SEQUENCING YOUR TALENT DNA
DISRUPTIVE ORGANIZATIONAL DEVELOPMENT THROUGH GALLUP'S STRENGTHS FINDER ASSESSMENT
ABOUT THE STRENGTHS BASED APPROACH
Most people don't know what their strengths are. When I ask them, they look at me with a blank stare, or they respond in terms of subject knowledge or personality traits. Both are wrong
Unfortunately, most of us have little sense of our talents & strengths, much less able to build our lives around them. Instead, guided by our parents, by our teachers, managers, talent development professionals, and by Psychology's fascination with pathology, we become experts in our weaknesses and spend our lives trying to repair these flaws. At the same time, our strengths lie dormant and neglected.
Strengths-based coaching is a research-based approach. It has been informed by world-class practitioners, researchers, and thought leaders in neuroscience, positive psychology, and appreciative inquiry.
Such an approach highlights who you are at your best. Strengths are the result of your natural talents that you’ve built upon with skills, knowledge and experience. When you know your strengths, you get to see yourself from a powerful perspective that can catapult you forward no matter your current circumstances. When coaching occurs in this context, it can exponentially expand the value of your strengths.
Combining strengths and coaching, you and I, as coach and client, focus on your strengths. We identify them and discover together how using your strengths more consciously can increase your success. We don’t ignore your weaknesses. We look at how to manage them and find ways to use your strengths to develop them. We spend the majority of coaching time understanding, developing and applying your strengths to your goals. Why? Because your strengths are your best leverage for attaining peak performance.
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THE STATE OF THE GLOBAL WORKFORCE
THE STATE OF THE CURRENT WORKFORCE
Globally, managers are missing out on the full potential of 85% of their employees. More than two-thirds of employees are just showing up for work, and worse, nearly one in five employees are showing up and making their team members miserable.
An Era of Non-Engagement - 18% Actively Disengaged - 67% Not Engageed - 15% Engaged
Managers and organizations are failing to create workplaces of high engagement and thriving wellbeing.
More than ever, teams rely on the involvement, enthusiasm and commitment of their employees to be successful. The efforts of individual contributors working together have produced many of the world’s greatest discoveries, accomplishments and innovations.
According to Gallup’s 2017 State of the Global Workplace report, only 15% of employees worldwide are engaged in their jobs — that is, they are emotionally invested in and focused on creating value for their teams and organizations every day. Gallup’s global study of employee engagement shows that actively disengaged workers — those who are negative and potentially hostile to their team, organization or customers — make up nearly 20% of the workforce. Globally, managers are missing out on the full potential of 85% of their employees.
If there is one area that has the potential to transform a team’s or organization’s entire culture and improve business outcomes, it’s building more strengths-based teams. Why?
Because it’s proven to have a significant effect on key performance outcomes.
The best organizations that use CliftonStrengths in their mission, values and processes see better outcomes in all the metrics that matter to leaders:
15% higher employee engagement
7% higher customer engagement
29% higher profit
72% lower attrition in high-turnover organizations
BUILDING A STRENGTHS BASED CULTURE CHANGED THE WHOLE ORGANIZATION
CHARACTERISTICS OF A STRENGTHS-BASED TEAM
Strengths-based development is more than identifying strengths. It’s about recognizing and developing talents and strengths. It’s also about learning how to appreciate others’ talents and strengths and combine them to accomplish goals together.
A strengths-based team is a group of imperfect but talented contributors whom others value for their strengths and who need one another to realize individual and team excellence.
The common language of CliftonStrengths gives team members a shortcut for knowing and trusting one another. Communicating using strengths fosters productive, ongoing conversations about the talents people bring to certain situations. It’s a language that bridges cultural and organizational demographics, giving team members a shared way to describe why they’re unique and how it benefits the team.
Members of a strengths-based team know each other’s talent filters. They understand how each person likely thinks, acts and feels. This awareness helps the team build effective partnerships and navigate the issues that all teams encounter.
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