How to build a strength-based teams in organisation ?

Building a strength-based organization involves focusing on and leveraging the strengths of individuals and teams within the company to drive performance and success. Leadership plays a crucial role in creating and sustaining such an organization. Here are some best practices for leadership in building a strength-based organization:

How to build a strength-based teams in organisation ?
FIGURE 1. 9 Steps to Building a Strengths-Based Team.

Talk to Your People and Find Out What Their Strengths Are

Find out what they bring to the table. Encourage them to share the talents and skills they use outside of work as well as on the job. You will never know what gold is buried somewhere in your team if you don’t ever take the time to do some serious prospecting.

Champion the Use of Assessment Tools that help people identify their talents.

Support the Development of People Who Want to Convert Their Talents into Strengths

That means supporting their efforts to take part in mentorships, cross-functional assignments, coaching, training, self-development, and professional development events, such as conferences.

The converse of this action is to Identify and Confront the Drifters.

These are people who are really only going through the motions at work.

Doing the minimum. You and they cannot afford to bring less than 100 percent of their commitment and talent to work every day. Try assigning them to other tasks. If a change doesn’t work, you may have to let them go.

As difficult as these decisions are, your forthright action may well kick-start these individuals into an ultimately rewarding confrontation with existential career issues, such as: “What do I want to do with my career?” and “What do I do best?” Down the road they may even thank you.

Hire Passion and Talent as well as track record and credentials. Look for demonstrated passions; ask for evidence of prior activities or accomplishments using the talents being claimed by your applicants.

Encourage and Model Truth-Telling about the Fit between Tasks and Strengths

Reflect on your own career history; find anecdotes to support the value of going for what you really, really want to do and what you are really good at.

Catch Your People Doing Something Right

Reward exemplary demonstrations of talent. Encourage these exemplars to develop their talents into strengths.

Encourage and Model, Bringing All of Your Energies and Talents to Your Job, not just the ones that fit into a formal job description.

Instead of designing jobs around functions, Ask Your People to Take on the Roles and Tasks They Do Best. This may sound like risky advice, but the more that your people use their natural talents at work, the more your people will take genuine ownership for the business success of your organization

By implementing these leadership best practices, organizations can create a culture that embraces and leverages the strengths of individuals, leading to increased engagement, productivity, and overall organizational success.

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