Happy at work3 brian quebengco discover your strengths and celebrate it


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Happy at work3 brian quebengco discover your strengths and celebrate it

  1. 1. Discover Your Strengths and Celebrate it!Improving Employee Engagement through Strengths Based Development
  2. 2. Strengths-based DevelopmentApril 2013Presented by Brian Quebengco, Strengths Performance CoachIndividualization I Maximizer I Activator I Ideation I Strategic
  3. 3. Woody Allen, comedian,screenwriter, anddirector, once said:“Eighty percent ofsuccess is showing up.”If this was ever true, itcertainly isnʼt anymore.Success today requiresa good bit more thangood attendance.3
  4. 4. Why is Employee Engagement so important?4
  5. 5. Engaged employees plan to stay for what they give;the disengaged employees plan to say for what theyget.5
  6. 6. The Business Case for Engagement6The Gallup Organization in alandmark employeeengagement study acrossmultiple companies showedthat people who knew theirtalents and had theopportunity to use theirstrengths every day were 6times as likely to beengaged in their jobs, 3times likely to reporthaving an excellent qualityof life and had 7.8 percentgreater productivity.
  7. 7. The Business Case for Engagement7DDI, with its compiledengagement database ofthousands of employeesacross 200 organizationsshowed, for example, in aFortune 100 manufacturingcompany, turnover in low-engagement teamsaveraged 14.5 percent,and absenteeism hoveredaround 8 percent. Forhighly-engaged teams,absenteeism was only 4.8percent, and turn overcame down to 4.1 percent.
  8. 8. The Business Case for Engagement8Towers Perrin, looking atover 35,000 employeesacross dozens ofcompanies, showed apositive relationshipbetween employeeengagement and salesgrowth, lower cost of goodssold, customer focus, andreduced turnover. Forexample, highly engagedemployees are almostthree times more likely tofeel that their companyreally cares aboutcustomers and has theability to serve them betterthan their competitors.
  9. 9. The Business Case for Engagement9The Corporate ExecutiveBoard surveyed 50,000employees in 59organizations worldwide.Employees with lowerengagement are four timesmore likely to leave theirjobs than those who arehighly engaged. Even moreimportant, moving from lowto high engagement canresult in a 21 percentincrease in performance.
  10. 10. How committed is your Organization inbuilding the strengths of each associate?10
  11. 11. Doug Conant (Campbellʼs Soup CEO 2001 – 2011)11“The company wasnt ready to do this whenI got here. But, you know, we didnt reallyhave a choice. People felt as if we were ondeaths doorstep, and everything they hadtried wasnt working. When I got here, Imsure they thought that the engagementprogram wasnt going to work either and thatI wasnt going to last. So the organizationwasnt initially responsive to my plan. Butyou just have to keep working the territoryand keep pushing as far as the organizationis capable of going. You have to bring fierceresolve to the work. As a result of thatresolve, engagement is embedded into ourculture. For me, there simply is no otherway.”
  12. 12. But before a company can take advantage ofall those benefits, employees need to knowtheir strengths.12
  13. 13. How does a Strength look like?13Consider these people who consistently deliver anearly perfect performance in a specific task:•  A waiter who is consistently one step ahead of your needs•  A hotel clerk who always makes checking in an efficient and evenpleasant experience•  A call center representative who quickly “wins over” every upsetcustomer•  A nurse who routinely administers injections so smoothly thatpatients “donʼt feel a thing”•  A bank teller who always recommends the perfect services for eachcustomerʼs financial needs•  A sales person who consistently builds long-term loyalty in clientrelationships
  14. 14. How much can we change a person after wehire him? And, given a finite amount of timeand money, where are we likely to see the mostimprovement?14
  15. 15. Anatomy of a Strength15THE STRENGTHS EQUATIONTalent (a natural way of thinking, feeling or behaving)X Investment (time spent practicing, developing your skills, andbuilding your knowledge base)= Strength (the ability to consistently provide near-perfectperformance)
  16. 16. Building a Career on Your Strengths16Most stay for the work, but leave for the career.
  17. 17. Building a Career on Your Strengths17Strengths driven guidelines for personal development:1.  Own your own development.2.  You are successful because of who you are – not who you arenʼt.3.  You cannot be successful alone.4.  What about my weaknesses?5.  Make sure your plan is one you would CHOOSE to do, not one you feelyou SHOULD do.
  18. 18. 18Managers must know the strengths of each employee,then create opportunities for employees to use them.
  19. 19. Relationship Trumps Skills19Employees knowledge of their managers as“people” behind their titles appears to impactengagement levels more than managers actions.Itʼs not just what managers do, but also who theyare.
  20. 20. Tips for a Meaningful discussion: • Set a Positive Tone of Partnership• Talk about the importance of the employeeʼs job and how it fits with thecompanyʼs larger goals.• Discuss your employeeʼs top priorities. Many managers find gaps inperception, which have a negative impact on engagement.• Ask “What kind of support do you need from me?” and “What kind offeedback is useful to you?”• Talk about ways to use the employeeʼs talents (the ones that this personenjoys using).• Ask about job conditions – What gets in the way of greataccomplishments? What gets in the way of a great day at work? Whatdoes the employee enjoy the most?• Agree to meet frequently.20
  21. 21. Creating Lasting ImpactThe greatest potential for growth and success comes fromhelping people discover and develop their most dominanttalents.• There is a strong connection between who people are and what they dobest.• There is a strong connection between what people do best and how theyfeel.• There is a strong connection between how people feel and how peopleperform.21
  22. 22. Strengths Discovery WorkshopGreatness in any role requires that the employee has an opportunity to build on what he or she naturally doesbest. Discover and understand you and your teams talent with the help of Strengths PerformanceCoach, Brian Quebengco, at the Strengths Discovery Workshop (based on the #1 Wall Street JournalBestseller StrengthsFinder 2.0)To Inquire:1. Call 8132732, 8132703, look for Juliet or Kali2. Email us at inquiry@saltandlight.ph ; juliet.saltandlight@gmail.comMay 6: Strengths Discovery WorkshopAug 5: Strengths Discovery WorkshopNov 11: Strengths Discovery Workshop9:00am to 5:00pm | Oakwood Premier, Ortigas Center22