Solving Problems - Do you know how?

When you ask people, “What is the most effective way to solve a problem?” 83% respond, “Find out what is wrong and fix it.” It seems like common sense. However, the problem with this approach is that attention amplifies everything. You get more of what you pay attention to. So, if you’re paying attention to errors and what is wrong, your mind isn't focusing on what’s right. A more productive and positive approach looks like this:

1. Define the problem as objectively as possible. Leave out any judgments. Simply state the facts as if a video camera were replaying the issue to you.

2. Know that attention amplifies everything, so detach yourself from what you perceive as being the source of the problem. Your focus on it will exacerbate it. You are not fixing the problem. The problem is simply showing you something.

3. Change follows the line of your questioning. Ask, “What does it look like when it’s working?”

4. Define three steps that you can take to shift the situation toward the imagined future that your question helped you create. This is the best use of your energy.

5. Look for evidence that your steps are having the intended result. Keep asking, “What’s working?” and focus on further expanding the success of your intent. The problem will shrivel.

When problems do occur, don’t analyze them, break them down and ruminate over their meaning. They don’t mean anything. They just are. Shift your focus to what working looks and feels like and then dedicate your energy to manifesting that. Problems don’t magically disappear, but they do transform when your attention is given to generating a positive outcome, rather than to the negative that you’re trying to avoid.

-by The Marcus Buckingham Company

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Talents and Change in the workplace

The only thing constant in life is change. Change happens in every role we play. As parents, our children grow up. Change. At our workplace, we get promoted or the company downsizes. Change. Our friends move to another city. Change. If change is the only constant, why are we resisting it so much? Here are a couple of reasons as outlined in Kinicki and Kreitner (2009):

An individual's predisposition towards change: some people learn to handle change and ambiguity as a child. These individuals will handle change with patience, understanding and flexibility. Those who did not learn how to handle change, will not trust the changes implemented. Some talents resist change. Gallup's definition of talent is “our natural recurring thoughts, feelings and behaviour”. According to the research done by Gallup, as seen in Clifton's StrengthsFinder assessment, there are some talents that are very comfortable with change, like the talent of Adaptability, Strategic and Arranger. There are some talents that are very resistant to change, talents such as Discipline, Belief, Analytical and Responsibility, Deliberative. It could be that the individual's predisposition towards change is because of the natural way they think, feel and behave. Nature and nurture.

Surprise and fear of the unknown: when you are not warned of changes, or the changes are so radically different from what you know, you fear the implications of those changes. The talent theme of Futuristic and Strategic has the ability to adapt quickly to the unknown. Could it be that their talents could cause less fear then over the unknown?

Climate of mistrust: mistrust between management and employees can cause the change process to fail, for no other reason than mistrust. Mistrust causes secrecy which causes mistrust. A trusting environment causes managers and employees to be open and honest with one another about the changes that are being implemented and the implications thereof. If there is trust between the parties, both will walk the extra mile to implement the changes necessary for success. Some talents may look like they are mistrusting. Talents like Deliberative and Analytical, Relator, Competition,

Fear of failure: employees and managers alike might cause doubt in capabilities. They might loose self-confidence and their self-efficacy might decline, which has an impact on their work. Loss of status and/or job security: technological changes threatens job security, as technology is doing more and more of the work previously done by employees. Middle management resist changes because restructuring often means they loose status or get downgraded to a lower level. Talents that fear failure are Responsibility, Maximizer, Competition and Significance.

Disruption of cultural traditions and/or group relationships: when new teams are formed, diversity appointments are being done or team members are being promoted, there's a change in the relationship dynamics. It takes time to adjust to these changes, sometimes there is no adjustment. The talent of Includer has a need to feel that no-one is left out. Harmony wants peace. Empathy will feel the disruptions very intensely.

Personality conflicts: conflict between different personalities will cause delay and major disruptions in the change process as some employees will fight change just because they don't like the person implementing the change. Employees that could fight change head-on might have the talent of Command, Belief or Responsibility.

Lack of tact and/or poor timing: the way announcements are made about change can bring resistance to change. No sensitivity or lack of information will bring major uncertainty. Implementing change at the right time is also important. Talents that need time to adjust to change is Belief, Deliberative, Responsibility, Analytical and Intellection

Past success: people believe that strategies that worked in the past will also bring success now. The talent of Context will be the most likeliest to have this view. Context looks at the blueprint of the past, takes the nuggets and wants to implement it in the present.
People might resist change because they are in a comfort zone.


Magriet Mouton is a Level 3 Executive Talent Guide, and Head of Talent Mosaic Association

Retaking the Clifton StrengthsFinder – should I, or not?

Gallup (www.gallup.com) has the following short statement on the StrengthsFinder website regarding this question:

Your first completion of the Clifton StrengthsFinder assessment will yield the purest and most revealing results. For this reason, each Clifton StrengthsFinder access code is valid for only one time through the assessment. Taking the Clifton StrengthsFinder more than once may actually skew the validity of the results. The Clifton StrengthsFinder assessment measures the presence of talents by presenting you with pairs of statements, and by then challenging you to make a top-of-mind choice between the two. The 20-second time limit and your unfamiliarity with the statements ensure your assessment's accuracy by making it difficult to over-think your responses.

