THE POSITIVE APPROACH TO LEADERSHIP Kaj Hellbom Center for Positive Leadership, Helsinki, Finland  

Session  overview

•  The  Challenge  •  The  Posi.ve  Approach  •  Posi.ve  Deviance  •  Strengths  Focus  •  Posi.ve  Beliefs  

• Case  Posi.ve  Team  Coaching  • Conclusions    

Posi.ve  emo.ons  broaden  and  build  -­‐  Barbara  Fredrickson  

THE  CHALLENGE

More

With less Faster

THE  POSITIVE  APPROACH

Roots

• Posi.ve  Psychology  

• Posi.ve  Organiza.onal  Behaviour  

• Posi.ve  Organiza.onal  Scholarship  

• Apprecia.ve  Inquiry  

The  Posi;vity-­‐Performance  Matrix

 Low  Posi(vity  

High  Performance  

 High  Posi(vity  

High  Performance  

 Low  Posi(vity  

Low  Performance  

 High  Posi(vity  

Low  Performance  

POSITIVE  DEVIANCE

Posi;ve  Deviance

STRENGTHS  FOCUS

STRENGTHS   OPPORTUNITIES  

WEAKNESSES   THREATHS  

Developing  STRENGTHS  

OPPORTUNITIES  

Repairing  WEAKNESSES  

THREATHS  

POSITIVE  BELIEFS

The  Posi;ve  Beliefs  Approach

• Beliefs  influence  behavior  • Beliefs  are  oNen  unconscious  • Beliefs  can  be  limi.ng  or  suppor.ng    

Uncovering  suppor;ve  and  posi;ve  beliefs  is  our  mission

CASE  POSITIVE  TEAM  COACHING

Team  Performance

HIGH   MEDIUM   LOW  

Posi.ve  Statement  Ra.o  (suppor.ve,  encouraging,  apprecia.on  versus  cri.cal,  disapproval,  contradictory)  

 5.6  to  1  

 1.8  to  1  

 0.36  to  1  

Source:  Losada  &  Heaphy,  2004  

Posi;ve  Team  Coaching  Mindset

ü There  are  unused  resources  in  any  system  ü There  is  always  a  posi.ve  deviance  ü Posi.ve  deviance  accelerates  learning  ü There  is  a  sustainable  way  forward    

CONCLUSIONS  &  NEXT  STEPS

 “It's  easier  to  act  your  way  into  a  new  way  of  thinking,  than  think  your  way  into  a  new  

way  of  ac.ng.”  -­‐  Jerry  Sternin  

When  to  start?

Flourishing  People,  Teams  &  Organiza;ons

 Thank  you!