Successful Employee Coaching

Successful Employee Coaching

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As a leader, one of your most important roles is to coach your people to do their best.

By doing this, you’ll help them make better decisions, solve problems that are holding them back, learn new skills, and otherwise progress their careers. Coaching your employees requires a continuous effort to make it a part of your management practices. Below you find some useful tips that help you incorporate coaching techniques into your management practices:

 

  • Set meaningful goals: Define the results that need to be achieved and how the goals will be measured.
  • Focus employee performance: Collaboratively set goals with action plans that define the key steps for achieving the goals.
  • Assess employee performance: Don’t wait for the annual review. Meet one-on-one with each staff person at least once per quarter to review performance; adjust plans accordingly to keep priorities current.
  • Aid career development: Collaboratively set plans that define how employees will prepare themselves — from training to work assignments — to grow in their skills and capabilities.
  • Motivate employee performance: Give timely recognition for a job well done and provide favorable assignments that challenge your staff and meet business needs at the same time.
  • Give performance feedback: State what you observe, be specific and direct, show sincerity, and communicate face-to-face for both positive and negative performance efforts.
  • Delegate: Articulate the results you want to see, set parameters, determine what support the employee needs, and set times to conduct progress reviews along the way.
  • Employee growth: Pass on words of wisdom that guide behavior for success and ask employees for ideas to make improvements and solve problems.
  • Deliver training: Give step-by-step instruction a that involves your employee doing the skills or procedures in a hands-on way.
  • Reinforce good performance: Catch employees doing quality work and demonstrating positive behaviors with the same effort that you catch them when performance doesn’t go as well as needed.

Training & Development – performance of individuals and groups in organizational settings

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Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development.

Training and development (T&D) encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

The “stakeholders” in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others.

The conflicts that are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hooverpoints out, “Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid.” Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won’t compensate for a sour relationship with a superior, peer, or customer.

Blended learning

 blended_learn_nonstopWhile the term “blended learning” has recently become a new buzzword, the actual concept or practice has been around for several years. In today’s economic uncertainty, one of the biggest challenges companies probably facing is how to provide their workforce with training opportunities to help them to develop their skills and prepare the them for advancement. Developing and implementing a blended learning approach to a training programs gives the organization the ability to do more with less, while building a higher performing organization and giving the workforce the skills they need to grow and advance in their careers.

 

Blended LearningWhen we talk about ‘the blend’, we no longer simply mean a mix of traditional e-learning and classroom training and the concept of the standalone ‘course’ is arguably redundant. Today, the term blended learning means combining two or more approaches to enhance learning and development, using face-to-face learning methods (on-the-job training, instructor-led classroom training, etc.) and some variation of online/virtual learning (webinars, live e-learning [virtual classrooms], web-based learning modules, etc.). There are several different ways to enhance your workforce’s learning experience, and the following reasons outline why blended learning, when used properly, is one of the most effective ways to train and develop your workforce, while improving your organization’s overall performance.

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The European E-learning barometer teaches us that today already 7% of the e-learning audience is senior management, 22% general management and 6% high potential.  It has also found that 37% of companies use e-learning components for management and leadership training.

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Together with our partner, www.crossknowledge.com, Krauthammer  (www.krauthammer.com) is developing different types of client based-programs. We see a trend that many of our clients enhance instructor-led trainingprograms with online programs.

Are you our next client that wants to build a future performance platform together with us or want to know more? You are welcome to contact us!

SCARF model

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The SCARF model explores the core issues that drive engagement at work. Based on recent neuroscientific research, these assessments identify how well an organization or manager is providing people with what the brain requires in social settings for optimal performance and engagement.

There are five main domains that when either positively or negatively affected, can have a major impact on one’s motivation and engagement levels.
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SCARF:

  • Status
  • Certainty
  • Autonomy
  • Relatedness
  • Fairness

When it comes to almost anything, but particularly anything within these domains, the brain is wired to look at them as either a threat (negative), or reward (positive). When we are threatened in any of the domains, this creates an away response. We retract, are unable to process complex thoughts, think clearly or take in new ideas. When we are rewarded, or feel positive in any of these domains, we become motivated, are happy, able to think clearly, make the right decisions, have insights and make less mistakes. We have a towards response.


