Capitalise on your strengths, and control your excesses
Our method concentrates on Strength Management. We utilise the LIFO Strength Management Behavioural Analysis tool to identify strengths in our clients from a range of styles options. All of us deploy a range of behavioural styles when managing, influencing and leading, and some of those styles we use more than others because this is what has always worked for us.
Sometimes, however, our preferred style 'overcooks' a little and, for example, assertiveness which is a great strength, can become aggression. Agression, by our definition is in fact an excessive use of a strength, becoming a weakness. Or to use another example, analysis when over-cooked can become paralysis.
It is when our preferred style is used to excess that sometimes others see the behaviour not as a strength, but now a weakness. Our method identifies this tendency and we help our clients through the coaching process to deal with those excessive behaviours.
On the other hand, most of us have a style we use least of all. For example, someone who undervalues analysis and goes on gut feel only can sometimes be seen as a person who 'flies by the seat of their pants', and this can be seen as a weakness. Our coaching programme identifies these least used behaviours and through the process, helps our clients to add new competencies.
It is astonishing just how often 'capitalising on strengths and controlling excesses' can lead to dramatic change for better in the workplace. Improved managing styles and improved leadership capability depend on improved personal performance, but there is a health warning;
For this to work, the client has to be prepared to change, and do everything that needs to be done to make the change happen.
The coaching programme generally lasts around 6 months since lifelong habits can be tough to change. Change can be obvious for all to see, and inevitably the client and the business will benefit from improved performance. Improved executive performance is the key to improving the bottom line.
'We spend a lot of time teaching leaders what to do. We don’t spend enough time teaching leaders what to stop. Half the leaders I meet don’t need to learn what to do. They need to learn what to stop.'
(Peter Drucker, management guru)