This Not That - The Journey to Crazy Happy
•Download as PPTX, PDF•
1 like•165 views
A presentation given to Georgia Tech MS HCI program. It explores strengths management based on the Buckingham/Clifton models.
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to This Not That - The Journey to Crazy Happy
Similar to This Not That - The Journey to Crazy Happy (20)
More from Joe Kleinwaechter
Recently uploaded
Recently uploaded (20)
This Not That - The Journey to Crazy Happy
- 1. This Not That The Journey to Crazy Happy Joe Kleinwaechter
- 2. This was me. (and it’s you now)
- 3. A STORY
- 4. EXERCISE You are applying for your first job after graduating from this program. Write down the 5 things that you would tell the interviewer you are good at doing.
- 5. Give Me Some Science!
- 7. Reading Material Get this one
- 8. RESULT #1 Chess Over Checkersand
- 9. RESULT #1 Strengths Over Weaknessesand
- 10. RESEARCH 70,000 4,000 Number of scientific research studies published on: Stress/Weakness Happiness
- 11. Carl Jung “Criticism, has the power to do good when there is something that must be destroyed, dissolved, or reduced, but capable only of harm when there is something to be built”
- 12. THE 1 THING Never teach a pig to sing…
- 13. BREAK THE RULE Do Not Do Unto Others As You Would Have Them Do Unto You The Un-Golden Rule
- 14. At work, do you have the opportunity to do what you do best every day? 80% 20% Yes No This gets worse as a person climbs the company ladder.
- 15. Those in the 20%... …were 50% more likely to work in units with higher retention …were 38% more likely to work in more productive units …were 44% more likely to work in units with higher customer sat scores.
- 16. This means that 80% of this planet’s companies are not operating at their full potential!
- 17. The real tragedy of life is not that each of us doesn’t have enough strengths – it’s that we fail to use the ones we have.
- 19. KNOWLEDGE What you are aware of.
- 20. SKILL The practice and refinement of knowledge.
- 21. TALENT The stuff that is physiologically at your core being.
- 23. 100B Neurons T-17 weeks 1st Neuron T-34 weeks 1st Synapse T-8 weeks BIOLOGY 15K Syn/Neuron 3 years 8K Syn/Neuron 16 years
- 24. A STORY
- 25. What Does a Talent Sound Like?
- 26. Achiever Activator Adaptability Analytical Arranger Belief Command Communication Competition Connectedness Context Deliberative Developer Discipline Empathy Consistency Focus Futuristic Harmony Ideation Includer Individualization Input Intellection Learner Maximizer Positivity Relator Responsibility Restorative Selfassurance Significance Strategic Woo
- 27. Woo stands for winning others over. You enjoy the challenge of meeting new people and getting them to like you. Strangers are rarely intimidating to you. On the contrary, strangers can be energizing. You are drawn to them. You want to learn their names, ask WOO them questions, and find some area of common interest so that you can strike up a conversation and build rapport. Some people shy away from starting up conversations because they worry about running out of things to say. You don't. Not only are you rarely at a loss for words; you actually enjoy initiating with strangers because you derive satisfaction from breaking the ice and making a connection. Once that connection is made, you are quite happy to wrap it up and move on. There are new people to meet, new rooms to work, new crowds to mingle in. In your world there are no strangers, only friends you haven't met yet -- lots of them. Woo Developer Individualization Ideation Adaptability
- 28. You see the potential in others. Very often, in fact, potential is all you see. In your view no individual is fully formed. On the contrary, each individual is a work in progress, alive with possibilities. And you are drawn toward people for this very reason. When you interact with others, your goal is to help them experience success. You look for ways to challenge them. You devise interesting experiences that can stretch them and help them grow. And all the while you are on the lookout for the signs of growth -- a new DEVELOPER behavior learned or modified, a slight improvement in a skill, a glimpse of excellence or of "flow" where previously there were only halting steps. For you these small increments -- invisible to some -- are clear signs of potential being realized. These signs of growth in others are your fuel. They bring you strength and satisfaction. Over time many will seek you out for help and encouragement because on some level they know that your helpfulness is both genuine and fulfilling to you. Woo Developer
- 29. Your Individualization theme leads you to be intrigued by the unique qualities of each person. You are impatient with generalizations or "types" because you don't want to obscure what is special and distinct about each person. Instead, you focus on the differences between individuals. You instinctively observe each person's style, each person's INDIVIDUALIZATION motivation, how each thinks, and how each builds relationships. You hear the one-of-a-kind stories in each person's life. This theme explains why you pick your friends just the right birthday gift, why you know that one person prefers praise in public and another detests it, and why you tailor your teaching style to accommodate one person's need to be shown and another's desire to "figure it out as I go." Because you are such a keen observer of other people's strengths, you can draw out the best in each person. This Individualization theme also helps you build productive teams. While some search around for the perfect team "structure" or "process," you know instinctively that the secret to great teams is casting by individual strengths so that everyone can do a lot of what they do well. Woo Developer Individualization