Status

How does it feel when someone puts you down in front of others? That horrible, deflating feeling comes from an attack to your status. Our brains are naturally drawn to things that increase how we feel about ourselves in relation to others here are a few tips from David Rock for increasing one’s status;

  • Openly praise and give positive feedback in front of others. ‘Constructive’ feedback should be useful and done in private.
  • Help people achieve more. In a work setting, help them break large projects down into smaller parts so that there is a sense of achievement. When we achieve, our feeling of status goes up. Rather than give promotions to roles, which may be outside of someone’s ability, try giving people special projects to work on that are based upon their skills set. Create a sense of ‘importance’.
  • Focus on their learning and their development. When people feel they’ve learned something new and are ‘better’ their status goes up.

Certainty
When there is uncertainly looming in any area of our life, it can consume our thoughts. You may have been in a situation when your manager has been vague or ambiguous about you in your role, or what they expect from you. How did it feel to have that uncertainty?

  • When dealing with staff, communicate your expectations clearly up front, and allow the employee to ask questions that will give them 100% certainty of what you expect. Make sure you make it comfortable for them to ask questions.
  • If you have to speak about a challenging subject (either as a manager, partner or friend), don’t create a sense of uncertainty a long time before the conversation will take place. For example, ‘I need to have a discussion about your performance on this project, how does next week sound?’ will negatively impact the performance of an employee.
  • Help people plan and organize their thoughts or work. Having a plan in place creates a sense of certainty, even when it may or may not be used.

Autonomy
We like to feel as if we are in control of the things in our life. Being in control means having choice. How many people do you know that have left a job because they were micro-managed? People leave jobs in the hope that they can have some sort of control over their work.

  • Don’t micro-manage!
  • Give people options. Try the statement: ‘here’s two different options, what would you prefer?’ You’ll get a much better reaction than: ‘Here’s what you need to do’
  • Give the perception of autonomy – in work, allow people to have flexibility around how they organize their day, their workspace, work hours can give employees a sense of control over their life.

Relatedness
Relatedness refers to how connected we feel to someone or a group of people. Whether they’re a friend – someone who ‘gets’ us and is on our side, or a foe – someone who you don’t connect with, doesn’t understand you or is in competition with you.

  • No doubt, you would have encountered a lot of both varieties in your life! How does it feel when you really connect with someone? You’re much more open to hearing their ideas and engaging with them in meaningful dialogue. You’re also willing to give more. Here are some tips to increase relatedness:
  • Create safe spaces to increase relatedness with others. For example, setting up buddies or mentoring and coaching relationships that are well defined.
  • Take the time to understand people and really hear what they are saying. In a manager and employee relationship, it’s important to ensure that your employee sees you as someone that’s on his or her side. You can do this by ensuring that you’re listening to them and communicating with them in a respectful way.

Fairness
There is nothing more de-motivating than feeling as if you have been treated unfairly. You see this commonly amongst siblings. If one feels that the others are being treated more fairly, it creates an intense away response. When you feel as if you are being treated fairly, you are more engaged in what you are doing. Here’s some tips for creating a towards state of being in fairness:

  • Ensure that the same set of rules apply for everyone.
  • Involve groups or teams (or even family members) in setting the rules, so that everyone feels included and agrees on what is considered ‘fair’.
  • Establish clear expectations from the start so that people know what they need to set out to do and cannot argue that they have been treated unfairly if they haven’t performed.

Keep the SCARF model top of mind and identify where you are creating a towards or an away response with people in your life. Ask yourself, to be more effective in my interactions with this person, what do I need to improve on in these five domains?

How much thought have you given into what kind of leader you want to be?

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Your leadership style can shape how your business functions, as well as how your employees will react to you. Your managers will take cue from you based on how you handle employees. How much thought have you given into what kind of leader you want to be? There are a number of theories about different leadership styles, many involving a continuum – two opposite styles with a number of intermediate stops between them. Below is a description about task vs. relationship oriented leadership and about advantages vs. disadvantages.

