This document provides an overview of strengths-based development and how focusing on employee strengths can increase engagement and business results. It discusses Gallup's research on strengths which found that high achievers spend most of their time using their strengths. The Clifton StrengthsFinder assessment identifies 34 talent themes and individuals have a unique combination of top 5 themes. Strengths-based organizations focus on identifying, developing and utilizing individual and team strengths across the employee lifecycle to improve performance, engagement and retention.
Best-selling authors, TED Talk stars and strengths-based leaders Tom Rath and Marcus Buckingham have brought the strengths-based message to business that researchers have known for years: investing in strengths, understanding others’ needs and surrounding yourself with the right people (those who want to maximize their best skills, AKA strengths) are essential keys to leadership effectiveness.
Attend this workshop if you want to:
• Identify and understand your strengths to be most effective at work and home;
• Build strong and diverse teams; and
• Lead to your full potential.
Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
Presentations for the Virginia Agriculture Leaders Obtaining Results (VALOR) program. Highlights perceptions of leadership, principles of strengths-based leadership, and framework for courageous followership.
Best-selling authors, TED Talk stars and strengths-based leaders Tom Rath and Marcus Buckingham have brought the strengths-based message to business that researchers have known for years: investing in strengths, understanding others’ needs and surrounding yourself with the right people (those who want to maximize their best skills, AKA strengths) are essential keys to leadership effectiveness.
Attend this workshop if you want to:
• Identify and understand your strengths to be most effective at work and home;
• Build strong and diverse teams; and
• Lead to your full potential.
Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
Presentations for the Virginia Agriculture Leaders Obtaining Results (VALOR) program. Highlights perceptions of leadership, principles of strengths-based leadership, and framework for courageous followership.
Deck focuses on the values of a strengths-based approach to leadership, ways to assess individual strengths, and using strengths to achieve desired business outcomes.
Emotional Intelligence and Resilience are key skills for any leader to succeed. Resilient leaders anticipate risks and ready for change.
NCPMI April Meeting, Dr. Betsy Smith, PhD. spoke about how to be resilient and shared some of the EI Leadership competencies and tips to become a successful project manager.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
Presentation from DCCI Business Institute training on Team Building. The presentation gives salient points on importance and implication of teamwork in workplace, what makes a team effectual, as well barriers to team-building and remedies to that.
StrengthsEngage - How to understand your Clifton StrengthsFinder resultsPatrick Kayton
Gallup's Clifton StrengthsFinder has gained great traction in the US and elsewhere, as a powerful means of building self awareness, which is the cornerstone of great leadership. StrengthsEngage is a powerful next step in understanding the results of your StrengthsFinder assessment.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Teams that promote and foster a growth mindset tend to be more collaborative, empowered, and committed--all factors we need in an effective organization. But how do difficult times impact people’s ability to stay positive and maintain a growth mindset? In this session, we'll review Dr. Carol Dweck's research on mindset, translate how a growth mindset can help build a more effective team, and provide real-world examples of how mindset can help you not only survive, but thrive in spite of our current environment.
To understand the drivers of engagement and retention and how to develop and implement a retention strategy
• Aligning retention with an integrated TM framework
• Understanding motivation, engagement, commitment and retention
• customising retention drivers and initiatives
• Diagnostics to test actual drivers and impact of current and future initiatives – interviews, focus groups, surveys, best practice research
• Talent segmentation
• Prioritising initiatives and building a road-map for retention
• Successes and Lessons learnt
Deck focuses on the values of a strengths-based approach to leadership, ways to assess individual strengths, and using strengths to achieve desired business outcomes.
Emotional Intelligence and Resilience are key skills for any leader to succeed. Resilient leaders anticipate risks and ready for change.
NCPMI April Meeting, Dr. Betsy Smith, PhD. spoke about how to be resilient and shared some of the EI Leadership competencies and tips to become a successful project manager.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
Presentation from DCCI Business Institute training on Team Building. The presentation gives salient points on importance and implication of teamwork in workplace, what makes a team effectual, as well barriers to team-building and remedies to that.
