3. Break unwanted patterns
Every time you see small steps in the right direction as a sign of new strength-based behaviour, enquire into it. Acknowledge it and let the employee continue this behaviour. This way, the employee breaks old patterns because, through reward, it leads to the creation of new neural pathways in the brain that consolidate new emotional responses, thinking and behaviour related to the work tasks.
4. Evaluate and adapt
Here it’s important to ensure ongoing follow-up on the learning that comes from a balanced and renewed strength use. The employee must be given relevant and concrete feedback on his/ her strengths in the situation that is related to the desire for change. This activates more reflection and additional insights into a learning cycle that leads to a deeper and more lasting level of engagement. Through new neural pathways in the brain, new habits are formed that support the agreed achievement of goals and are related to the strategic change requirements.
5. Develop new behaviour
If new thinking and behaviour are to be maintained as sustainable change, they need to be reinforced. The physical changes that have occurred in the plastic brain and that correlate with the new strength use depend on the mental state of attention they are given. Thus, by means of strength-based leadership, you need to repeatedly and on an ongoing basis give attention to the strength use and new habits by supporting, articulating and reinforcing habit-forming activities in those moments, when you see that real change is getting closer.
References
Rath, T. & Conchie, B. (2008). Strengths-Based Leadership. New York, NY: Gallup Press.
Sorenson, S. (2014). “How Employees’ Strengths Make Your Company Stronger”. Retrieved 2 August 2016: http://www.gallup.com/ businessjournal/167462/employees-strengths-company-stronger.aspx
Biswas-Diener, R., Kashdan, T. B. & Minhas, G. (2011). “A dynamic approach to psychological strength development and intervention”. The Journal of Positive Psychology, 6(2), 106-118.
Sheldon, K. (2002). “The self concordance model of healthy goal-striving: When personal goals correctly represents the person”. In: Deci, E. L. & Ryan, R. M. (Eds.), Handbook of Self-determination Research (pp. 65-87). Rochester, NY: University of Rochester Press.
Ellington, L. & McFadden, P. (2013). “The Neuroscience of Leading Change by Creating New Habits”. Retrieved 2 August from: http://www.neuroleader. us/2013/07/02/how-to-lead-change-by-creating-newhabits.
Gordon, E. (2000). Integrative Neuro-science: Bringing Together Biological, Psychological and Clinical Models of the Human Brain. Singapore: Harwood Academic Publishers.