- 30. You are fascinated by ideas. What is an idea? An idea is a concept, the best explanation of the most events. You are delighted when you discover beneath the complex surface an elegantly simple concept to explain why things are the way they are. An idea is a connection. Yours is the kind of mind that is always looking for connections, and so you are intrigued when seemingly disparate phenomena can be linked IDEATION by an obscure connection. An idea is a new perspective on familiar challenges. You revel in taking the world we all know and turning it around so we can view it from a strange but strangely enlightening angle. You love all these ideas because they are profound, because they are novel, because they are clarifying, because they are contrary, because they are bizarre. For all these reasons you derive a jolt of energy whenever a new idea occurs to you. Others may label you creative or original or conceptual or even smart. Perhaps you are all of these. Who can be sure? What you are sure of is that ideas are thrilling. And on most days this is enough. Woo Developer Individualization Ideation
- 31. You live in the moment. You don't see the future as a fixed destination. Instead, you see it as a place that you create out of the choices that you make right now. And so you discover your future one choice at a time. This doesn't mean that you don't have plans. You probably do. But this theme of Adaptability does enable you to respond willingly to the demands of the ADAPTABILITY moment even if they pull you away from your plans. Unlike some, you don't resent sudden requests or unforeseen detours. You expect them. They are inevitable. Indeed, on some level you actually look forward to them. You are, at heart, a very flexible person who can stay productive when the demands of work are pulling you in many different directions at once. Woo Developer Individualization Ideation Adaptability
- 32. EXERCISE Re-read your index card. Label each entry as either: • Knowledge • Skill • Talent
- 33. KRYPTONITE KEEPING SUPERMAN IN CHECK SINCE FOREVER Managing Your Weaknesses
- 35. Managing Weaknesses Compensate With Your Strength Partner Compensate
- 36. Managing Weaknesses Do The Minimum Required Partner Compensate Minimum Required
- 37. Managing Weaknesses Develop a System Partner Compensate Minimum Required Develop a System
- 38. Managing Weaknesses Stop Doing It! Partner Compensate Minimum Required Develop a System Stop Doing It
- 39. Putting It All Into Practice
- 40. Inventory Your Strengths or , , 1
- 42. …and Attach a Mitigation Strategy Partner Compensate Minimum Required Develop a System Stop Doing It 3
- 43. Play the 5 Jobs Game House Painter Sanitation Engineer Director MS_HCI Farmer UX Designer 4
- 44. This Not That The Journey to Crazy Happy TheStrandedStarfish.com @jkleinwaechter Joe.kleinwaechter@worldpay.us Joe Kleinwaechter Vice President Innovation & Design Worldpay
Editor's Notes
- When I was where you are now, I was primed with all of the classic ways to plan my career. I had taken the career studies. I knew I wanted to be an electrical engineer. I worked hard, studied hard and passed with excellent grades. I learned all the things needed to be successful, yet Iwhen I went out into the work world never seemed to be able to keep pace with my friends that had graduated with me. Things seemed to come much easier for them. I always had to work harder just to keep up. Then I realized that the things that jazzed them were not all that interesting to me. They loved to be locked away in a room and left alone to solve a problem. I hated that. Over the years it became clear that despite equal investments in time and equal intelligence, I was not able to keep up with the engineering prowess of my co-workers. Then I started discovering that I was really good at other things. Things that I never knew. This resulted in a 10 year journey that has really propelled my career, but more importantly my happiness. This is a discussion about how you may benefit from my journey.
- The Scorpion and the Frog One day, a scorpion looked around at the mountain where he lived and decided that he wanted a change. So he set out on a journey through the forests and hills. He climbed over rocks and under vines and kept going until he reached a river. The river was wide and swift, and the scorpion stopped to reconsider the situation. He couldn't see any way across. So he ran upriver and then checked downriver, all the while thinking that he might have to turn back. Suddenly, he saw a frog sitting in the rushes by the bank of the stream on the other side of the river. He decided to ask the frog for help getting across the stream. "Hellooo Mr. Frog!" called the scorpion across the water, "Would you be so kind as to give me a ride on your back across the river?" "Well now, Mr. Scorpion! How do I know that if I try to help you, you wont try to kill me?" asked the frog hesitantly. "Because," the scorpion replied, "If I try to kill you, then I would die too, for you see I cannot swim!" Now this seemed to make sense to the frog. But he asked. "What about when I get close to the bank? You could still try to kill me and get back to the shore!" "This is true," agreed the scorpion, "But then I wouldn't be able to get to the other side of the river!" "Alright then...how do I know you wont just wait till we get to the other side and THEN kill me?" said the frog. "Ahh...," crooned the scorpion, "Because you see, once you've taken me to the other side of this river, I will be so grateful for your help, that it would hardly be fair to reward you with death, now would it?!" So the frog agreed to take the scorpion across the river. He swam over to the bank and settled himself near the mud to pick up his passenger. The scorpion crawled onto the frog's back, his sharp claws prickling into the frog's soft hide, and the frog slid into the river. The muddy water swirled around them, but the frog stayed near the surface so the scorpion would not drown. He kicked strongly through the first half of the stream, his flippers paddling wildly against the current. Halfway across the river, the frog suddenly felt a sharp sting in his back and, out of the corner of his eye, saw the scorpion remove his stinger from the frog's back. A deadening numbness began to creep into his limbs. "You fool!" croaked the frog, "Now we shall both die! Why on earth did you do that?" The scorpion shrugged, and did a little jig on the drownings frog's back. "I could not help myself. It is my nature."
