of others, including their coach, colleagues and teammates. In business it is no different. Effective leaders remain mindful of their strengths to boost their confidence, resourcefulness and energy to overcome performance blockers. They tap into the talents of those around them, using their strengths to compensate for any areas of weakness.

I recommend this book because it is one of the few I have read that focuses on strengths building and provides practical guidance to help leaders discover their unique leadership edge, develop productive habits and achieve peak performance. Through understanding and practising the habits in this book, leaders can bring the best of themselves to their roles, inspiring passion, innovation and engagement in those they lead.

Kriss Akabusi, MBE, FPSA Soldier, Olympic Athlete, Television Presenter and Professional Speaker

Introduction

There are myriad different leadership models and approaches, many of which are highly prescriptive about the type of personality and qualities you need in order to be an effective leader. For example, qualities like charisma, persuasiveness, emotional intelligence and courage are often highlighted as essential qualities for leadership effectiveness and success.

However, recent research shows that successful leaders have very different personalities and qualities that they draw on in achieving their results. What they do have in common though is a true understanding of and ability to leverage their “leadership edge” (their unique strengths, abilities and skills) to influence and inspire others to achieve extraordinary results.

Effective leadership is also about positive stretch – stretching yourself and your team to push the boundaries and achieve in the upper range of your collective strengths. This is particularly relevant in today's competitive and evolving environment, where organizations (private, public and voluntary) are being challenged to do more with less, to work more efficiently by optimizing the discretionary effort, innovation and engagement of their workforce.

Our experience and research show that effective leaders master the art and science of “stretch”. They adapt to environmental changes whilst adhering to the four Stretch Leadership™ Habits. They establish a clear “picture of success” for their own development and progression and that of their teams and the wider organization by Sharing Vision (the first Stretch Leadership Habit). They simplify this shared vision into manageable stretch goals ensuring buy-in from all stakeholders through the habit of Sparking Engagement. They Skilfully Execute (the third Stretch Leadership Habit) the road map to achieve their vision, celebrating success and Sustaining Progress (the final Stretch Leadership Habit) and positive energy throughout. In short, they push the boundaries of thinking and possibility, looking for new and innovative ways of doing things to achieve the organization's goals, while advancing their own career.

Style of the Book

This book is intended to be a practical and accessible work of fiction, rather than an academic text. It follows the journey of a leader with a deficit (or weakness-oriented) mindset gaining insight and experience about how to lead more effectively through stretching and optimizing his own strengths, as well as the strengths of his team, to achieve outstanding results.

The objective of this book is to highlight powerful concepts, principles and techniques of the strengths-based approach to achieving peak performance. We hope that our story brings these concepts to life in a relevant and engaging way. Whilst the narrative does not delve into the finer details of such models, we have included them as part of a resource and learning toolbox in the appendix of the book.

Although based on actual research and experiences from our own work and coaching, the characters and organization described in this book are fictional and do not reflect any specific person or organization. Whilst the story centres on a “for-profit” organization, the principles and concepts can be applied to any organization irrespective of the nature, purpose or size of the institution, as we have experienced over the past 20 years through extensive research and leadership development experience.

“The leader's role is to free people, not control them – to free their strengths, ideas, energy and value, rather than straightjacketing them with bureaucracy.”

Tony Hsieh, Managing Director, Zappos

CHAPTER 1The Leadership Edge: In which Joe comes to terms with his predicament and challenges his beliefs about leadership…

Joe hangs up the phone on Kelly, his new boss, and walks slowly to his office window. Gazing thoughtfully across the park, he focuses on the wilting flowers in the hanging baskets, the product of a hot, dry summer. Wondering why the park wardens have not watered them, he smiles wryly, realizing that his estranged wife would say, if only she was there:

“You're only worrying about the park wardens, Joe, because it's easier than worrying about your own problems…”

In that second, he feels the full weight of his predicament for the first time.

As the recently appointed European head of Tiger Online Recruitment, Joe faces many challenges. His phone call with Kelly confirms this. His attention is momentarily drawn to a mother laughing as her two small children chase pigeons across the park. Frowning, he remembers his personal situation too, a situation he prefers not to think about.

“My life,” thinks Joe, “is spinning out of control…”

Turning back to his desk, Joe forces himself to focus on his professional challenges. At the forefront of his mind is the firm's current financial performance. Sales are 25% behind target and several major accounts have not renewed their contracts in recent months. Kelly had called from Seattle, wanting to go through the numbers in detail to determine how to salvage the current year's performance. She had sounded even more agitated than usual, particularly since sales in the US and Asia Pacific had been hit badly by the sluggish economy too.

“What if these poor sales numbers are symptomatic of deeper, more malignant problems?” ponders Joe, as he looks out of the glass partitioning between his suite and the open plan office. Thinking about his leadership team, he counts all the ways in which their performance and behaviour fail to meet his expectations.

“Relationships between individuals are poor; there's a growing mistrust and some pretty unhealthy politicking taking place out there; Robert's resignation hasn't helped either,” he assesses, clinically.

Robert, Tiger's former Finance Director, was Joe's top performer. He had applied for Joe's job. He didn't get it. He had moved to the position as CEO for Tiger's major competitor and Joe's former employer, Dragon Recruitment.

Spinning his chair towards the window, Joe stares out at the scorched landscape, wondering where to start. Suddenly he remembers meeting a guy on his return flight from Seattle two weeks ago. He was a “strengths coach”. Joe had heard of business coaches, he'd even read a few books on business coaching; never though, had he heard of a strengths coach. Being curious by nature, Joe had spent some time getting to know this person, Richard, who had given him a business card when they parted at Heathrow. Joe recalls their conversation about the “deficit-based” belief system most people inherit from their childhood. Richard had explained that his job was to help leaders become more effective through focusing on strengths to achieve breakthrough thinking and to overcome challenges. At the time, Joe had been too embarrassed to admit that he was caught in the type of destructive habits Richard had described as typical of such a limiting belief system. Thinking about it now, he knew he'd had enough. He was tired of feeling trapped. It was time to find a way out and Richard's route had sounded kind of appealing.