The Art of Strengths Coaching

B is for Doing Your Best Because You Believe Every Day Is A Bonus

There are many ways to live life. One approach is to do your best because you believe every day is a bonus. You may then aim to enjoy life, encourage other people and make the best of each day.

Different people adopt this philosophy for different reasons. Some of the most common include the following.

They have a big shock

They may fall ill, suffer a loss or have a life-changing experience. Vulnerability is a great teacher. It can lead to a person focusing on what is really important in life. They may then choose to see each day as a blessing and a bonus.

They have a sense of gratitude

They feel thankful and appreciate life. They count their blessings rather than their burdens. They choose to build on what they have got – such as their personal and professional assets – rather than worry about what they have not got. 

They have a sense of purpose

They see each day as a chance to serve something greater than themselves. They may aim to follow a spiritual faith, a vocation or a sense of mission. They then do their best to pursue this sense of purpose during their time on the planet.

Looking back, have you ever pursued your version of believing every day being a bonus? Alternatively, you may have adopted a similar approach when being given a second chance in your personal or professional life.

Looking back, what did you do right in the situation? You may have bought time to take stock, readjust and then focus on the future. What did you see as the potential options going forward? What did you then do to make the most of the opportunity?

If you wish, try tackling the exercise on this theme. This invites you to do the following things.

Describe a specific situation in the past when you followed your version of believing every day – or being given another chance – was a bonus.

Describe the specific things you did then to do your best. 

Describe the specific things that happened as a result of taking these steps.


As mentioned earlier, different people choose to take this approach for different reasons. Let’s explore some of these themes.

A big shock

We are told that near death experiences focus the mind. Vulnerability is also a great teacher.

Sometimes we learn valuable lessons when we are vulnerable. Sometimes wisdom seeps into our bones and we apply the lessons in our daily lives. Other times we forget the messages.

Can you think of a time when you felt vulnerable? You may have suffered a debilitating illness, lost someone close, experienced an unexpected setback or whatever.

Suddenly you felt out of control. You felt unable to shape everything in your world. Certainly you aimed to control the controllables, but many levers lay beyond your reach.

What did you do next? After a while you may have begun to reflect, go deeper and listen to your soul. We are told that:

Everything is temporary, nothing is permanent.

But it is when we feel vulnerable that this lesson strikes home. We have chance to consider what is important on life. One person explained this in the following way.

My wife suffered a serious illness. Then, to make matters worse, my job came under threat, so our income was threatened.

My first reaction was to simply want everything to be like it was before. But then I realised that things had changed forever. We could give up or learn to manage the new reality.

Starting to research her illness, we scoured the web for information and met with patient groups. This paid dividends. She eventually chose a specific form of treatment with a fine doctor.

We also took stock of our assets – our finances, relationships, professional contacts and other resources. We soon realised how wealthy we were in real terms.   

We explored the possibility of downshifting. This would mean moving to another part of the country, perhaps near my partner’s parents, and starting a different kind of life.  

My wife recovered and the job survived. But we also heeded the lessons. One year later we moved closer to my partner’s parents. She returned to part time teaching, which she loves, and I set up my own business.  

Our daughter likes living in the country and has started doing part time work at a stable. Our son changed his chosen subjects at university. Rediscovering his youthful idealism, he plans to become an environmental journalist. 

Zach Sobiech was somebody whose attitude to life inspired many people around the world. When he was 17 he was diagnosed with osteosarcoma, a rare form of bone cancer.

With only months to live, Zach turned to music to say goodbye. Here is the introduction to a video about him.

“Every teenager believes they are invincible,” said Zach.

“It’s not the kind of invincible like Superman; it’s the kind of invincible like, ‘I’ll see you in five months.'”

Zach didn’t have five months. He died of cancer on 20 May 2013, shortly after his 18th birthday.

This film gives us a glimpse of Zack’s indomitable spirit, enormous capacity for love, and quiet courage as he approached the end of his life – and the profound impact of his empathy and grace on those he was about to leave behind.

