How can you use a strengths-based approach to empower coachees from diverse backgrounds?

Utilising a strengths-based approach in coaching individuals from diverse backgrounds resonates strongly with my experience. I've found that using a range of methods—like assessments, interviews, and storytelling—helps uncover their unique talents and passions. What's fascinating is how these strengths intertwine with their cultural and personal experiences. By helping coachees understand this connection, they can leverage their strengths more effectively across various situations. It's a powerful way to empower individuals by celebrating their diverse abilities and experiences.

In my experience, I have found that multiple dimensions should considered for a comprehensive strength discovery. A combination of interviews, online assessment like Gallup strengthsfinder & self-awareness frameworks like Johari Window framework are effective. The coach can use the interview process to understand the context, cultural background and individual experiences of the coachee This method serves as a foundation for helping the coachee uncover both their explicit & implicit strengths. The structured nature of online assessment tools contributes to a systematic exploration of innate talents & potential areas of excellence. Johari window framework can be used for blind spots - what strengths other's see about you ,that you don't see.

Discovering Our Strengths - Strengths Assessments to pinpoint them. - Self-reflection of top strengths. - Coach Collaboration to integrate these strengths. Recognizing and using our strengths is key to personal and professional success.

I’ve used the strength based coaching with over 100 leaders/ Executives across the globe at different level . The number one rule is supporting the Leader/ Executive to build awareness around their strengths. Second, partner with them in a journey of fitting these strengths into what their want to achieve at the personal / professional level and within the context of the organisation. Third it’s very critical to help these leaders see the impact of using their strengths on the system they operate within. Last, as an Executive Coach, I enquire a lot about ways of transferring or sharing these strengths through succession or mentoring.

The choice depends on the coachee's preferences and the coaching context. Clifton Strengths focuses on talents, providing a common language for diverse individuals. Strengthscope emphasizes energy and performance, fostering a positive mindset. VIA character strengths align with positive psychology, emphasizing universal virtues. Consider the coachee's cultural background and the coaching goals. Clifton Strengths may be more widely recognized, but the best choice is one that resonates with the coachee and complements the coaching process effectively. My bias tends to be VIA character strengths, since it is rooted in positive psychology, which is foundational to a positive and growth mindset, thus enabling an easier transition to strengths.

Although it is not the role of the coach to appreciate the strengths of their coachees, yet it is their role to help make meaning of their strengths and subsequently integrate it into their identity and the way they view themselves in light of possessing those strengths.

Out rightly appreciating their strengths may not be the expectation from the coach, but getting them to appreciate it themselves is what bring in meaning. All aspects that they bring in should be owned by the Coachee

Encouraging coachees to acknowledge and celebrate their own strengths and accomplishments is a vital element in all coaching, and much more so in coaching clients with low self-esteem who look to others for approval and validation. People-pleasing is one obvious behavioural indicator of low self-esteem. But this makes it more important (and more challenging) that a coach doesn’t praise a client’s strengths (therefore encouraging the client to seek approval from the coach) but through skilful questioning about past and present circumstances and their client’s responses they these, leads a client into uncovering, exploring, acknowledging and building confidence and pride in their own strengths and accomplishments.

Strengths could be usually used unknowingly or through the motions. A Coach should help the Coachee measure their effectiveness on the strengths and help them stretch towards developing them. It's often a step by step process and is led by discovery. The Coach could act as a sounding board and more often than not give questions, reflection exercises and nudges for the individual to develop their strengths.

A key focus needs to be on 'deliberate practice', as formulated by Anders Ericsson and other ways of nurturing the strengths. One way could be to develop a strategy around periodic 'rituals' that might help them with this.