StrengthsEngage - How to understand your Clifton StrengthsFinder resultsPatrick Kayton
Gallup's Clifton StrengthsFinder has gained great traction in the US and elsewhere, as a powerful means of building self awareness, which is the cornerstone of great leadership. StrengthsEngage is a powerful next step in understanding the results of your StrengthsFinder assessment.
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Teams that promote and foster a growth mindset tend to be more collaborative, empowered, and committed--all factors we need in an effective organization. But how do difficult times impact people’s ability to stay positive and maintain a growth mindset? In this session, we'll review Dr. Carol Dweck's research on mindset, translate how a growth mindset can help build a more effective team, and provide real-world examples of how mindset can help you not only survive, but thrive in spite of our current environment.
To understand the drivers of engagement and retention and how to develop and implement a retention strategy
• Aligning retention with an integrated TM framework
• Understanding motivation, engagement, commitment and retention
• customising retention drivers and initiatives
• Diagnostics to test actual drivers and impact of current and future initiatives – interviews, focus groups, surveys, best practice research
• Talent segmentation
• Prioritising initiatives and building a road-map for retention
• Successes and Lessons learnt
CTR Workshop:
• Relationship Between Talents and Strengths
* Clifton StrengthsFinder® Assessment
• 34 Talent Themes
• Four Leadership Domains
• Understanding and Leveraging Team Member Strengths
• Benefits and Challenges of High Performing Teams
Contact www.CTR-Consulting.com for complete PowerPoint presentation and more information about company and services.
Success(ion) Planning: Preparing Leaders for the Workforce of the FutureHuman Capital Media
As the demographic landscape of the workforce continues to change, leadership gaps will be created in many organizations. Preparing a pool of talent to fill critical leadership roles will be a necessary component of a succession plan. In this experiential presentation, participants will learn how the Tennessee Department of Human Resources dramatically changed the workforce landscape in state government by designing and implementing a succession plan to develop its workforce by means of creating a learning environment. Participants will discover how learning and development programs were designed, were successfully implemented to create a pool of talent ready to assume vacated leadership positions, and gained support from the Governor and executive agency leaders . Transferable templates, and practical and applicable tools that can be used to design a succession plan for any organization wil be presented.
Participants will...
Gain an understanding of the need for a succession plan to ensure organizational success in the future.
Discover the key steps in designing, developing and implementing learning and development strategies within an organization.
Take away lessons learned from the experience of the Tennessee Dept. of Human Resources as it created a successful learning environment within state government as part of its succession plan.
Talent Pipeline Optimisation: Ensuring Your Talented People Realise Their Po...The HR Observer
The purpose of this session is to help participants understand how to build in the appropriate processes and development initiatives to ensure that their organisations’ most talented people make the biggest positive impact in the organisation that they can. Participants will walk away from the session having been introduced to cutting edge ways to accurately identify potential and with the full understanding of what talented people need to be exposed to in order to reach their potential. They will also leave with a clear view of what kills potential in people and a kick-start of how to change the talent landscape in their organisation.
Bill Lawry, Managing Consultant, Nurturing Winners International
If intellectual capital drives today's knowledge economies, this brings with it an increased dependence on the highly talented people who generate it. How can you lead people who know their worth, are organizationally savvy, ignore corporate hierarchy, expect instant access, are well connected, have a low boredom threshold, and most likely will not thank you?
Succession Planning and the Development of Your High Potentials | Webinar 11....BizLibrary
Succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of succession planning referred to as “high potential” development and it’s frequently just shortened to the term “HIPO.”
The two dominant challenges to HIPO development are:
• Selection of participants
• Building effective development plans
In this webinar we will discuss:
Emerging thought leadership on the organizational/strategic perspective of succession planning
The selection of participants – deciding whom to groom
Practical tips and suggestions for creating a development plan for your own high potential employees
www.bizlibrary.com
Succession Planning and the Development of Your High Potentials - Webinar 06....BizLibrary
There are two separate and distinct aspects to effective succession planning initiatives. The organizational or strategic perspective usually dominates the conversation, and that’s okay. It’s at this level organizations make investments, drive the type of senior leadership involvement and generate alignment with organizational objectives that are the hallmarks of great programs. In the final analysis, however, succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of success planning referred to as “high potential” development and it’s frequently just shortened to the term “HIPO.”