A sense of gratitude

Some people choose to develop a sense of gratitude. They count their blessings rather than their burdens. They see each day as a chance to appreciate life and give to others.

Today there are many books that focus on gratitude. These often mention the life and work of Brother David Steindl-Rast. You can discover more about this approach on the following site.

Brother David encourages people to focus on what is really important in life. Writing in Gratefulness, The Heart of Prayer, he says:

What we really want is joy. We don’t want things.

Gratefulness is the key to a happy life that we hold in our hands, because if we are not grateful, then no matter how much we have we will not be happy – because we will always want to have something else or something more. 

Everything is a gift. The degree to which we are awake to this truth is a measure of our gratefulness, and gratefulness is a measure of our aliveness.

Robert Emmons underlines this point in his book Thanks. Working with colleagues, he found that those people who cultivated their sense of gratitude increased their sense of happiness.

This reinforces the belief that: “What you focus on, you become.” Robert writes

Gratitude enriches human life. It elevates, energizes, inspires and transforms. People are moved, opened and humbled through expressions of gratitude.

As mentioned earlier, some people develop a sense of gratitude by appreciating their assets. They then aim to build on what they do have rather than worry about what they don’t have. 

If you wish, try tackling the exercise on this theme. This invites you to focus on how you can build on your personal and professional assets.

Your personal assets go beyond having any money in the bank. They may include your relationships, children and health. They may also include your positive attitude, personal strengths, drive, imagination and ability to overcome setbacks.

Your professional assets may include your professional strengths, successful style of working and network. They may also include your reputation, knowledge and the desire to help others to reach their goals.

How can you build on your assets? How can you use them to help other people? How can you pass on your knowledge in a way that encourages both present and future generations?

Here is the exercise. This invites you to do the following things.

Describe your personal assets.

Describe your professional assets. 

Describe the specific things you can do to build on your personal and professional assets.

A sense of purpose

Some people see each day as a chance to pursue something they believe in. They may aim to serve their loved ones. Beyond that, they may also choose:

To serve a spiritual faith, life philosophy or certain values.

To serve a purpose, vocation or creative drive.

To serve a mission, cause or project.  

Looking back on your life, can you recall a situation when you gained strength by serving something? You may have felt this when working as a volunteer, nursing people, restoring a house, solving a complex problem, fighting for justice or whatever.

What did you feel like when you got up each day? Did you look ahead to plan what you wanted to achieve? What did you do to enjoy the journey? What did you learn along the way?

Many people have the desire to serve something greater than themselves. This holds true, even if they may be not around to see the fruits of their labours.

Ellen MacArthur is somebody who has found something to serve. She is dedicated to implementing the Circular Economy.

She became famous for her participation in single-handed round-the-world yacht races. During these voyages she felt fully alive and yet also aware of the fragility of life.

Here are some extracts from the diary Ellen kept when breaking the record to sail solo, non-stop around the world. These were published in the Guardian and you can discover more via the following link.

Guardian Ellen’s Diary

It’s rough, boat speed not too bad, been getting thrown around a lot. we’ve just got to try and get through this.

I’ve been stressed all night, so stressed – I’ve got a cracking headache, hardly had any sleep and I’ve been so stressed my tongue’s come out in ulcers. We’re okay, we’re okay – we’re hanging in there. 

The last three days of sailing have been undoubtedly the worst of my career. Never before have I experienced winds more unstable, more aggressive, more unpredictable. 

It feels like it’s [the weather] trying to break the boat to pieces – we are falling off every third or fourth wave.  

It’s hard, the whole boat is shaking, it’s just terrible, it’s terrible. I’ve tried speeding up, I’ve tried everything, but the fact is it seems we’ve got mountains heading towards us.

Everything is creaking and groaning and smashing and grinding … it’s just terrible, and you go over three waves and you close your eyes and hope it’s okay, then the fourth one … whack.  

I’m sure something is going to break.

Ellen’s experiences on the oceans increased her awareness of environmental challenges. She focused on the need to live within our limited resources and cut out waste. This led to her taking steps to implement the Circular Economy.

