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Focus Your Priorities On Your Strengths

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Presentation for executives in transition.

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Focus Your Priorities On Your Strengths

  1. 1. David Scurlock Learning and Organizational Development Leader
  2. 2. <ul><li>Working knowledge and experience in the design, development and implementation of learning solutions. </li></ul><ul><li>Experience providing strategic alignment and direction supported with execution. </li></ul><ul><li>Experience managing, motivating teams. </li></ul><ul><li>Pragmatic understanding and experience within business environments. </li></ul><ul><li>Visionary; Passionate; Servant Leader </li></ul>
  3. 3. <ul><li>Conference Board Research Group </li></ul><ul><ul><li>2009 employee survey </li></ul></ul><ul><li>Franklin Covey </li></ul><ul><ul><li>Focus: Achieving Your Highest Priorities </li></ul></ul><ul><li>Development Dimension International </li></ul><ul><ul><li>Behavior-based interviewing </li></ul></ul><ul><li>Now Discover Your Strengths </li></ul><ul><ul><li>Marcus Buckingham and Donald Clifton </li></ul></ul>
  4. 4. <ul><li>Job satisfaction falls to lowest levels in 22 years! </li></ul><ul><ul><li>61% satisfy in 1987 </li></ul></ul><ul><ul><li>49% in 2008 </li></ul></ul><ul><ul><li>45% today </li></ul></ul><ul><li>Find work interesting </li></ul><ul><ul><li>70% in 1987 </li></ul></ul><ul><ul><li>60% in 2008 </li></ul></ul><ul><ul><li>51% today </li></ul></ul>
  5. 5. <ul><li>Employee’s feel secure in their positions </li></ul><ul><ul><li>59% in 1987 </li></ul></ul><ul><ul><li>47% in 2008 </li></ul></ul><ul><ul><li>43% today </li></ul></ul>
  6. 7. <ul><li>Fewer workers consider job interesting </li></ul><ul><li>Incomes have not kept up with inflation </li></ul><ul><li>Health cost continue to increase as percentage of income </li></ul>
  7. 9. Not Urgent Urgent Important Not Important Deception Necessity Balance and Productivity Waste and Excess * From Franklin Covey “Focus Achieving Your Highest Priorities
  8. 10. Not Urgent Urgent Important Not Important * From Franklin Covey “Focus Achieving Your Highest Priorities Manage Focus Avoid Minimize <ul><li>Crises </li></ul><ul><li>Pressing problems </li></ul><ul><li>Dead-line driven </li></ul><ul><li>Preparation </li></ul><ul><li>Prevention </li></ul><ul><li>Planning </li></ul><ul><li>Relationship building </li></ul><ul><li>Re-creation </li></ul><ul><li>Values Clarification </li></ul><ul><li>Needless Interruptions </li></ul><ul><li>Unimportant meetings, calls, </li></ul><ul><li>e-mails </li></ul><ul><li>Other people’s minor issues </li></ul><ul><li>Trivia, busywork </li></ul><ul><li>Time wasters </li></ul><ul><li>Escape activities </li></ul>
  9. 11. Not Urgent Urgent Important Not Important Deception Necessity Balance and Productivity Waste and Excess * From Franklin Covey “Focus Achieving Your Highest Priorities Manage Focus Avoid Minimize
  10. 12.   1. I spend much of my time on important activities that demand my immediate attention, such as crises, pressing problems, and deadline driven projects. 2. I feel I am constantly addressing issues that are important to others, but not to me. 3. I invest time regularly in relationship building and self-renewal. 4. I feel I am always “putting out fires” and working in a crisis mode. 5. I spend much of my time on activities that demand my immediate attention but have little relevance to my top priorities (e.g., needless interruptions, unimportant meetings, noncritical phone calls and e-mail). 6. I feel I am on top of things because of careful preparation and planning. 7. I spend much of my time on busywork, junk mail, excessive TV, Internet trivia, games, etc. 8. I feel I waste a lot of time.   9. Other people’s demands keep me from moving forward on critical goals and objectives. 10. I look forward and act on issues now, so they don’t become crises in the future. 11. I constantly feel “under the gun” to get important things done. 12. I rush around all day, but I do little that contributes to my organization’s most important priorities. 13. I am often required to come in at the last minute and help with key projects. 14. I spend my weekend in “recovery” from the workweek, with little time in meaningful activities. 15. I begin each week with a clear plan to achieve my highest priorities. 16. I often find that I have wasted several hours in front of the television or surfing the Internet. www.fcprofiles.com/focus