The two dominant challenges to HIPO development are:
Selection of participants
Building effective development plans
In this webinar we will discuss emerging thought leadership on both subjects and provide some practical suggestions for development your own high potential employees.
5 steps to build an enlightened HR team in SingaporeSam Neo
Reflections developed from reading Lenny Ravich's "A Funny Thing Happened on the Way to Enlightenment". Notes for both individuals as well as HR teams.
Filipino motivational speaker and corporate trainer, Mr. Myron Sta. Ana talks about his self-conceptualized principle in leadership and management called CONNECT™. This concept talks about the different aspects of leading that have to be connected for team management and team organization.
5 Keys to Social Leadership Development - Webinar 04.23.14BizLibrary
What does leadership even look like today? What are the opportunities for learning and development in our more collaborative and social workplaces? And how can we adapt, move forward and develop leaders well-equipped to thrive in this fast changing world?
www.bizlibrary.com/webinars
Succession Planning and the Development of Your High Potentials - Webinar 7.1...BizLibrary
Employee development webinar on July 16, 2014 on the Development of High Potential Employees – Best Practices in Succession Planning.
www.bizlibrary.com/webinars
5 Keys to Social Leadership Development - Webinar 7.10.14BizLibrary
What does leadership even look like today? What are the opportunities for learning and development in our more collaborative and social workplaces? And how can we adapt, move forward and develop leaders well-equipped to thrive in this fast changing world?
In this webinar we discuss rethinking leadership development. We'll review 7 keys to social leadership development that include:
Emerging Competencies
Frictionless Learning
Targeting All Levels
Leveraging Technology
Focus on Outputs and Performance
www.bizlibrary.com/webinars
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
5. www.talents2strengths.com5
GALLUP’S RESEARCH ON HIGH ACHIEVERS
• Spend most of their time in areas of strength
• Have learned to delegate or partner with someone to
tackle areas that are not strengths.
• Apply their strengths to overcome obstacles
• Invent ways to capitalize on their strengths in new
situations
6. 6
CLIFTON STRENGTHSFINDER
®
34 main talent themes
• No theme is more valuable than
the other
• There is no best theme for
managers or leaders
• Based on 30 years of scientific research
• on more than 2 million individuals
ASSESSMENT
7. www.talents2strengths.com7
A TALENT THEME is group of similar talents
A tendency to push hard
to complete tasks
Desire to achieve
Having internal
motivation
Finding satisfaction in
getting things done
Achiever
TALENT
“Natural recurring patterns of
thoughts feelings and behavior
that can be productively
applied.”
Enjoying hard work
8. 8
CLIFTON STRENGTHSFINDER
®
Top 5 Talent Themes
(A theme is a group of similar talents)
• 33,390,720 different permutations
with a unique order. There is a one
in 33 million chance that you will
meet someone with your same top
five in the order you have them.
• 278,256 possible unique
combinations There is a one in 278
000 chance that you will meet
someone with your same top five
regardless of order
• No significant cultural differences
in talent among the countries
researched.
• Gives incredible depth about your
uniqueness
10. WHAT IT IS
• A tool for development
• An instrument to help identify
how you are wired
• A way to identify “right” vs
“wrong” or “good” vs “bad”
talents
• A tool for hiring or promotion
• A way to understand the lens
through which you view the world • About labeling people
• A common language to integrate
into an organization or family
• A way to discover what energizes
you vs what exhausts you
WHAT IT ISN’Tvs
• A method to help maximize
personal and team productivity
• A one-size-fits-all approach
• An excuse to NOT do
something “because it is not
my strength”
• A complete explanation of
who you are and what you do
IT IS…. IT ISN’T….
www.talents2strengths.com10
12. www.talents2strengths.com12
WHAT IS A STRENGTHS-BASED PERSPECTIVE?
Individuals already have in themselves what they need to
succeed.
“Individuals gain more when they build on their talents, than
when they make comparable efforts to improve their areas of
weakness.”
Clifton & Harter, 2003, p. 112
1
2
Two basic premises…
14. “Most people, don’t know what their
strengths are. When you ask them, they
just stare at you blankly - or they
respond in terms of subject knowledge,
which is the wrong answer”
PETER DRUCKER
www.talents2strengths.com14
With education and training, anyone can possess basic knowledge or go
through the fundamental steps to complete a task. But the very best have
a significant edge: they build and apply strengths by doing what they
naturally do best every day. - Gallup
15. www.talents2strengths.com15
GREATNESS COMES FROM BUILDING NATURAL TALENT
TALENT: A natural aptitude for something.
