Using Values and Strengths to Improve Performance

David is considered a high potential employee at his UK-based company. He appeared skeptical at the course LIFT Consulting was running for his organization. Although we realized later he was open to it, he had a lot of questions and was pressing us. By the end of the course he had a great experience.

As part of the course David participated in the reflective best self assessment and wrote his portrait. This consists of constructing a personal statement from 60 to 90 paragraphs of feedback received on what you have learned about yourself from others. The portrait captures themes and context from what's been written in the feedback. David caught our attention because he wrote his portrait in third person - he disassociated himself. Upon asking him why he did this, David said, 'Some of the feedback was given to me around projects that ultimately failed.' He could not comprehend that even if the project was short lived he was at his best as part of a project that had failed. He could not grasp that his best self could be associated with something that ultimately was unsuccessful because the culture at his company focuses on delivering results and triumph. David left the course in a good place in other ways, but we were not sure if the reflective best self exercise was an effective tool for him.

Upon returning for the follow-up day a few months later, David said the following: 'In looking at my best self it made me reflect on my role in the organization.' He realized one of the other reasons he had written his best self portrait in third person is that he did not feel the organization valued him when he was at his best. He found the rest of the course contemplative and was in a reflective place.

Three weeks before the follow-up day he was given a promotion opportunity. That would mean he would be higher in the organization and include a salary increase. He said, 'Any other time in my career I would have taken it in a heartbeat.' He continued, 'For the first time I started to think about what that job would really entail.' He knew that if he were to take that job that it would suck the life out of him. He would not have passion for it and in turn he would be less effective for the organization and because of this he would treat his people in a way that they would not experience him at his best. In turn, the organization would suffer and he would suffer because he would not be happy. After three weeks of talking to many people and having everyone say, 'You're crazy for not doing it,' he turned the promotion down.

At the follow-up session he was feeling free and happy. He was so much lighter than he'd been earlier in the course. David said, 'I know that there will be other opportunities that will better fit who I am and I'll be able to bring more value to the organization.' Most of the people in the organization couldn't understand why he didn't take the promotion. David understood that had his colleagues convinced him to do so, he would have been miserable and they would have actually been worse off as an organization.

Questions to Consider:

Do you ever get caught up in following the norm and doing what's expected or do you make the right decision – one that's best for you and for the organization?

What behaviors would you need to have and reinforce for your employees to be as honest as David in making decisions for them and for the business?