Here is a short introduction to this approach that is taken from her Foundation’s web site. This is followed by a video in which Ellen explains the Circular Economy. You can discover more via the following link.

The Ellen MacArthur Foundation works with education and business to accelerate the transition to a Circular Economy.

Looking beyond the current “take, make and dispose” extractive industrial model, the circular economy is restorative and regenerative by design.  

Relying on system-wide innovation, it aims to redefine products and services to design waste out, while minimising negative impacts. 

Underpinned by a transition to renewable energy sources, the circular model builds economic, natural and social capital.

Different people have different motivations for seeing each day as a bonus. Some also adopt this philosophy when making the most of second chances.

Looking ahead, can you think of a situation where you may want to take this approach? This could be in your personal or professional life.

You may want to do your best to encourage a person, build a relationship or maintain your health. You may want to pursue a passion, do a creative project, travel the world, pass on knowledge or do another activity.

Looking ahead to the situation, what can you do to see each day as a bonus? How can you have a sense of gratitude? How can you enjoy life? How can you encourage people? How can you do your best during your time on the planet?

If you wish, try tackling the exercise on this theme. This invites you to do the following things.

Describe a specific situation in the future when you may want to follow your version of believing every day – or being given another chance – is a bonus.  

Describe the specific things you can do then to do your best. 

Describe the specific things that may happen as a result of taking these steps.


    S is for The Super Teams Approach

    There are many models for building great teams. The super teams approach aims to create a positive environment in which motivated people can achieve peak performance.

    Super teams believe that people work best if they have context and can see the big picture. Bearing this in mind, they make sure that everybody understands the team’s purpose, principles and picture of success.

    Such teams then give people the chance to reflect and decide if they want to contribute. If so, they encourage people to build on their strengths and clarify their best contributions.

    Super teams are often made up of people who choose to have a positive attitude and be professional. They also want to perform superb work and do their best to help the team to succeed.

    Such teams make clear contracts with people about the results they will deliver towards achieving the goals. They also give people the support they need to deliver the goods.

    Super teams then manage by outcomes rather than by tasks. They encourage people to co-ordinate their strengths, perform superb work and find solutions to challenges. People then do whatever is required to achieve the picture of success.

    Imagine that you are leading a team that is about take the next step in its development. You will have your own framework for making plans.

    If you wish, however, you can use the following approach for enabling people to achieve peak performance. The following pages describe the specific things you can do:

    To clarify and communicate the team’s purpose, principles and picture of success.

    To make clear contracts with people about their best contributions towards achieving the picture of success.

    To enable people to perform superb work and ensure they keep others informed about their progress towards achieving the picture of success.

    The following sections provide a framework that you and your colleagues in the leadership team can use to clarify the team’s purpose, principles and picture of success.

    It may be, however, that you simply want to move on to clarifying and gaining commitment to the team’s goals. If this is the case, then you can skip the first parts of the article that focus on the purpose and principles. You will, however, take the approach that is best for you and the team.

    Clarifying the
    team’s purpose

    There are many ways for a person or team to begin clarifying their purpose. Here are some of the common approaches.

    People focus on something they want to serve – such as a set of values, vocation or mission – that is greater than themselves.

    People focus on the things they feel passionately about in which they can also achieve peak performance. 

    People focus on how they can use their strengths to do satisfying work that helps other people to succeed.

    Some people combine all of these approaches. They then translate their findings into a compelling purpose.

    Looking at my work with teams, many of them take the strengths and satisfying work approach. This involves them taking the following steps.

    They clarify their strengths – the deeply satisfying activities in which they deliver As rather than Bs or Cs.

    They clarify the specific kinds of people – customers, clients and other stakeholders – with whom they work best and the challenges these people face. 

    They clarify how they can use their strengths to do satisfying work and help these people to achieve success.

    Building on what they have discovered, they then do an exercise that involves them beginning to clarify their purpose. Let’s explore how this works in practice.

    Imagine that you want to take this step. Imagine also that you and your colleagues have already done some work on clarifying the team’s strengths.