Task oriented leaders focus on getting the necessary task, or series of tasks, at hand in order to achieve a goal. These leaders are typically less concerned with the idea of catering to employees, and more concerned with finding the step-by-step solution required meeting specific goals. They will often actively define the work and the roles required, put structures in place, and plan, organize, and monitor progress within the team.

The advantages of task oriented leadership are that it ensures that deadlines are met and jobs are completed, and it’s especially useful for team members who don’t manage their time well. Additionally, these types of leaders will tend to exemplify strong understanding of how to get the job done by focusing on the necessary workplace procedures, thus can delegate work accordingly in order to ensure that everything gets done in a timely and productive manner. However, because task oriented leaders don’t tend to think much about their team’s well-being, this approach can suffer many of the flaws of autocratic leadership, including causing motivation and retention problems.

Relationship oriented leaders are focused on supporting, motivating and developing the people on their teams and the relationships within. This style of leadership encourages good teamwork and collaboration, through fostering positive relationships and good communication. Relationship oriented leaders prioritize the welfare of everyone in the group, and will place time and effort in meeting the individual needs of everyone involved. This may involve offering incentives like bonuses, providing mediation to deal with workplace or classroom conflicts, having more casual interactions with team members to learn about their strengths and weaknesses, creating a non-competitive and transparent work environment, or just leading in a personable or encouraging manner.

The benefits of relationship oriented leadership are that team members are in a setting where the leader cares about their well-being. Relationship oriented leaders understand that building positive productivity requires a positive environment where individuals feel driven. Personal conflicts, dissatisfaction with a job, resentment and even boredom can severely drive. The downside of relationship oriented leadership is that, if taken too far, the development of team chemistry may detract from the actual tasks and goals at hand.

Mixed conclusions have risen from studies that try to determine the effects of task oriented and relationship oriented leadership: some show that relationship oriented leadership produces greater productivity, while some show that task oriented leaders create greater group efficacy. However, a common finding is that relationship oriented leadership will generate greater cohesion within groups, as well as greater team learning. It is also supported that relationship oriented leadership has stronger individual impact, and a positive effect on self-efficacy.

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“The law of attractions” and leadership

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Quota by Henry Ford: Whether you think you can or can’t either way you are right.

The law of attraction is the name given to the belief that “like attracts like” and that by focusing on positive or negative thoughts, one can bring about positive or negative results. This belief is based upon the idea that people and their thoughts are both made from pure energy, and the belief that like energy attracts like energy. The Law of Attraction has been popularized in recent years by books and films such as “The Secret”.

Leadership is an important subject when it comes to the law of attraction.  Why leadership? What attracts us to some leaders, and makes us avoid others? And what are you going to do differently in the future?

Everyone is a leader to someone. Leadership is in each one of us. The amount that you utilize this gift to be a leader will all depend on you. Utilizing the principles of the Law of Attraction in a leadership role consciously will attract more results and success. These principles can carry on from being a leader in your business to being a leader at home.

Leadership tips – Law of Attraction:

Responsibility
You create you reality and therefore you must take responsibility for your reality and actions. The sooner you get you control the output by your thoughts, feelings, words and actions the sooner you can create the life and business you want. Lead by example and you will have a great team by your side. This is one of the principles many have a hard time dealing with.

Partnership
Do no try to do everything on your own. Ask for feedback, ideas and work together with your team to meet your goals. You may be a leader but you are also a partner. Cooperation and collaboration are necessary.

Energy
Be consciously aware of your energy and choose to make it a positive one and spread positive vibes. The higher your vibrations the more connected and grounded you are, the more inspired you are and because of this you will see greater success. Pay attention to your energy. If you are in a bad mood, your energy can and will transfer to those around you.

Pleasant
When you are focused on abundance, taking action and the possibilities people will be drawn to you. If you are leading by example and utilizing the Law of Attraction, than having an awesome personality will be easy for you to do.

