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Reflected Best Self RBS Exercise Debriefing

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Identify and articulate your personal strengths and capacity to ... Tiger Woods. Arguably one of the ... Tiger focused his practice time on? Tiger Woods ... – PowerPoint PPT presentation

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Title: Reflected Best Self RBS Exercise Debriefing


1
Reflected Best Self (RBS) Exercise Debriefing
  • Rosemary OLeary
  • Executive Leadership, 2008

2
Reflective Best Self Exercise Learning
Objectives
  • Identify and articulate your personal strengths
    and capacity to add value at work
  • Better understand what kinds of work situations
    bring out your best
  • Create better career development plans and actions

3
Distinguishing Features of RBS Exercise
  • Not the best, but your best
  • Just strengths, not weaknesses
  • Opportunity for affirmation of your uniqueness

4
Theory (Buckingham and Clifton)
  • Most feedback involves identifying weaknesses and
    problems to be solved
  • People usually have limited realistic information
    on their positive qualities and actions (may not
    be culturally comfortable to ask for positive
    feedback)

5
Theory (Buckingham and Clifton)
  • Most organizational feedback (e.g., grades,
    performance reviews) emphasizes negative feedback
    (control) at the expense of positive (growth)
  • Successful people base their decisions upon their
    strengths, and pay less attention to their
    weaknesses.

6
What is a Best Self?
  • More than strong skills and positive traits
  • Often results from combination of strong traits
  • The experience we create for ourselves and others

7
A Competency-Based Approach to Development
  • Competencies are the skills and
  • capabilities that are required to perform
    effectively
  • -Budgeting (How to do a spread sheet)
  • -Statistics (How to crunch numbers)
  • -Personnel (How to hire and fire)
  • Developmental Aim To equip you for
  • task or job success

8
A Competency-Based Approach to Development
  • Developmental Process
  • Create a list of competencies based on observable
    indicators of success
  • Measure any performance gaps between requisite
    and observed competencies
  • Reduce performance gaps by correcting
    deficiencies

9
A Competency-Based Approach to Development
  • Assumptions
  • Overcoming weaknesses will lead to
  • excellence
  • Its important to be well-rounded

10
A Strength-Based Approach to Development
  • Strengths are the qualities and capabilities you
    possess that enable you to consistently produce
    excellent results
  • Developmental Aim Unleash distinctive human
    capabilities

11
A Strength-Based Approach to Development
  • Developmental Process
  • Reflect on yourself at your best using personal
    observations those of others
  • Extract and distill a core set of attributes,
    tendencies and enablers
  • Identify opportunity gaps where strengths are
    underutilized
  • Capitalize on strengths and ability to add value

12
A Strength-Based Approach to Development
  • Assumptions
  • Your greatest room for growth is in the area of
    your unique strengths and special talents
  • You dont have to be everything to everybody
  • Improving areas of weakness enables you to meet
    performance standards building on strengths
    creates the pathway to excellence

13
Obstacles to a Strengths-Based Approach(or why
dont we do more of this?)
  • High quality positive feedback is rare we dont
    seek it and others dont give it
  • It feels self-centered and counter-cultural
  • Can increase feelings of vulnerability (Is my
    best self is valued/appropriate?)
  • Risky

14
Obstacles to a Strengths-Based Approach(or why
dont we do more of this?)
  • We tend to seek and value deficit-oriented
    feedback
  • We tend to remember negative feedback much more
    than positive

15
Developing Yourself
  • Define your personal vision for making
    extraordinary leadership contributions
  • Assess your competencies, strengths and best self
    through
  • Self-assessment
  • External feedback.
  • Identify your contribution gaps and develop a
    strategy for leveraging your strengths
  • Identify your competency gaps and develop a
    strategy for addressing these

16
Developing Others
  • Dont take excellent performance for granted
    identify root causes
  • Help subordinates understand the experience they
    create for others and themselves during best-self
    moments
  • Give high quality feedback on strengths/
    excellence vs. at-a-boys (girls)

17
Developing Others
  • Help people see where their best self might add
    value
  • Help people see any inappropriate applications of
    a strong skill or capability and its impact on
    others (e.g., extroverts who talk so much others
    cannot get a word in)

18
Tiger Woods
  • Arguably one of the best golfers ever!
  • Strength fantastic swing and very long drive
  • But ranked 123rd in sand saves (in 2003)
  • So what skills has Tiger focused his practice
    time on?

19
Tiger Woods
  • Arguably one of the best golfers ever!
  • Strength fantastic swing and very long drive
  • But ranks 123rd in sand saves.
  • So what skills has Tiger focused his practice
    time on?
  • His natural gift/talent allows him to avoid his
    weaknesses
  • Practices enough to be competent in sand trap

20
Break-Out Groups
  • What was it like to request this feedback?
  • What was it like to receive this feedback?
  • How difficult was it to analyze and integrate
    this feedback?
  • What are you going to do with this feedback?

21
Break-out Groups
  • What insights did you gain about yourself? In a
    general sense, what did you get out of the
    exercise?
  • What conditions seem to (a) block or (b) make it
    easier to be your best self?
  • What would you do differently in order to use
    your Best Self in your life, work, and relations
    with others?

22
Can you Imagine?
  • How RBS could be implemented in an organization?
    (What would reactions be?)
  • What you might do with your own feedback? (Job
    redesign? Career choices?)
  • What do leaders need to do to make it possible
    for people to discover and enact their best
    selves?
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