    You can then invite them to build on the team’s strengths and define the specific thing that the team really wants to do. Here is one approach you can take to begin the process.

    Invite each person to complete the following sentence. They can write their ideas on Post-its. 

    The purpose of our team – the specific
    thing we really want to do – is:

    “We want to …” 

    You can also invite people to give some examples of what this might look like in practice. They can write these examples on separate Post-its.

    People can put their ideas on flip charts that are headed in the following ways. They can also explain what they have written on the Post-its.

    Here are some examples of what people have written when defining their team’s purpose.

    We want to create pioneering technology that solves complex problems in our chosen field.

    We want to provide successful non-invasive treatment for prostate cancer.

    We want to provide our students with lifeskills they can use to shape their future lives. 

    We want to build a sports organisation that encourages athletes to become the best they can be.

    We want to act as trusted advisors to our customers and help them to achieve success. 

    Imagine that you have done this exercise with your colleagues in the leadership team. It can then be useful:

    To build on the points people have in common.

    To take time to reflect and then have a first go at wordsmithing the team’s purpose.

    To use this as the basis for focusing on the principles and picture of success – but also being prepared to return to the one liner and recraft it if you wish.

    There is one key point worth bearing in mind when doing this exercise. Some people may want to get into a discussion about the difference between a purpose, mission and vision.

    Different people interpret these words in different ways. So try to avoid getting into a long discussion about semantics.

    One view is that a team’s purpose describes the specific thing people feel really driven to do. They then translate this into specific goals that they want to achieve by a certain date. This then becomes the team’s vision or picture of success.

    Some organisations prefer to use the word mission. A military mission, for example, must have achievable objectives. It must also be time based and, if appropriate, have a clear exit strategy. Military people then know what they must achieve by a certain date.

    Susan Ward produced an excellent definition regarding a mission statement which is reproduced below. You can discover more about her views, together with some examples of missions, via the following link.

    A mission statement is a brief description of a company’s fundamental purpose. It answers the question, “Why does our business exist?” 

    The mission statement articulates the company’s purpose both for those in the organization and for the public.

    For example:

    “Tesla’s mission is to accelerate the world’s transition to sustainable energy.”

    Imagine, however, that you have chosen to focus on the team’s purpose. The theme you have come up with may still need some wordsmithing, which you can do later. It can be useful, however, to move on to the next step.

    Clarifying the
    team’s principles

    The next step is to define the principles – the guidelines – you would like people to follow to achieve the purpose. There are many ways to define these principles.

    One approach is to simply invite people to describe the Dos and Don’ts that everybody in the team can follow to work towards achieving the goals.

    If you wish, you can invite people to take this step by them writing what they believe are the Dos and Don’ts on Post It Notes. They can then put these on Flip Charts under these respective headings.

    The key thing about principles are that these describe the guidelines people can follow to increase the chances of achieving the goals. These are driven by the team’s purpose rather than by the whim of the leader.

    Here is a list of the Dos, for example, that one organisation communicates to people when they join. They describe these as their Professional Guidelines and use real examples to bring these to life.


    The principles we would like people to follow
    to work toward achieving our goals are: 

    Do be positive and encourage other people. 

    Do be clear on the organisation’s goals and your part in contributing towards achieving these goals. 

    Do make clear contracts with people and fulfil these contracts.

    Do focus on outcomes – the real results to achieve in a situation – and do your best to achieve these outcomes. 

    Do behave professionally, present solutions to challenges and help both colleagues and clients to succeed.

    You will have your own set of Dos and, if appropriate, Don’ts. It is also important to be able to give the reasons for each of the principles. When communicating these, you can say: 

    The first principle we would like people to follow to
    increase the team’s chances of achieving success is:


    The reasons why it is important
    to follow this principle are:


    This helps people to understand the team’s purpose and also why it is important to follow certain principles in order to reach the goals.

    So, if you wish, you can invite people in the leadership team to complete the following exercise.