Understanding
Do not be judgmental, rather be open-minded and concentrate on solutions. Put yourself in their shoes. Better yet ask them what you can do for them to really understand where they are coming from and how you can better assist them.

Share Visions
Create a plan, a vision. Have a plan for your advertising, marketing and more. Share these plans with those working with you and get their feedback and mastermind on improving the plans. By having a set direction that is agreed on will promote teamwork, responsibility, confidence and action.

Expectations
Give more value than what is asked. You will be setting the Law in motion to provide you with more than what you expect and be setting a great example. Whatever you do, do it to the max. Go beyond what people expect of you.

Passionate Choices
When others see you are passionate about the decisions you are making it will help for those decisions to be embraced and understood. When you are passionate and inspired about your choices it comes through in your presentation and implementation.

Positive Self-Talk
Keeping your self-talk positive and focused will make the rest of your day much brighter and easier. Do not let doubt, lack or other negative thoughts enter into your self-talk. When you perceive something to be negative, look for the positive or create a positive.

Open to Possibilities
Being resistant is a surefire way to get the opposite of what you want. Be open to utilizing these principles in your life so you can create the success and happiness you deserve. Have an open-mind to the Law of Attraction and what it can do for you as Leader and in your life.

Manage your energy, not your time

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Article by: www.hbrreprints.org

Organizations are demanding ever-higher performance from their workforces. People are trying to comply, but the usual method—putting in longer hours—has backfired. They’re getting exhausted, disengaged, and sick. And they’re defecting to healthier job environments. Longer days at the office don’t work because time is a limited resource. But personal energy is renewable, say Schwartz and McCarthy. By fostering deceptively simple rituals that help employees regularly replenish their energy, organizations build workers’ physical, emotional, and mental resilience. These rituals include taking brief breaks at specific intervals, expressing appreciation to others, reducing interruptions, and spending more time on activities people do best and enjoy most. Help your employees systematically rejuvenate their personal energy, and the benefits go straight to your bottom line. Take Wachovia Bank: Participants in an energy renewal program produced 13 percentage points greater year-over-year in revenues from loans than a control group did. And they exceeded the control group’s gains in revenues from deposits by 20 percentage points.

Schwartz and McCarthy recommend these practices for renewing four dimensions of personal energy:

 PHYSICAL ENERGY

  • Enhance your sleep by setting an earlier bedtime and reducing alcohol use.
  • Reduce stress by engaging in cardiovascular activity at least three times a week and strength training at least once.
  • Eat small meals and light snacks every three hours.
  • Learn to notice signs of imminent energy flagging, including restlessness, yawning, hunger, and difficulty concentrating.
  • Take brief but regular breaks, away from your desk, at 90- to 120-minute intervals throughout the day.

EMOTIONAL ENERGY

  • Defuse negative emotions—irritability, impatience, anxiety, insecurity—through deep abdominal breathing.
  • Fuel positive emotions in yourself and others by regularly expressing appreciation to others in detailed, specific terms through notes, e-mails, calls, or conversations.
  • Look at upsetting situations through new lenses. Adopt a “reverse lens” to ask, “What would the other person in this conflict say, and how might he be right?” Use a “long lens” to ask, “How will I likely view this situation in six months?” Employ a “wide lens” to ask, “How can I grow and learn from this situation?”

MENTAL ENERGY

  • Reduce interruptions by performing highconcentration tasks away from phones and e-mail.
  • Respond to voice mails and e-mails at designated times during the day.
  • Every night, identify the most important challenge for the next day. Then make it your first priority when you arrive at work in the morning.

SPIRITUAL ENERGY

  • Identify your “sweet spot” activities—those that give you feelings of effectiveness, effortless absorption, and fulfillment. Find ways to do more of these. One executive who hated doing sales reports delegated them to someone who loved that activity.
  • Allocate time and energy to what you consider most important. For example, spend the last 20 minutes of your evening commute relaxing, so you can connect with your family once you’re home.
  • Live your core values. For instance, if consideration is important to you but you’re perpetually late for meetings, practice intentionally showing up five minutes early for meetings.