It’s important that every aspect of this process of strengths development occurs through coaching a client into self-discovery through skilful questioning, rather than directing particular changes in beliefs or behaviour or even co-creating. For a client’s transformation to “stick”, while it might seem obvious to their coach what’s required, the discovery, exploration, understanding and problem-solving that lead to new beliefs or behaviours must ultimately come from the client. This might require more time and patience from a client, but it’s worth the coach encouraging their client to keep digging more deeply for motivations and answers that truly resonate and build strength, rather than rushing to a faster resolution that isn’t sustained.

It is important to note all step on a board. You Will retreave next time to compare the evolution. Otherwise you will probably forget some parts

in the conversations, the Coachee would bring out scenarios where he/she find its difficult to be effective, if the Coach helps the Coachee identify opportunities to apply their strength and reflect on how it landed on the other people, would be an appropriate way to work with it.

Supporting a client to translate a richer understanding of their strengths into new behaviours requires an ongoing consolidation of that understanding. I start every coaching session with an invitation to my client to identify and acknowledge their accomplishments since our last session and to articulate the attributes (strengths) that helped them succeed. In this way the client consolidates their appreciation for their strengths and also moves into the coaching work with a strengths-based growth mindset, supporting them to be more creative, confident and optimistic in approaching the challenges they have brought to the session. I find this approach results in clients developing more robust, powerful and sustainable solutions themselves.

Recognizing and applying individual strengths is essential in coaching diverse coachees. Each person's unique background contributes to distinct strengths. Identify these through attentive listening and observation, and encourage coachees to apply them professionally. For example, someone from a multicultural environment may have strong cross-cultural communication skills. Highlighting this as a valuable asset in today's global business context empowers them, connecting their innate abilities to real-world scenarios. This approach boosts their confidence and builds a more inclusive and dynamic work environment.

Al reconocer sus fortalezas los coachees, se empoderan, ya que capitalizar las dimensiones o competencias que ya dominan genera un impacto emocional positivo. Ese estado emocional positivo es requerido si los coachees pretenden generar acciones efectivas que produzcan resultados extraordinarios. Las emociones son predisposiciones para la acción, por lo tanto, éstas definirán el abanico de posibilidades que se presenten como escenario o contexto. Pasar de un estado emocional a otro, se podrá lograr utilizando la reconstrucción lingüística de los estados de ánimo que propone Rafael Echeverría en su obra "Ontología del Lenguaje"

I’ve used the strength based coaching with over 100 leaders/ Executives across the globe at different level . The number one rule is supporting the Leader/ Executive to build awareness around their strengths. Second, partner with them in a journey of fitting these strengths into what their want to achieve at the personal / professional level and within the context of the organisation. Third it’s very critical to help these leaders see the impact of using their strengths on the system they operate within. Last, as an Executive Coach, I enquire a lot about ways of transferring or sharing these strengths through succession or mentoring. Leaders /Executives can leverage these strengths in a diverse context through partnering with a coach

As a diverse coach, I employ a potent strategy: that I consider a strengths-based approach. This method taps into an individual's unique capabilities, fostering confidence by delving into cultural values and experiences. Reflecting on achievements, considering cultural influences, and emphasizing resilience in diverse environments are pivotal. Actively listening to coachees' stories, integrating cultural intelligence, and addressing biases create an inclusive coaching environment. This approach not only promotes awareness but also celebrates the diversity of thoughts, empowering individuals to thrive based on their cultural richness. Equally important is the ability to bring a diverse perspective to a team that embraces different ideas.

Leveraging strengths is great but can sometimes be a double-edged sword. When a strength like action orientation is overused, it can turn into workaholism and erode work-life balance. The integrity of candor can be a knife when not paired with consideration. The high standards we exact as perfectionists may mean we come across as overly critical of others and unappreciative. So, while it's important to be aware of and appreciate our strengths, it's equally important to increase our awareness of how some of them are overused and get in our own way.

Many of my clients don't often think about their strengths, sometimes taking their natural gifts for granted or not recognizing qualities like empathy and trust-building. That is why, in my experience, it is very helpful to start with a reflective session to help them think about their strengths, although assessments and external feedback can also be valuable.