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THE POSITIVE APPROACH TO LEADERSHIP Kaj Hellbom Center for Positive Leadership, Helsinki, Finland
Session overview
• The Challenge • The Posi.ve Approach • Posi.ve Deviance • Strengths Focus • Posi.ve Beliefs
• Case Posi.ve Team Coaching • Conclusions
Posi.ve emo.ons broaden and build -‐ Barbara Fredrickson
THE CHALLENGE
More
With less Faster
THE POSITIVE APPROACH
Roots
• Posi.ve Psychology
• Posi.ve Organiza.onal Behaviour
• Posi.ve Organiza.onal Scholarship
• Apprecia.ve Inquiry
The Posi;vity-‐Performance Matrix
Low Posi(vity
High Performance
High Posi(vity
High Performance
Low Posi(vity
Low Performance
High Posi(vity
Low Performance
POSITIVE DEVIANCE
Posi;ve Deviance
STRENGTHS FOCUS
STRENGTHS OPPORTUNITIES
WEAKNESSES THREATHS
Developing STRENGTHS
OPPORTUNITIES
Repairing WEAKNESSES
THREATHS
POSITIVE BELIEFS
The Posi;ve Beliefs Approach
• Beliefs influence behavior • Beliefs are oNen unconscious • Beliefs can be limi.ng or suppor.ng
Uncovering suppor;ve and posi;ve beliefs is our mission
CASE POSITIVE TEAM COACHING
Team Performance
HIGH MEDIUM LOW
Posi.ve Statement Ra.o (suppor.ve, encouraging, apprecia.on versus cri.cal, disapproval, contradictory)
5.6 to 1
1.8 to 1
0.36 to 1
Source: Losada & Heaphy, 2004
Posi;ve Team Coaching Mindset
ü There are unused resources in any system ü There is always a posi.ve deviance ü Posi.ve deviance accelerates learning ü There is a sustainable way forward
CONCLUSIONS & NEXT STEPS
“It's easier to act your way into a new way of thinking, than think your way into a new
way of ac.ng.” -‐ Jerry Sternin
When to start?
Flourishing People, Teams & Organiza;ons
Thank you!
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