ID276 A Strengths-Based Approach to People Management at Keele

The Idea

Adopt a strengths-based approach to people management across Keele University, enabling managers and teams to identify, understand and apply individual strengths to improve performance, engagement and organisational effectiveness. Rather than focusing predominantly on gaps and weaknesses, this approach seeks to maximise the talents that already exist within the University, helping people contribute in areas where they are naturally energised and perform at their best. 

Why This Idea Should Be Considered

Keele's greatest asset is its people. A strengths-based approach would help the University better understand, deploy and develop the talent it already has. Research shows that people are more engaged, productive and resilient when they are able to use their strengths regularly. Importantly, Gallup found that strengths awareness has twice the impact on team performance as the actual composition of a team's strengths¹. This suggests that organisations do not necessarily need different people; they need a better understanding of the strengths they already have. By focusing on what people do best, Keele can improve performance, collaboration, innovation, wellbeing and staff retention while creating a more positive and inclusive culture. 

How We Would Implement This Idea

Keele could introduce strengths-based management through leadership development and manager training, helping managers identify and understand the strengths within their teams. Strengths conversations could be integrated into existing processes such as one-to-ones and SPRE, ensuring the approach enhances rather than adds to current management practices. Individuals could undertake job crafting exercises. Where possible they might undertake task or relational crafting and if not possible, cognitive crafting. Reframing how individuals think or approach their work could enhance motivation and performance. Teams could participate in strengths discovery workshops to build awareness of individual and collective strengths. This information could then be used to allocate work, projects and development opportunities more effectively, enabling staff to contribute where they can add the greatest value while supporting organisational priorities and performance. Staff recruitment could follow a strengths-based approach to ensure individuals are recruited into roles that align with their strengths.  

What Success Would Look Like

Success would be a University where managers have a clear understanding of the strengths within their teams and actively use this knowledge to improve performance and outcomes. Work would be allocated more effectively, with people spending more time using their strengths and less time working against them. Teams would be more engaged, collaborative and productive because individuals would better understand both their own contribution and that of their colleagues. The University would benefit from improved staff engagement, stronger performance, increased innovation, better retention and greater resilience during periods of change. Ultimately, success would mean unlocking the full potential of the talent already present across Keele. 

1 https://www.gallup.com/cliftonstrengths/en/713282/cliftonstrengths-team-experiences.aspx