Consider the difference between the strength-based approach and the deficits-based approach to coaching and development. How do you currently approach your coaching work with others?
The strength-based approach to coaching and development focuses on the person’s strengths. The idea is simply to build on one’s strong points, taking that person to the next level of achievement. It’s beneficial for an employer to challenge a person with the kinds of responsibilities that will naturally call upon the use of their strengths (Raffoni, 2002, p.3). This is similar to the Appreciative Inquiry (AI) Method (Hammond, 1996) in that both focus on what’s working and how to repeat it.
The deficit-based approach to coaching and development, on the other hand, addresses one’s weaknesses. The main focus is to identify a person’s shortcomings and work on improving them. The key to successful deficit-based coaching and development lies in focusing on the weaknesses that matter (Raffoni, 2002, p.3). Chances are that a person has more than one weakness to improve. Prioritizing that list and addressing shortcomings in the order of importance is a good idea.
The beauty of coaching others is that you can tailor your approach – use a mix of both the strength- and deficit-based approach. For example, coaching another person can begin by identifying their shortcomings and how to go about improving them. The focus can then be steered onto the person’s strengths and how they can be utilized to overcome weaknesses. The direction of each coaching experience depends a great deal on the coachee.
Hammond, S. A. (1998). The Thin Book Of Appreciative Inquiry. Bend, OR: Thin Book Publishing Co.
Raffoni, M. (2002). Honing Strengths Or Shoring Up Weaknesses: Which Is More Effective? Harvard Management Update, June 2002, 3-4.
