Robert Quinn

Nico & Jane Dutton at Ross School of Business

In mid-December, I got to spend a week in Ann Arbor at the Ross School of Business, taking part in an open enrollment course called The Positive Leader: Deep Change and Organizational Transformation. It´s a formidable tour de force through the most important frameworks and applications of Positive Organizational Scholarship (POS). I´m going to write some more about my experiences over the upcoming weeks.

Today, I´d like to share with you the Reflected Best Self Exercise™, a powerful tool that helps people to learn more about their individual strengths and what they´re like when they display some form of peak performance (from the vantage point of other people). In short, the exercise is about asking a group of people to supply you with stories of times when they perceived you to be at your best. In other words, you ask people for feedback about your strengths and capacity for peak performance – and only about that.

What other people appreciate about us tends to appreciate over time.

What´s so special about receiving only positive feedback once in a while? It´s extraordinary because we typicially hear mixed messages, e.g., as part of a performance appraisal at work. What´s the point? Rick Hanson, author of “Hardwiring Happiness”, likes to say “our mind has velcro tapes for negative and teflon layers for positive information.” Even if the usual feedback we receive is mostly positive, our brain drives us to ponder almost exclusivley on the negative (= potentially harmful) information. This mode of processing has actually helped us to survive as a species over thousands of years (please see Bad is Stronger than Good for more background) – but it also keeps us from truly taking in any positive information, unless we explicitly allow ourselves to focus on that side of the spectrum, so we can learn and grow based on who we are when we´re at our best.

Learning from what´s already (more than) good

How are we supposed to improve and grow when we´re not focusing on our weaknesses? As the saying goes, “where attention goes, energy flows” (and results show). Learning about who we are when we are at our best helps us to:

• develop our sense of self-efficacy and mastery;
• detect pathways for action where we would get stuck otherwise;
• bolster our sense of self-worth and our belief in the goodness of others.

The last bullet point seems especially important to me as it points towards the so-called Pygmalion Effect, the phenomenon whereby higher expectations by others lead to an increase in actual performance. When we ask people to reflect on our positive sides, we actually help them to perceive what Jane Dutton calls the “zone of possibility”, a reservoir of untapped resources and growth potential. Via authentically pointing us towards these strengths and capabilities, they help us to become more than we currently are. This is the true nature of appreciation. The typical connotation of “to appreciate” points towards a strong form of liking. But it also means to grow in value. What other people appreciate about us tends to appreciate over time.

How does the Reflected Best Self Exercise™ work?

1. Collect stories from a variety of people inside and outside of your work. You should receive feedback from at least 10 people. By gathering input from a variety of sources, such as family members, past and present colleagues, friends, teachers etc., you can develop a broader understanding of yourself. Specifically, ask them to supply you with short stories of episodes when they perceived you to “be at your best”. Ask for specific and tangible examples, not general impressions.
2. Recognize patterns and common themes: After gathering those stories, read through them carefully, allowing yourself to take and savor in the positive content. Then, go through them several times, making mark-ups and remarks with a pen. The goal is to search for common themes and recurring patterns within the different stories. These commonalities will serve as the base for your “Best Self Description”.
3. Then, write a description of yourself that summarizes and distills the accumulated information. The description should weave themes from the feedback into a concise “medley” of who you are at your best. This portrait is not meant to be a complete psychological profile. Rather, it should be an illuminating image you can use as a reminder of your contributions and as a guide for future action (you can see the result of my own process in the picture on the right).
4. Redesign your job (optional): Now that you you have crafted your “Best Self Description”, what are you supposed to with it? To start, it´s a very good idea to hang a print-out in some corner of your office so as to have an easily accessible reminder of you can be, for those times when things become stressful (and they always do in large organizations). This will help you to keep your composure and look beyond the constraints of the current situation. In the long run, it´s definitely useful to think about the larger implications of your best self:
   • To what extent is your current job playing to your strengths?
   • Can you change your current task and responsibilities so as to better reflect your best self? (please see: Job Crafting)
   • Or should you maybe think about a change of careers to realize your full potential?

I hope you will have tons of fun and insightful moments with this framework; I surely did. By the way, I´ve found out earlier this also works perfectly using social media channels such as Facebook and LinkedIn. You can read my account of this “experiment” here.

Resources

You can find a full description of the Reflected Best Self Exercise™, its application, and the underlying research via these articles:

• Roberts, L. M., Dutton, J. E., Spreitzer, G. M., Heaphy, E. D., & Quinn, R. E. (2005). Composing the reflected best-self portrait: Building pathways for becoming extraordinary in work organizations. Academy of Management Review, 30(4), 712-736.
• Roberts, L. M., Spreitzer, G., Dutton, J., Quinn, R., Heaphy, E., & Barker, B. (2005). How to play to your strengths. Harvard Business Review, 83(1), 74-80.

You´ll find lots of resources with regard to the Reflected Best Self Exercise™ on the website of the the Center for Positive Organizations at Ross School of Business.