“Naturally recurring patterns of thoughts, feelings and
behavior that can be productively applied" - Gallup
What is a talent?
16. • KNOWLEDGE: What you know. What you learn through
experience, reading and education
• STRENGTH: “The ability to consistently provide near perfect
performance in a given activity” - Gallup
• SKILLS: What you do: Applying your knowledge. The stuff
that you practice
www.talents2strengths.com16
GREATNESS COMES FROM BUILDING NATURAL TALENT
17. COMPETENCE & STRENGTHS
TALENTS PRACTICE STRENGTHX =
A natural recurring way of
thinking, feeling and
behaving
Time spent gaining knowledge &
applying that knowledge to gain
skills
The ability to consistently provide
near perfect performance in a
given activity
A talent is a potential strength
www.talents2strengths.com17
PRACTICE = a MULTIPLIER of talent
19. www.talents2strengths.com19
If this was YOUR
report card, what
would you focus
on most?
REPORT CARD
Strategy
Communication
Taking Action
Networking
Presenting A-
A+
A
B
D
20. Our current paradigm is deficit-focused
❖ Most managers spend the majority of their time working with the
weakest performers, zooming in on their mistakes - trying to fix it.
❖ Most teachers and parents focus on student’s lowest grades, in stead
of celebrating the highest grades and help them to achieve even
more.
www.talents2strengths.com20
We’ve made the wrong assumptions about fixing
weaknesses:
21. STRENGTHS DEVELOPMENT
THE RIGHT ASSUMPTIONS
2. The BEST people in a role
deliver the same outcomes but
use different behaviors to
achieve it.
1. WEAKNESS fixing might
prevent failure but will never
lead to excellence.
Developing STRENGTHS
lead to excellence.
www.talents2strengths.com21
WEAKNESS FIXING VS
THE WRONG ASSUMPTIONS
2. The best people in a role
all get there exactly the same
way
1. Fixing weaknesses leads
to success
22. WHAT IS “STRENGTHS-BASED LEADERSHIP”
www.talents2strengths.com22
Adopts practices to help you identify, cultivate and use your
talents & strengths at work.
As a leader, you don’t need to be competent in all areas - but your
team does.
Focusing on your talents & strengths and delegating tasks that
you’re not that good at, to others who are more experienced or
skilled.
Identify your team member’s strengths and encourage them to use
it in a way that benefits everyone.
Hire people based on their individual talents & strengths, not
because their skills and interests align with your own.
24. WHY FOCUS ON TALENT
• Speed
❖People operating from talent learn the role faster and adapt to
variance in the role more quickly
• Productivity and Precision
❖People operating from talent produce significantly more at higher
quality.
• Higher Employee Engagement
❖People operating from talent are more engaged, miss work less, and
build stronger customer relationships.
www.talents2strengths.com24
25. www.talents2strengths.com25
BUT WHAT ABOUT WEAKNESSES?
WEAKNESS: a shortage or misapplication of talent, skill, or
knowledge that causes problems for you or others or hinders your
progress. (e.g. “Control freak”)
Do we just
IGNORE it?
26. #1 STRENGTHS MYTH: BUSTED!!
ADOPTING A STRENGTHS-BASED APPROACH DOES NOT MEAN YOU CAN
IGNORE YOUR WEAKNESSES
• Understanding & Recognition are key
- Understanding: I know myself and how I normally act. I understand that what I do has
an impact on the world around me.
- Recognition: I recognize my behavior in the moment and make a intentional choice
about how I am going to respond to influence outcomes in a positive way.
When you know your strengths and weaknesses, as well as the strengths and
weaknesses of those around you, it allows you and your teams to take the most effective
actions.
You DO need to learn how to “MANAGE” around weaknesses - for as far as they’re
hindering your progress
www.talents2strengths.com26
27. Create open communication and
transparency
Strategically and consciously
develop and
apply your talents to improve all
aspects of your life
Know and own your weaknesses
and blindspots too.