    Clarifying the team’s
    picture of success 

    Imagine that you and the leadership team are reasonably happy about the team’s purpose and principles. You can then translate these into specific goals to achieve by a certain date. These goals will then become the team’s picture of success.

    There are many frameworks you can use to take this step. One approach is to see it as clarifying the team’s story, strategy and road to success. This involves focusing on the What, Why, How, Who and When. It involves you using the following headings.

    The What

    The specific goals we want to achieve are …

    The Why

    The specific benefits of achieving these goals will be …

    The How

    The specific strategies we aim to follow to achieve the goals are …

    The Who

    The specific responsibilities of the various people in working towards achieving the goals will be …

    The When

    The specific things that will be happening – and when -along the road towards achieving the goals will be …

    Several points are worth bearing in mind when writing the team’s story, strategy and road to success.

    You can choose your own time frame.

    Different teams choose different time frames. You may want to pick a date one year, two years or three years in the future.

    Start by settling on your chosen date. Describe the specific things you want the team to have achieved by that date. This becomes your picture of success.

    You can be clear on the mandatory things the team must deliver to achieve success.

    The team will be expected to deliver its Scorecard – the specific targets it must deliver – over the Financial Year. You can add other things on top of this – such as stimulating projects and successes – that will enrich the team’s story.

    You can clarify for whom you are writing the presentation.

    You may initially write it for your employees. This will ensure everybody knows the team’s goal. Later you can adapt the presentation – whilst staying true to its spirit – so that it resonates with other key stakeholders.

    You can write the presentation by yourself or, if you wish, involve other key people at various stages.

    This will give people a sense of ownership in terms of shaping the future. 

    Choosing A Template

    Different teams use different templates for framing their goals. Many leaders in companies focus on the 3 Ps when clarifying their aims. They focus on the Profits, Products – including Customer Satisfaction – and People. For example:

    Profits – The profitability they want to deliver.

    Products – The product quality, customer satisfaction and processes they want to deliver.

    People – The culture they want to deliver.

    Here is one approach you can use to craft the picture of success. You may, of course, have your own framework.

    Clarifying The Road Map

    The road map is the ‘When’ part of the story. This will become the team’s ongoing working document. Several things are worth remembering when making the road map.

    Start from the destination and work backwards.

    Start by picking a date in the future. Describe the specific goal you want the team to achieve by that date. Also describe the specific things that will be happening then that will show you have achieved the goal.

    Dating the road map.

    Start at the top of the Dates column and put the end date. Then work backwards towards the present day. You may want to break up the road map into quarters or other suitable periods.

    This starting from the destination approach is used on many successful projects. It encourages people to keep focusing on the end goal.

    Choose a suitable template for chunking the goals.

    Here we have used the 3Ps framework – Profits, Products – including customer satisfaction – and People. You may prefer to use another template.

    Describe Cumulative Targets.

    The totals under each heading for each quarter should be cumulative. This is illustrated below with Profits, but do it with each heading. For example:

    Q4. Profits £1 million
    Q3. Profits £750k
    Q2. Profits £500k
    Q1. Profits £250k

    This describes the headline under Profits, but this could be broken down into more detail. You might want to consider having three bullet points of deliverables under each of Profits, Products and People. This helps to flesh out the road map

    Bring the road map to life with quotations.

    Describe the actual words you would like to hear people saying at various stages of the journey. These can be quotes from leaders, customers, colleagues or whoever.

    Here is the framework for the road map. This describes the specific things the team needs to have delivered by the end of each quarter over one year. You can use a longer or shorter time frame for the road map.

    the picture of success

    Imagine you have completed the team’s purpose, principles and picture of success. You can then share this with the whole team.

    If this is the first time you have described the purpose and principles to your people, then it will be important to spend some time on these. What you may find, however, is that people may simply see these as confirmation about the overall direction. They may be more concerned with their specific goals for the next year.

    If you feel it is appropriate, however, you can give people further background about the purpose and principles. Again, it will be important to explain the reasoning and bring the ideas to life by giving concrete examples.

