Accelerate May 2015 - Page 91

Positive Psychology and his expectations of himself about his own capabilities and potential expand. An organisation’s ‘productivity is a direct result of the quality of the vision of its employees’ (Zwell, p.170). Inviting individuals to turn those visions (of a bigger and better self ) into reality, and working with them to develop practical pathways for him/her to invest more effort and time in personal and professional development and succeeding in their jobs, facilitates this. Communicating vision positively is key. Caveats include not seizing the opportunity to criticise, correct or lecture lest they feel resentment, and not offering inducements or rewards as the vision should be motivating in and of itself. Coaching and regular encouragement of behavioural changes that guide them toward their personal visions are more effective than showing displeasure and goading them when they fall short. What leaders do and don’t do are both equally potent as indicators of what’s expected. When we only pick out errors, defects and omissions, and demonstrate frustration, anger and disappointment, our people direct their attention and energy in that direction, and in the process develop fears, anxieties and aversions. Failure to recognise effort and progress is also discouraging. People managers need to drop ineffectual behaviours to develop high-performing teams and individuals. Developing others is commonly the Achilles heel of people managers. Developing the ability to use vision to inspire people to see possibilities to become bigger and better versions of themselves, is a su ɔ