The Art of Strengths Coaching

R is for Resources, Rigour And Results

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There are many ways to do good work. One approach is to start by clarifying the desired results. It is then:

To gather the necessary resources.

To be rigorous in both the preparation and the performance.

To do your best to deliver the required results.

Looking back, can you think of a specific situation when you went through these stages? You may have been tackling a specific challenge, managing a sports team, leading a project or whatever.

What did you do right then? How do you gather the resources? How did you apply the rigour? How did you do your best to deliver the required results?

If you wish, try tackling the exercise on this theme. This invites you to describe a time you went through these steps. We will then explore each of these in more depth.

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Resources

Imagine you want to deliver certain results. You may want to create a new website, build a successful prototype, help a team to achieve peak performance or whatever. It will be vital to get the tools to do the job.

Great teams implement the right strategy with the right resources and the right people in the right way. If they are going to climb Everest, for example, they need the support and skills required to achieve success.

Peak performers are good at improvising. They can be creative and perform superb work with few resources in the short term. Employing the right resources in the right way, however, is more likely to lead to sustainable success.

Sometime it can be challenging to get the required resources. Imagine you lead a team in an organisation. It will be vital to reassure the key stakeholders – your bosses and other key people – that you understand the world from their point of you. It will then be important:

To agree with the stakeholders on the results to achieve – the picture of success.

To show you have a clear strategy for achieving the results.

To make clear contracts about the support required to deliver the results.

To proactively keep the stakeholders informed about the progress towards achieving the goals.

To deliver some quick successes in order to buy time and reassure the stakeholders that you will deliver the picture of success.

People buy success, they don’t buy the theory of success. When talking with stakeholders, keep describing the specific results you will deliver. They also need to be confident you will deliver the goods.

Stakeholders need to cross over an emotional threshold where they really want the success. Do what you can to get them over this threshold. They are then more likely to provide the required resources.

Looking ahead, can you think of a project you want to tackle? You may want to do this by yourself or with other people.

What are the results you want to achieve? What are the resources you will need? How can you do your best to get the required resources?

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

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Rigour

One soccer manager I worked with had an interesting approach to working with players. He encouraged them to demonstrate great rigour in both the preparation and the actual performance of the work.

The players were urged to channel their energies into being rigorous, rather than become obsessed by each game’s results. Demonstrating the required disciplines was, of course, more likely to deliver the goods.

The soccer manager began each preseason by getting the players to focus on the big picture. Building on what they could control, he educated the players to go through the following steps.

They clarified the result they wanted to achieve in terms of their points target for the season.

They clarified the rigour they must demonstrate to prepare for each of the games on the way towards delivering the required result.

They clarified the rigour they must demonstrate to deliver good performances in the games.

They then demonstrated the required rigour in both the preparation and the actual performances in games.

They found that when they demonstrated the required rigour – rather than worry about the current score – they delivered good results on the way towards achieving the points target for the season.

The soccer manager was in the results business. But his emphasis on rigour freed up the players to deliver good performances on the way to achieving their picture of success.

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

Describe the project you want to tackle and the results you want to achieve.

Describe the specific things you can do to demonstrate the required rigour when preparing to deliver the results.

Describe the specific things you can do to demonstrate the required rigour when performing the work to deliver the results.

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Results

Great workers relish following their chosen rigour, but they also good at reading reality. If they are leading a team, for example,  they focus on the following themes.

What We Are Doing Well

The specific things we are doing well that will
help us to achieve the required results are:

*

*

*

The specific things we can do to
do more of these things are:

*

*

*

What We Can Do Better

The specific things we can
do better and how are:

*

*

*

Great workers integrate these actions to the daily disciplines and develop their performance. They then keep working hard to deliver the goods.

Sometimes, of course, there may be the need for drastic course correction. On those occasions it may be vital to revisit the overall strategy.

The soccer manager mentioned earlier took this approach at a crucial point of a season. The team were playing well, but they suddenly lost two key attackers.

Taking a realistic look at the present resources, the manager considered the season to be at risk. The team’s performance would probably hover between 6/10 and 8/10.

How to improve the chances of success? Taking into account the manager’s track record of delivering the goods, the Board provided money for two even better players. These were integrated into the team and delivered quick successes.

Let’s return to your own potential project. There may be times when you need to take a reality check. You can then build on what is working, find solutions to what isn’t and keep improving the performance.

Sometimes this calls for getting the right resources, but other times it calls for going back to basics. You need to be implementing the right strategy with the right people in the right way. This may mean making key decisions.

Other times it may call for creative problem solving. You will have your own approach to making this happen. One approach is to use the 3C model for finding creative solutions to challenges. You can discover more about this model via the following link.

http://www.thepositiveapproach.global/c-creative-problem-solving/

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If you wish, try tackling the final exercise. This invites you to do the following things.

Describe the project you want to tackle and the results you want to achieve.

Describe the specific things you can do to do your best to deliver the required results.

Describe the specific benefits – both for yourself and for other people – of delivering the required results.

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