    You can then share the picture of success. Describe and bring to life the ‘What, Why, How and Who’, because this provides the overall direction for the team.

    You can also give people a brief overview of the team’s road map – the ‘When’. This can be explored in greater depth, however, after people know the team’s direction and picture of success.

    Bearing these things in mind, you may want to gather people together and say something along the following lines. You can, of course, supplement this with attractive slides that bring the ideas to life.

    The Team’s Purpose, Principles
    And Picture Of Success

    Welcome to the session. Today we would like to look at how the team can continue to achieve ongoing success.

    The Purpose

    As you may know, the team’s purpose is: 


    The Principles

    As you may also know, the principles we encourage people to follow to work towards achieving the team’s purpose are: 




    The Picture of Success

    Looking ahead, there are certain goals we want to achieve in the next year. We have translated these into a provisional picture of success.

    Before describing this, however, we would like to give you some context. We want to explain the possible strategies we have considered for going forwards. We will then describe the strategy we have chosen to follow and the reasons for pursuing this route. 

    Bearing in mind the various challenges we face, there are many different routes the team can take towards achieving its goals. Here is an overview of some of the possible routes we could take in the future.

    Option A would be to …

    The pluses and minuses of this route would be …

    Option B would be to …

    The pluses and minuses of this route would be …

    Option C would be to …

    The pluses and minuses of this route would be …

    Option D would be to …

    The pluses and minuses of this route would be … 

    Option E would be to …

    The pluses and minuses of this route would be …

    Bearing these options in mind, we have chosen to take the following route … 

    The reasons we have chosen this route are because …

    There are, of course, pluses and minuses involved in pursuing this route. The specific things we can do to build on the pluses and minimise the minuses are …

    We have therefore put together the following picture of success.

    Later we will describe the potential road map. We will then want your input regarding the action plan.  

    You can then go through the slides that describe The Picture Of Success

    Getting Responses To
    The Picture Of Success

    Imagine you have communicated the purpose, principles and picture of success. Again, if this is the first time you have communicated the team’s purpose and principles, it will be good to get people’s responses to these themes.

    Imagine, however, that people are already generally aware of these. It can then be useful to explain that, whilst you are happy to answer questions about the purpose and the principles, you mainly want their views on the picture of success.

    How to get good quality responses from people? Instead of simply asking for questions, you can take the following steps to stimulate and involve the team.

    Invite people to form groups. There is to be a scribe in each group. Ask people to give their responses under the following headings.

    Give people at least 30 minutes to do the exercise. People’s ideas are to be written on a flip chart as they go along.

    If you are the leader – or if there is a leadership team that has introduced the strategy – you can give people twenty minutes to get started. You can then go around and look at the themes that are emerging.

    This helps you to prepare to address the themes and answer any questions. (You will have told people beforehand that you will be going around to see the themes that emerging.)

    The next step is to invite people to report back. It can be useful to cluster the themes and questions that emerge. You can then respond and answer more effectively.

    When answering questions, it can be useful to explain the following guidelines to people.

    You will aim be honest and answer as fully as possible. You will do this because you want people to understand the strategy, the rationale behind it and the steps going forwards.

    You will focus on the overall strategic issues when answering the questions. You will not be able to say exactly what each person in each job will be doing in a few months time.

    You will set aside time over the next week to meet individuals and answer, as far as possible, their questions. They can book a time to see you.

    You may not be able to answer all the questions in the session. You will be able to get back with some answers. There may also be questions that, because of certain issues, you will choose not to answer.

    You will also take away the ideas and see which of these can be added to the strategy.

    Bearing these things in mind, you can embark on addressing the themes and questions that have emerged.

    Good leaders often see these sessions as an opportunity to educate people about the strategy. People go away with a wider grasp of the issues. They are then more able to explain the strategy to new people who join the team.

    Here are the exercises you can give to the team members to get their responses to the presentation.


    Clarifying Everybody’s Contribution
    Towards Achieving The Picture of Success

    Good leaders aim to build a culture in which people can thrive. They also recognise, however, that great teams are made up of people who have similarity of spirit and diversity of strengths. Diversity of spirit is a recipe for disaster.

