Our 5+5 Step SIB Model
Our 5+5 Step SIB Model
Step 1. Identify your company’s strengths. What type of company are you? What’s your characteristics, how would people outside describe it? What’s your customers’ perspective of your strengths? Just like a person, if your business is trying to be something it’s not, you’ll work harder but achieve poor results and feel dissatisfied along the way. By knowing your business’ strengths, you can use your employees’ strengths to build on them.
Step 2. Identify your employees’ strengths. There are several ways to do this. Start by sitting down with employees one-on-one to discuss their strengths.
You can also ask employees and teams to identify each other’s strengths —like a 360-degree review but focused only on the positive. There are also online assessments to help you pinpoint your own and your employees’ individual strengths and their team strengths.
Step 3. Match employees’ strengths to tasks. You can assign employees to specific tasks based on the strengths you’ve uncovered, or you can also just explain something that needs to be done and ask who would like to do it. When employees volunteer for jobs, they’re more likely to choose tasks that play to their strengths.
This part of implementing strengths-based employee development may involve some trial and error. Chances are you’re going to have to move employees around to different positions or assign different types of tasks to see what their true strengths are.
Once you have a clear understanding of each person’s strengths, you’ll be able to better group employees in teams for projects or tasks. The ideal team involves people with a diverse range of strengths. For example, if everyone on a team is good at strategising and planning, but no one is good at executing, you’re going to be in trouble. Diverse strength will also lead to more creative thinking and new approaches to facing challenges.
What organisations commonly do is profile employees but do not profile what they want from roles. For example, an organisation may prefer certain top characteristics/strengths from a housing officer or social care role to ensure they engage well with the communities they work in or strengths such as Intellection, Futuristic, Ideation for roles that require more strengths around analytical thinking or creativity e.g. business development roles.
Are there job swapping opportunities if a preferred strengths profile of a role does not align with an individual strengths profile of a staff member? Are there ‘safe’ re-deployment opportunities?
This will take some time – the role profiles will be company specific as each organisation has a different set of aims, values, starting point. However, it’s a worthy investment to help employees be matched to the right roles and will improve recruitment.
Step 4. Provide ongoing feedback. Whether you’re praising an employee in front of the team or in a performance review it must focus on how well a task was completed. It’s important that leaders are specific about what they liked – or staff will eventually feel like the feedback is meaningless and it will feel like the leaders are simply ‘ticking a box’.
Step 5. Make public recognition of strengths part of your day-to-day business. For strengths-based development to really work, employees need to be aware of each other’s strengths as well as their own. That’s why it is important to publicly recognise them not only for their achievements, but also for their strengths.
You should also encourage employees to give each other feedback and recognition for strengths.
Alongside the 5 steps we examine 5 other important indicators of success which we feel go hand in hand with a strengths-based organisation.
- Decision-making – is it SIB decision-making?
- Wellbeing measures – have you measured staff wellbeing prior to change and following change?
- Resilience and nurture – how to embed resilience without losing sight of importance of nurturing.
- Customer views – have they improved since changes? This is the ultimate acid test!
- Relationships & Purpose – do people at all levels understand that all people i.e. managers, staff and tenants/customers need healthy, consistent relationships lives and meaningful purpose in their lives (being in work is part of their lives). We have a mantra:
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