27
Build complimentary
partnerships
Find or create support systems &
structures
HOW TO MANAGE WEAKNESSES
Adjust or change roles
Get the right education about
your talents & strengths
29. WHAT IS A “STRENGTHS-BASED ORGANIZATION?”
www.talents2strengths.com29
• Positive
• Strengths-based
• Growth orientated
• Excellence focused
30. A STRENGTHS-BASED ORGANIZATION:
www.talents2strengths.com30Source: Gallup - Building a strengths based organization by Tony Rutigliano
• People are the foundation of a strengths-
based organization
• It is achieved through unleashing individual
and organizational strengths
• Characterized by all-round
excellence across a balanced
scorecard
31. www.talents2strengths.com31
• Strengths-based policies and practices span the
employee lifecycle.
Attract Select Onboard Maximize
Performance
Develop Engage &
Retain
> > > > >
STRENGTHS
Leaders Managers Frontline Coaches/HR
Source: Gallup - Building a strengths based organization by Tony Rutigliano
• Strengths guide attraction, engagement and retention of
talent at all levels
32. www.talents2strengths.com32
Our STRENGTHS are the lens through which we view the world
It affects the way we:
• Process information
• Experience others
• Accommodate change
• View time and structure
• Communicate
• How engaged we are at
work
34. www.talents2strengths.com34
EMPLOYEE ENGAGEMENT MATTERS:
ENGAGED: employees work with passion
and feel a profound connection to their
company. They drive innovation and move
the organization forward.
NOT ENGAGED: employees are
essentially “checked out”. They’re
sleepwalking through their workday, putting
time - but not energy or passion - into their
work
ACTIVELY DISENGAGED employees
aren’t just unhappy at work; they’re busy
acting out their unhappiness. Every day,
these workers undermine what their
engaged coworkers accomplish.
Source: Gallup - Daily
35. THE POWER OF STRENGTHS TO GROW ENGAGEMENT
• An employee who truly knows how to apply their strengths is:
15.3 times more likely to strongly agree they have the opportunity to do what they
do best every day.
• Of the employees who felt their manager focused
on their weaknesses, 22% were actively
disengaged as employees.
• Applying strengths is a way to eliminate
disengagement in local teams.
Source: http://news.gallup.com/businessjournal/193499/strengths-based-employee-development-business-results.aspx
www.talents2strengths.com35
8.2 times more likely to strongly agree they know what is expected of them at work
36. • I’m good at what I do
• My work is energizing • My work is tiring
• Time drags on
• I look forward to my job • I dread my job
• Time goes quickly
• I’m enjoyable to be around
• I treat customers, colleagues,
friends well
• I don’t excel at my work
• I have very few positive
moments
Using Strengths… Not using strengths
www.talents2strengths.com36
Why Strengths?
Focusing on strengths dramatically improves everyday life at work…
Source: Stone, A. & Harter, J. K. (2009). e experience of work: A momentary perspective. A collaboration between Gallup, Stony Brook University, Princeton University, and
Syracuse University
WHY DOES IT INCREASE ENGAGEMENT?
37. THE VALUE OF DEVELOPING STRENGTHS
Critical Metric Improvement
Employee engagement +15%
Increased productivity +21%
Increased profits +22%
Increased customer engagement +10%
Lower employee turnover (low turnover
organizations)
-16%
Lower employee turnover (high turnover
organizations)
-72%
Fewer safety incidents -59%
Source: http://news.gallup.com/businessjournal/193499/strengths-based-employee-development-business-results.aspx
www.talents2strengths.com37
82 000 business/work units | 1,8 million employees | 73 countries | 49 industries
38. PRACTICAL NEXT STEPS:
www.talents2strengths.com38
• Take the StrengthsFinder assessment
• Create a team talent map for your organization
• Create a plan to develop ONE of your talents
• Get in touch so I can support you
• It’s been taken by more than 18 million people in 50 countries
• It’s available in 20 languages
39. Curious how to implement a strengths-based
approach in your life, career or organization?
www.talents2strengths.com39
Contact me
Marja Botha van Doorn B.Proc | MCT | EMBA Cert
Executive Coach/consultant: Leadership & Team Development | Employee Engagement