Here is a more expansive explanation regarding this question. In my view and experience, having worked with the Clifton Strengthsfinder as a Level 3 Coach daily, for years, I firmly support the view that taking the Strengthsfinder again – especially after you have read more about the 34 talent themes, or even more after you have been properly coached, is NOT a good idea. Here is why:

1. Manipulation: You can, deliberately or subconsciously, alter or manipulate the results by taking the assessment a second or even a third time. The StrengthsFinder assessment was designed in such a way that it assesses your preferences on a wide range of tasks, emotions, actions and situations. When you take it the first time, you actually have no idea what the question is assessing. The more you get familiar with the different talent themes and their working, the more you are able to actually discern which specific talent theme is being measured. Therefor you are able to alter the results – either by choice, or subconsciously.

2. Incremental changes: You talents do not alter or change with time, although the specific sequence within the Strengthsfinder results may alter if you redo it. Our research has shown that your Top 10 talents remain predominately the same within the assessment over time. You might get slight variations within the Top 10, for instance, your nr 3 talent theme might move down to nr 6, and your nr 5 might change places with nr 9…etc. but it nearly never happens that a nr 2 theme, for instance, will “ fall down” all the way to a nr 16, for instance. If you re-do the test, only in the Top 5 report, against what are you going to measure the possible changes? As 34 are measured, and you just see 5, how on earth are you going to be able to make any realistic conclusions about any changes you can see...?

3. Top 5 Report limitations: For the exact reasons given in point 2 above, it will make a lot more sense and be of a lot more value for you and / or your team to rather get hold of your Full 34 Talent Report, than to retake the assessment. In any case, how would you ever know with which exact talents your “changes” changed places with, if you only retake your Top 5 assessment? This makes very little logical sense to redo the Top 5 in this regard.

4. Clustering: Then, if you have been properly coached, you will also understand that the exact sequence of your talents, like for instance from nr 1 – 5, does not nearly play such an important role in understanding yourself than does knowledge and understanding of the effect of the dynamics (mix) between the Top 5 talent themes. Your talents should rather be understood within specific “clusters”, and the importance of the dynamics within those clustering should be understood. So, the dynamics between your Top 5 clustering is vital; then the dynamics between your Top 10. Your lessor talents (i.e,. nr 11-20 then plays a specific role, as does your Non Patterns (bottom 5 clustering). Retaking the Top 5 assessment 2, 3 or a dozen times won’t cast any light on this important aspect.

5. Importance of Talent Roles: If you understand that specific talent themes within your Top 5 and Top 10 combination have specific roles, you will also understand why retaking the assessment serves no real purpose. Understanding your Core Theme, Ignition Theme, Relaxing Theme and possible Guilt Theme, serves a lot more purpose within personal or work environment that being obsessed with the order of a Top 5 report.

Finally, I sometimes come across people who are negative towards the Clifton Strengthsfinder simply for the reason that they say “it can be manipulated”. Well, you should be pretty darn good to manipulate an assessment when you have no clue as to what it is assessing – the way it usually is the first time you take the test. But, sure, I agree it can be manipulated when you take it a second or third time round. Of course! My reaction to this critic is simply: with all due respect, look deep inside your own self as to why exactly you will want to answer honest and straightforward questions in such a way as to manipulate the outcome. What about yourself then don’t you like, and do you want to change?

The Clifton Strengthsfinder is one of the most researched assessment tools on the market, and is backed up by more than three decades of on-going research by the Gallup University. It is a phenomenal tool that leads to phenomenal results…that is, if you simply use it the way it was designed to be used.

By Dries Lombaard, Director: Strategic Leadership Institute

Transformational & Transactional Leadership

Leadership is a very important part of running a successful organisation. Leadership is strongly linked to various employee attitudes and behaviours. Leadership also influences employee engagement in an organisation. Two dimensions of leadership include transactional and transformational leadership. Transactional leaders believe that employees are motivated to perform based on reward or punishment. Clear expectations are given and when those expectations are met, there are rewards.

Transactional Leadership

This dimension of leadership focus on clarifying employees' role and task requirements. It provides followers with positive and negative rewards based on their performance. Transactional leadership implements the fundamental managerial activities such as setting goals, monitoring progress towards the goal achievement and rewarding people according to their performance towards the goal achievement. This kind of leadership uses extrinsic motivation to increase productivity.

Transformational Leadership

Transformational leaders cultivate trust, develop leadership qualities in others, are servant leaders who sacrifice and serve as moral agents. These leaders focus themselves and their employees on objectives that transcend the immediate needs of the work group. Whereas transactional leaders use extrinsic motivation to increase productivity, transformational leaders use intrinsic motivation, trust, commitment and loyalty to move employees to greater productivity. This does not mean that there is no place for transactional leaders. The best leaders learn how to display both dimensions to various degrees. It is important for employees to understand what they should do and what performance looks like. Transformational leadership increase performance beyond expectations.

Written by Magriet Mouton