Creativity expert, Sir Ken Robinson, talks about the need for revolution in the education system.

“Very many people go through their whole lives having no real sense of what their talents may be, or if they have any to speak of. I meet all kinds of people who don’t think they’re really good at anything”, he says. This sounds very familiar to me – only today I was working with some public sector admin staff who had no idea of their strengths, or that there might be a role for them at work in which they could really flourish, rather than just survive the 9-5.  We focussed on ways to identify and apply their strengths in the workplace using the VIA-Inventory of Strengths* – and it was a real eye-opener for them.

Robinson talks about the need for an organic “agricultural model” of education, in which the conditions necessary for flourishing are created, rather than the linear, “manufacturing model”, which merely standardises everything, and squashes creativity and talent, as well as depleting our spirit and energy.

A brilliant short talk, which brings ideas such as strengths, flow, positive energy, flourishing, authenticity, meaning and spirituality to life, all without mentioning Positive Psychology once. An inspiration.

* You can do this inventory yourself for free here: it takes about 30 minutes to do, and you get an immediate report of your strengths in order. Well worth it.

Thanks to Morten Mortensen for the link.

Are you out of work and looking for a job at the moment? This is a great posting from Peter Bregman about why you shouldn’t try too hard, and why you should instead spend most of your time doing things you love doing. The theory is that doing stuff you really enjoy helps motivate you, makes you energised and interesting, committed and passionate, all qualities that employers value. My friend Melody says the same thing (that if you work at things you love doing, the work will eventually find you) and you couldn’t find a better example; she’s a talented and successful trainer – she loves her job and she’s never short of contracts: it works for her.

Peter gives his own 4-step recipe for finding work when you’re not actively looking for it. I think the words ‘with other people’ should be highlighted in big bold letters. The key thing is that you don’t do the activities you love doing on your own, you find other people to do them with. The reason this is such an important point and one worth saying again and again is that finding a job is all about who you know, not what you know.

A couple of other things worth adding:  this is not about finding things to distract you from worrying about your unemployed status (such as drinking in the pub every afternoon with your mates), and it will take some courage to ‘give up’ a frenzied 24/7  job-search which is probably what your logical left-brain keeps telling you to do. Oh, and you will need to have an understanding partner, since s/he may think you’re just wasting time. And having far too much fun for someone who’s out of work.

In addition to Peter’s advice I’d also stress that you look for ways to engage your strengths during this period of unemployment. If your top VIA-IS strength is courage or curiosity, use it to try new activities and to meet new people. If it’s leadership, use it to organise an activity involving others. If it’s creativity, use it to sign up for a new art or craft class at your local college. If it’s team-work, volunteer your time to a local charity. The reason for suggesting using your strengths in new ways is that this has been proven to increase your well-being. And when you’re out of work, you’re likely to need this more than ever.

Thanks to Senia Maymin for the link.

Image: CarbonNYC

This article on today’s Positive Psychology News Daily considers whether there is a potential risk in applying a strengths-based approach to people development in organisations.

If your organisation is using a strengths model (whether StrengthsFinder, VIA-IS, Strengths Deployment Inventory, Strengthscope or any other) at work, we’d love to hear about your experience.

The image is courtesy of June.C.Oka, Japan

According to Debbie Whitaker, Standard Chartered’s Head of Sustainability, ‘everyone has talents that we wish to leverage’.

This is a bold statement, considering Standard Chartered is a bank with over 60,000 employees in 56 countries. Their reasons for focusing on talent are fourfold:

i) greater growth potential
ii) better people performance
iii) increased employee engagement and
iv) attracting and retaining talent.

Many big organisations are sceptical of applying Strengths at work, yet Standard Chartered’s experience shows that it can make sound business sense.

A strengths-based approach to management has been operating in the organisation for the past 7 years, using Gallup’s StrengthsFinder tool. Whitaker describes a strength as the combination of talent, skill and knowledge, which motivation can transform into world-class performance. In her words, given equal skills and knowledge, talent is what differentiates superior performance from the rest.

So what does Standard Chartered actually do differently to other organisations? Well StrengthsFinder wasn’t designed for recruitment purposes, but it can be used to ensure good role fit and that’s exactly what has contributed to Standard Chartered’s success.The essentials for a salesperson, for example, are good product knowledge and to be able to negotiate and close a deal. But if the salesperson has the additional talents of competitiveness and building rapport with customers, they can become a world-class performer. Not only does Standard Chartered look for specific skills and knowledge, they take innate talents into account too.

It has to be said that there are several definitions of a strength, and the one used here is based on Gallup’s research. The VIA-IS or CAPP definitions are different; as always you need to be clear what you are trying to measure.

Standard Chartered also focuses on building employee engagement, and like Royal & SunAlliance which we featured here, they take volunteering seriously, offering two days paid leave for staff to contribute to voluntary organisations.

What the Standard Chartered story shows is that focusing on strengths can make a big difference to the business and to the people who work there. And applying Positive Psychology at work shouldn’t be something you do in addition to everything else. Look at your existing people-related processes (e.g. recruitment, development, coaching, mentoring and so on) and see how a strengths-approach would make a positive contribution.

According to Debbie Whitaker, Standard Chartered’s Head of Sustainability, ‘everyone has talents that we wish to leverage’.

This is a bold statement, considering Standard Chartered is a bank with over 60,000 employees in 56 countries. Their reasons for focusing on talent are fourfold:

i) greater growth potential
ii) better people performance
iii) increased employee engagement and
iv) attracting and retaining talent.

Many big organisations are sceptical of applying Strengths at work, yet Standard Chartered’s experience shows that it can make sound business sense.

A strengths-based approach to management has been operating in the organisation for the past 7 years, using Gallup’s StrengthsFinder tool. Whitaker describes a strength as the combination of talent, skill and knowledge, which motivation can transform into world-class performance. In her words, given equal skills and knowledge, talent is what differentiates superior performance from the rest.

So what does Standard Chartered actually do differently to other organisations? Well StrengthsFinder wasn’t designed for recruitment purposes, but it can be used to ensure good role fit and that’s exactly what has contributed to Standard Chartered’s success.The essentials for a salesperson, for example, are good product knowledge and to be able to negotiate and close a deal. But if the salesperson has the additional talents of competitiveness and building rapport with customers, they can become a world-class performer. Not only does Standard Chartered look for specific skills and knowledge, they take innate talents into account too.

It has to be said that there are several definitions of a strength, and the one used here is based on Gallup’s research. The VIA-IS or CAPP definitions are different; as always you need to be clear what you are trying to measure.

Standard Chartered also focuses on building employee engagement, and like Royal & SunAlliance which we featured here, they take volunteering seriously, offering two days paid leave for staff to contribute to voluntary organisations.

What the Standard Chartered story shows is that focusing on strengths can make a big difference to the business and to the people who work there. And applying Positive Psychology at work shouldn’t be something you do in addition to everything else. Look at your existing people-related processes (e.g. recruitment, development, coaching, mentoring and so on) and see how a strengths-approach would make a positive contribution.