  11. 15. * Developmental Dimensions International Part of the Job Not part of the Job A. Annoying B. Motivating C. Happy to Avoid D. Things I Miss B + C = ____ A + D = ____
  12. 16. <ul><li>When Satisfied/Dissatisfied </li></ul><ul><li>What was Satisfying/Dissatisfying </li></ul>* Developmental Dimension International
  13. 17. <ul><li>S ituation </li></ul><ul><li>T ask </li></ul><ul><li>A ction </li></ul><ul><li>R esult </li></ul>
  14. 18. <ul><li>Marcus Buckingham & Donald Clifton </li></ul><ul><li>Gallup study of over 2 million people </li></ul><ul><li>Focus on your strength’s not weakness </li></ul><ul><li>“ At work do you have the opportunity to do what you do best”? </li></ul><ul><ul><li>Only 20% felt they did! </li></ul></ul><ul><ul><ul><li>Longer with same organization and higher up traditional career ladder less likely to feel that way </li></ul></ul></ul>
  15. 19. <ul><li>Each person can learn to be competent in almost anything. </li></ul><ul><li>Each person’s greatest room for growth is in their areas of greatest weakness or opportunities. </li></ul>
  16. 20. <ul><li>“ It’s not that we don’t have enough strengths… we fail to use the ones we have.” </li></ul><ul><li>“ Identify your strength’s and organize your life so that these strengths can be applied.” </li></ul><ul><ul><li>Recurring patterns of behavior that can be developed into genuine and productive strengths </li></ul></ul><ul><li>Don’t ignore weakness just don’t spend a lot of time fixing them! </li></ul>Taken from: Now Discover Your Strengths, Buckingham & Clifton
  17. 21. <ul><li>Talents- naturally recurring patterns of thoughts, feelings or behaviors that can be applied productively. </li></ul><ul><li>Knowledge- facts and lessons learned, experience. </li></ul><ul><li>Skills- steps of an activity. Provides structure to experience and knowledge. </li></ul>
  18. 22. Can be acquired or learned steps experience Naturally recurring
  19. 23. <ul><li>Spontaneous reactions, top-of-mind reactions to situations you encounter. </li></ul><ul><li>Yearning, rapid learning, satisfaction </li></ul><ul><li>Motivational Fit </li></ul>
  20. 24. Strengths reside in this area Don’t know we don’t know Know we don’t know Do it naturally Apply knowledge and skills Awareness Developed Talents “ Hidden” Talents
  21. 25. <ul><li>Live “above the line” </li></ul><ul><ul><li>Important (urgent and not urgent) </li></ul></ul><ul><ul><li>Assess where you are today </li></ul></ul><ul><ul><ul><li>www.fcprofiles.com/focus </li></ul></ul></ul><ul><li>What is your “Motivational Fit”? </li></ul><ul><ul><li>What part of previous jobs/roles did you find motivating? </li></ul></ul><ul><ul><li>What previous jobs/roles did you find annoying? </li></ul></ul>
  22. 26. <ul><li>What are your “STARS” </li></ul><ul><ul><li>Think about your achievements and successes </li></ul></ul><ul><ul><ul><li>Write down and become comfortable with communicating : </li></ul></ul></ul><ul><ul><ul><ul><li>Situations </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Task </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Action </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Results </li></ul></ul></ul></ul><ul><li>Identify your talents, then gather knowledge and develop skills that result in creating and enhancing your strengths. </li></ul>
  23. 27. David Scurlock

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