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Strengthscope

About Strengthscope Individual and Team 360 Appraisal

Studies have found that leaders who exhibit more positive emotion and behaviour are more likely to be rated as demonstrating transformational leadership behaviours including inspiring others and demonstrating more consideration and empathy for followers.

A Gallup survey in 2004, examining what happens when a manager focuses on individuals strengths found that the chances of people being actively engaged goes up by 100.

What are strengths?

Strengthscope is designed to help individuals and teams identify their distinctive strengths. We define ‘strengths’ as core qualities or characteristics that energise you, which can fuel exceptional performance, and improve your sense of well-being.

Why does this matter to the team?

In order to be effective, teams need to understand and optimize the strengths of all team members as well as putting in place productive team habits or rituals to transform strengths into effective teamwork and measurable business results. They also need to manage performance risks that could undermine team effectiveness, including weaker areas, overdone strengths and other factors blocking positive energy and results.

PEAK PERFORMANCE = APPLIED STRENGTHS X PRODUCTIVE HABITS

The 5 A’s

In order to achieve peak performance effectively, teams follow the 5A’s model of team effectiveness:


Aspirations
Identifying the team’s goals, objectives and ‘picture of success’.

Awareness
Understanding strengths, limiting weaknesses, aspirations and stakeholder needs.

Action
Developing productive habits and reducing unproductive or energy-sapping habits.

Agility
Building change capability and encouraging ‘stretch’ to raise performance and teamwork.

Achievement
Reinforcing success and maintaining momentum.

Strengthscope Benefits

Teams who follow through the 5As process report the following benefits:

  • Improved team communication, problem-solving and focus on results.
  • Heightened appreciation of individual differences.
  • Enhanced accountability for delivering team goals.
  • Improved ability to identify and reduce performance risks.

Example Programme

Select the course below to see Module Titles, Credit Values and Learning Outcomes.

  • FOUNDATION Course

    Introduction and purpose – Purpose of event, agenda, expectations

    Me at My Best – Team members complete a short worksheet and share with the group

    Aspirations: Vision, Purpose and plan for the team – Statement/restatement of overall team purpose and vision, along with presentation of team objectives and plan for the coming period

    Briefing in strengths and Strengthscope – Intro to strengths approach and discussion. Walk through the report. Ask team where it spends most of its time and how it could spend more time on the path of possibility

    Feedback on reports and establishing standout strengths
    – Group divides into 3 to establish top 3 strengths and how these help them, the team and the organisation
    Discussion around using strengths more and developing them further – stretching strengths.
    Additional exercise on maintaining good balance by avoiding strengths in overdrive and limiting weaknesses.

    Strengths showcase and ‘Call on me’
    .
    Finish with statement of each person committing to call on another team member for a specific strength in a specific timeframe. – In whole team, present top 3 strengths with short illustrative stories.
    Ask colleagues to ‘Call on me’ for specific strength that could benefit the team.
    Share main performance risk and say how colleagues could help.
    Use matrix report for team to capture information about colleagues.

    Introduction to strength in teams – Why are strengths important in teams discussion
    Peak performance = applied strengths x productive habits
    Show sample team profiles and ask for group’s analysis

    Walkthrough of team report – Show team report and take through sections

    Maximising strengths and minimizing risks – Use section 3 of the team report
    Split the team into groups to address strengths and risks in delivering to the team’s vision and objectives.
    Groups present back analysis and agree action plan to maximise strengths and minimise risks.

    Fillers and Drillers activity – As a group, the team analyses section 4 of the team report, identifying greatest enabler and blockers for productive team working.
    The team establishes strategies for overcoming blockers and utilizing enablers.

    Final activity: appreciative feedback Or Power of One – Team members give two pieces of feedback to other members of their team on what they really appreciate about their contribution OR Invite participants to briefly reflect on and identify:

    • 1 action that will optimize their strength
    • 1 action they will take to reduce a weaker area or overdone strength
    • 1 action they will take to improve team’s effectiveness.

    Once they have done this, they get them to share these commitments with the whole team.

    Close – Final words from the team leader

Our Methodologies

16PF

This objective, empirically based questionnaire developed by Raymond B. Cattell is a comprehensive measure of an individual’s whole personality, not just of those traits that they may display at work.
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Myers Briggs

The Myers Briggs Type Indicator is based on a personality framework that will help you explore your preferences for taking in information and making decisions.
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Emotional Competency

The ECI is a structured and systematic way of asking people who know you well, how they see you consistently behaving. Of course, the competencies it measures are those, which are most relevant to work.
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