HOW COMPANIES CAN HELP

To support energy renewal rituals in your firm:

  • Build “renewal rooms” where people can go to relax and refuel.
  • Subsidize gym memberships.
  • Encourage managers to gather employees for midday workouts.
  • Suggest that people stop checking e-mails during meetings.

Article by: www.hbrreprints.org

 

Logos, ethos, pathos

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The goal of argumentative writing is to persuade your audience that your ideas are valid, or more valid than someone else’s. The Greek philosopher Aristotle divided the means of persuasion, appeals, into three categories–Ethos, Pathos, Logos.

Logos, ethos, and pathos are important components of all writing, whether we are aware of them or not. By learning to recognize logos, ethos, and pathos in the writing of others and in our own, we can create texts that appeal to readers on many different levels. Considered together, these appeals form what later rhetoricians have called the rhetorical triangle.

Logos
Appeals to reason. Logos can alsobe thought of as the text of the argument, as well as how well a writer has argued his/her point.

Ethos
Appeals to the writer’s character. Ethos can also be thought of as the role of the writer in the argument, and how credible his/her argument is.

Pathos
Appeals to the emotions and the sympathetic imagination, as well as to beliefs and values. Pathos can also be thought of as the role of the audience in the argument.

The rhetorical triangle is typically represented by an equilateral triangle, suggesting that logos, ethos, and pathos should be balanced within a text. However, which aspect(s) of the rhetorical triangle you favor in your writing depends on both the audience and the purpose of that writing. Yet, if you are in doubt, seek a balance among all three elements. Questions to help you recognize and utilize logos, ethos, and pathos The following questions can be used intwo ways, both to think about how youare using logos, ethos, and pathos in your writing, and also to assess how other writersuse them in their writing.

Logos:
Is the thesis clear and specific? (for help with thesis statements, see the Revising Thesis Statements handout). Is the thesis supported by strong reasons and credible evidence? Is the argument logical and arranged in a well-reasoned order?

Ethos:
What are the writer’s qualifications? How has the writer connected him/herself to the topic being discussed? Does the writer demonstrate respect for multiple viewpoints by using sources in the text? Are sources credible? Are sources documented appropriately? Does the writer use a tone that is suitable for the audience/purpose? Is the diction (word choice) used appropriate for the audience/purpose? Is the document presented in a polished and professional manner?

Pathos:
Are vivid examples, details and images used to engage the reader’s emotions and imagination? Does the writer appeal to the values and beliefs of the reader by using examples readers can relate to or care about?

Final Thought
While the above questions can help you identify or utilize logos, ethos, and pathos in writing, it is important to remember that sometimes a particular aspect of a text will represent more than one of these appeals. For example, using credible sources could be considered both logos and ethos, as the sources help support the logic or reasoning of the text, and they also help portray the writer as thoughtful and engaged with the topic. This overlap reminds us how these appeals work together to create effective writing.

Thomas International & DISC assessment

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This week I upgraded my DISC certification at Thomas International (http://www.thomasinternational.net/en-us/Home.aspx).
From now on, I’m only doing online assessments!
Looking forward to new Team-, Leadership- & Coaching assessments;=)
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What  is a DISC-assessment?

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DISC assessment is a behaviour assessment tool based on the DISC theory of psychologist William Marston. Marston’s theory centers around four different personality traits: Dominance, Influence, Stability and Compliance. The DISC assessment can be used for a variety of real-life situations.

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Many companies use it as a way to screen potential employees, with the thought that a certain personality type would be better or worse in certain jobs or positions. Another field in which DISC assessment can be used is leadership. There are different leadership methods and styles that coincide with each personality type, which could help leaders be more effective. DISC has also been used to help determine a course of action when dealing with problems as a leadership team—that is, taking the various aspects of each type into account when solving problems or assigning jobs. One area of using DISC is also when coaching other team members or employees in the best way.