- The story about the Strengths Movement.
- All three of these are good books. FBATR is a great read, especially if you are a manager or leader of others. I most highly recommend NDYS for getting the appropriate background on strengths based concepts. It includes the original assessment as part of the book. SF2 is also a good book and has the advantage that I points to a more updated test (not much different though). However it has the disadvantage of not presenting the critical background info that NDYS does).
- Great managers treat individuals as individuals and develop a strategy for each one.
- Great managers spent time getting people to play to their strengths and less time on shoring up a person’s weaknesses.
- Far more has gone into what negatively affects us rather than what what causes us to be happy. Cite: The Exploration of Happiness by Antonella Delle Fave (p. 48)
- Spending time improving someone’s weaknesses is like teaching a pig to sing. The synapses and neurons are largely formed. Time is better spent on the natural talent synapse paths that have already been put into place. Never teach a pig to sing, it only wastes your time and it annoys the pig.
- You are not them. So don’t expect what works for you works for them. Life is chess not checkers.
- The three distinct components of strengths management.
- You know this, but you haven’t practiced it.
- You refine what you know.
- How you recognize talent: Look at those things that you seem to have to work less at than others to accomplish the same level of accomplishment. It’s often hard to explain talent/strengths. My quick witted responses come so easily, to the point that my son Jared is astonished. I have never had to work at that. Weakness – Those things that take you longer or work harder to accomplish the same task.
- You can gain skill through hard work (the 10,000 hour principal). However where you end up at 10,000 may have only taken someone with talent, 500 hours. This efficiency is critical in your happiness quotient. You will be constantly frustrated If you feel like you are always behind.
- At birth you will have 100B neurons, the most you will ever have. By 3 years of age each neuron will have 15K connections per neuron – that’s 1.5 trillion synapses. This is the most you will ever have. At age three the body starts shedding many of these connections. At age 16 you settle in with roughly half of the synapse connections you had at ag three. This shedding process is critical. The brain chooses to hone in on the connections that are most valuable to it rather than waste energy on maintaining those that are not. We could not function well with the synapse structure we have at age three. It is this final roadmap of neurons and synapses at age 16 that determine our strengths. It changes very little over the years. It is actually far more efficent to improve the paths that we have (strengths), than it is to create more paths (strengthening our weaknesses).
- This is my personal story about bike riding (hobby) with my incredibly inept sense of direction.
- The problem is that we have misclassified what talent is. It is not skills that you would typically put on a resume, They are deeper rooted than that, They are foundational to the skills we will eventually possess (or possess today).
- This is Buckingham’s list of 34 talents.
- [Pass out handout sheets for the next 5 slide.] To give you an idea of what a strength sounds like, let me give you some of mine, as taken from NDYS.
- OK, I get the strengths stuff, but those dang weaknesses keep staring me in the face. What do I do about those?
- The best partnerships allow people to do what they do best (non-conflicting strengths), where each person’s strength may be another’s weakness, If the weakness you possess is too important of an element of your assignment, find a partner that is good at what you are not.
- Sometimes a person’s strength is so valuable that people are willing to allow for the weakness. In other words, the strength makes the weakness tolerable. Think professional athletes that have bad behaviors.
- Sometimes a job you are not good at has to get done. Rather than focus on making that weakness a strength, simply do the minimum required. This is especially imporant of the JTBD is not critical and your time could be much better spent on something that you are strong at doing.. See: http://thestrandedstarfish.com/the-dream-crusher/
- We often develop productivity systems to help us with the things we are weak at. If you find it difficult to make a decision, fins a system that may help you decide (Rock Paper Scissors Lizard Spock ) I carry around a small notebook and pen because my hallway memory is atrocious.
- Ask yourself – what is the worse thing that would happen if I didn’t do this. If the consequence is tolerable, consider not doing it.
- Red/Green Journal – keep a journal with you. The first half of the pages label as Green Pages. The last half call Red Pages. Every time you engage in an activity that you seemed to strengthen you, write it down on one of the green pages. Do the same with the red pages for things that drained you.
- Red/Green Journal – keep a journal with you. The first half of the pages label as Green Pages. The last half call Red Pages. Every time you engage in an activity that you seemed to strengthen you, write it down on one of the green pages. Do the same with the red pages for things that drained you.