Strengths not Deficits

I was working with one of our coaching clients today and a description of how his organisation at times tended to respond elaborately to presenting matters, paying attention to the problems and looking for the quickest fixes, reminded me of the developing debate around strengths and deficits.

Many of our actions as managers and leaders seem to be prompted by a failure or 'deficit' and too often we are encouraged to believe that action to reduce those deficits is the key purpose of or value from our role, i.e. the need 'to put things right.' Indeed, our own managers and leaders almost demand our value is exhibited by the number of 'fixes' and solutions we implement.

Our work with the strengths approach suggests there is another way; that by concentrating more on the organisation's talents and strengths, by recognising and nurturing those strengths and using them in an environment that appreciates what works well, and to do more of those things, you will cope better with most of the deficits. You will also cope in a more calm and organised manner when the inevitable 'crises' hit. Strengths-led organisations don't ignore problems, or 'wicked issues', it is important to recognise and record them. And then put your people's talents to work to develop strengths and thus reduce the deficits.

Its' not always an easy route to take; if it was, more organisations would consciously be acting in this way. It demands persistence of effort and consistent behaviours, sometimes under the pressure to act very differently, both in the context of having a clear and compelling vision. A vision that demands of leaders and senior managers that they concentrate as much attention as practicable on the important and significant over the immediate.

We would recommend looking at the work of the late Donald O. Clifton, and also Marcus Buckingham of the Gallup Organisation, for a clear exposition of the strengths approach to individual and organisational development.