The assessments classify four aspects of behavior by testing a person’s preferences in word associations. DISC is an acronym for:

  • Dominance – relating to control, power and assertivenes
  • Influence– relating to social situations and communication
  • Stability – relating to patience, persistence, and thoughtfulness
  • Compliance – relating to structure and organizatiom

These four dimensions can be grouped in a grid with “D” and “I” sharing the top row and representing extroverted aspects of the personality, and “C” and “S” below representing introverted aspects. “D” and “C” then share the left column and represent task-focused aspects, and “I” and “S” share the right column and represent social aspects.

Dominance: People who score high in the intensity of the “D” styles factor are very active in dealing with problems and challenges, while low “D” scores are people who want to do more research before committing to a decision. High “D” people are described as demanding, forceful, egocentric, strong willed, driving, determined, ambitious, aggressive, and pioneering. Low D scores describe those who are conservative, low keyed, cooperative, calculating, undemanding, cautious, mild, agreeable, modest and peaceful.

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Influence: People with high “I” scores influence others through talking and activity and tend to be emotional. They are described as convincing, magnetic, political, enthusiastic, persuasive, warm, demonstrative, trusting, and optimistic. Those with low “I” scores influence more by data and facts, and not with feelings. They are described as reflective, factual, calculating, skeptical, logical, suspicious, matter of fact, pessimistic, and critical.

Stabilty: People with high “S” styles scores want a steady pace, security, and do not like sudden change. High “S” individuals are calm, relaxed, patient, possessive, predictable, deliberate, stable, consistent, and tend to be unemotional and poker faced. Low “S” intensity scores are those who like change and variety. People with low “S” scores are described as restless, demonstrative, impatient, eager, or even impulsive.

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Compliance: People with high “C” styles adhere to rules, regulations, and structure. They like to do quality work and do it right the first time. High “C” people are careful, cautious, exacting, neat, systematic, diplomatic, accurate, and tactful. Those with low “C” scores challenge the rules and want independence and are described as self-willed, stubborn, opinionated, unsystematic, arbitrary, and unconcerned with details.

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DISC assessment tool is used to identify 15 patterns:

  • Achiever
  • Agent
  • Appraiser
  • Counselor
  • Creative
  • Developer
  • Inspirational
  • Investigator
  • Objective Thinker
  • Perfectionist
  • Persuader
  • Practitioner
  • Promoter
  • Result oriented
  • Specialist

Martin Seligman – Positive Psychology

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Positive psychology is a recent branch of psychology whose purpose was summed up in 1998 by Martin Seligman and Mihaly Csikszentmihalyi: “We believe that a psychology of positive human functioning will arise, which achieves a scientific understanding and effective interventions to build thriving individuals, families, and communities. Positive psychologists seek “to find and nurture genius and talent” and “to make normal life more fulfilling, rather than merely treating mental illness. Positive psychology is primarily concerned with using the psychological theory, research and intervention techniques to understand the positive, adaptive, creative and emotionally fulfilling aspects of human behavior

This is the scientific study of the strengths and virtues that enable individuals and communities to thrive. The Positive Psychology Center promotes research, training, education, and the dissemination of Positive Psychology. This field is founded on the belief that people want to lead meaningful and fulfilling lives, to cultivate what is best within themselves, and to enhance their experiences of love, work, and play.

Positive Psychology has three central concerns: positive emotions, positive individual traits, and positive institutions. Understanding positive emotions entails the study of contentment with the past, happiness in the present, and hope for the future. Understanding positive individual traits consists of the study of the strengths and virtues, such as the capacity for love and work, courage, compassion, resilience, creativity, curiosity, integrity, self-knowledge, moderation, self-control, and wisdom. Understanding positive institutions entails the study of the strengths that foster better communities, such as justice, responsibility, civility, parenting, nurturance, work ethic, leadership, teamwork, purpose, and tolerance.

Some of the goals of Positive Psychology are to build a science that supports:

  • Families and schools that allow children to flourish
  • Workplaces that foster satisfaction and high productivity
  • Communities that encourage civic engagement
  • Therapists who identify and nurture their patients’ strengths
  • The teaching of Positive Psychology
  • Dissemination of Positive Psychology interventions in organizations & communities