    Such leaders create teams that are made up of people who aim to be positive, professional and peak performers. They then invite these people to make their best contributions towards achieving the picture of success. They take the following steps to make this happen.

    They communicate the purpose, principles and picture of success.

    They give people a chance to reflect and decide if they want to opt into achieving the goals.

    They invite people – the smaller teams within the larger team and the individuals within those teams – to make clear contracts about their best contributions towards achieving the goals.

    Good leaders manage by outcomes, rather than by tasks. So you may wish to take the following steps.

    To, if appropriate, ask each smaller team within the team to produce its road map towards delivering its contribution towards achieving the overall picture of success.

    To pick a date – perhaps three weeks in the future – when the whole team will gather and each smaller team will present its road map.

    To then set a date by which each individual will have made clear contracts about the contribution to achieving the picture of success.

    To make sure that these contracts are written in outcome terms – the specific things people are going to deliver under the headings of profits, products and people.

    To tell people that, after the contracts are agreed, everybody will gather each month to report their progress on the road towards achieving the picture of success.

    Imagine that you have clarified each small team’s contributions. People can then clarify the outcomes they will personally deliver towards achieving these goals.

    There are many frameworks you can use to help people to clarify their individual contributions. Here is one approach that can be used.

    Good organisations ensure that everybody knows the overall goals. Each team and each person then makes clear contracts about their contributions towards achieving the aims. So the overall picture may look something like the following.

    Continuing To Focus On
    The Picture Of Success

    Good leaders encourage people to keep doing the right things in the right way every day. The road map may evolve, of course, but it is vital to keep people focusing on the goals.

    Imagine that you have gone through the stages mentioned earlier. You can then encourage people:

    To perform superb work.

    To proactively report on their progress towards achieving the goals – this also involves producing and publicising success stories.

    To find positive solutions to challenges and achieve the picture of success.

    Good leaders enable people to take these steps. They also ensure that people keep reporting their progress towards achieving the goals.

    One approach to doing this is to meet with each person on a regular basis. Here is one framework that they can follow for reporting the progress they have made and their plans for the future. They can then share this with you, for example, every month or another time frame.

    Super teams are special. They pursue their chosen strategies, perform superb work and work towards achieving their picture of success. They also communicate the progress the whole team is making towards achieving its goals.

    Here is one approach to sharing the team’s achievements along the way. This is similar to the framework used with individuals, but you can adapt it to describe the team’s successes and plans. People can then continue to build a super team and deliver the picture of success.


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        Some people combine all three ways of working but then it can be Read more


          T is for Tools For Managing Triggers  

          Different people have different triggers that can lead to them behaving in ways that cause difficulties. Sometimes they may manage such situations successfully. Sometimes they may fall into a downward spiral.

          A recovering alcoholic Read more


            C is for The Class Act Approach

            There are many ways to do fine work. One model is to keep following the class act approach.

            “They are a class act,” is a phrase used to describe somebody who consistently performs brilliantly. Read more


              D is for Distancing Yourself, Decision Making And Delivering The Desired Results    

              There are many ways to do superb work. One approach is particularly useful when tackling challenging situations. This involves taking the following steps.

              Step 1 is to distance yourself from the situation to see Read more


                E is for Equilibrium, Enjoyment And Extreme Experiences

                There are many ways to live life. One approach is to balance equilibrium, enjoyment and extreme experiences.

                Many people enjoy having a sense of equilibrium. They like to do the familiar things in life Read more


                  A is for The Achievement Model

                  There are many models for understanding how people do superb work. One approach is to clarify how they rate in the areas of attitude, ability, application, adventure and achievement.

                  Imagine that you are recruiting Read more


                    D is for Doing Satisfying Work Where You Score Highly On Drive, Discipline And Delivery  

                    There are many ways to do fine work. One approach is to focus on the deeply satisfying activities where you score highly on drive, discipline and delivery.

                    Imagine that you choose to focus on Read more