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![A [person] should never be appointed to
a managerial position if his [or her]
vision focuses on people’s weaknesses
rather than on their strengths. The
[manager] who always knows what
people cannot do, but never sees what
they can do, will undermine the spirit of
the organization.”
Peter Drucker.
Father of Modern Management Studies
“](https://image.slidesharecdn.com/engage2016allenfinal-160705144150/75/Unlocking-the-Hidden-Talents-of-All-Your-Employees-by-Paul-Allen-at-Engage-2016-30-2048.jpg)
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Unlocking the Hidden Talents of All Your Employees by Paul Allen at Engage 2016
The document discusses the importance of focusing on employees' strengths rather than weaknesses to improve engagement and productivity in the workplace. It highlights key findings from Gallup's extensive research indicating that organizations employing a strengths-based management approach see significant benefits, such as lower turnover and higher productivity. Notable figures like Don Clifton and Sheryl Sandberg emphasize the impact of leveraging individual strengths for organizational success.
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Unlocking the Hidden Talents of All Your Employees by Paul Allen at Engage 2016
- 1. Unlocking the HiddenTalents of All Your Employees Paul B. Allen Global Strengths Evangelist, Gallup Washington D.C.
- 2. Background: Paul Allen “TheLesser”
- 4. Origins of theStrengths Movement George Gallup • His graduate research in 1920s focused on why some salespeople were more successful than others. He discovered it was about psychological fit. • In the 1930s, he founded Gallup, a company focused on studying the attitudes and opinions of human beings around the world. Don Clifton • When in graduate school in 1950s, he realized that the field of psychology had focused almost entirely on human problems, rather than human success. So he dedicated his life to studying human success. • In the 1960s, he founded a company named SRI that focused on creating assessments to identify psychological fit between jobs and people. • He discovered the key to success was whether a person was able to leverage their natural strengths in their career.
- 5. Key Gallup Finding:Engagement 0 10 20 30 40 50 60 70 80 5th Grade 9th Grade 12th Grade US Workforce Engagement Engagement
- 6. USED BY 457OF THE FORTUNE 500 COMPANIES* CONDUCTED TENS OF THOUSANDS OF INDIVIDUAL INTERVIEWS COACHED EVEN MORE EXECUTIVES, LEADERS, MANAGERS, AND EMPLOYEES The Science of Strengths BEST-SELLING BOOK: StrengthsFinder 2.0 Wall Street Journal, BusinessWeek, USA Today, Amazon 5 DECADES OF RESEARCH AND DEVELOPMENT STUDIED MORE THAN 1 MILLION WORK TEAMS CLIFTON STRENGTHSFINDER® 14 MILLION PEOPLE Copyright © 2015 Gallup, Inc. All rights reserved. Gallup®, Q12® and Clifton StrengthsFinder® are trademarks of Gallup, Inc. *As reported by the Wall Street Journal
- 7. What will happenwhen we think about what is right with people rather than fixating on what is wrong with them?” Don Clifton psychologist and business executive (1924-2003) “
- 8. Gallup Asked ThisQuestion Around the World: “Which do you think will help you improve the most: knowing your strengths or knowing your weaknesses?”
- 9. Those Who Chooseto Focus on Their Strengths and Manage Around Their Weaknesses Are a Minority in Every Country in Gallup’s Study 41% 38% 38% 29% 24% 24% 0% 20% 40% 60% 80% 100% U.S. UK Canada France Japan China Percent Knowing Strengths
- 10. “Most Americans donot know what their strengths are. When you ask them they look at you with a blank stare or they respond in terms of subject knowledge, which is the wrong answer.” - Peter Drucker
- 11. Everyone is agenius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid.” Albert Einstein Physicist, scientist (1879 – 1955) “
- 12. STAND UP IFYOU ALWAYS… Talk to people in elevators, airplanes, stores, and wherever you go.
- 13. STAND UP IFYOU ALWAYS… Write down a list of things to do and stick to it. (even on weekends)
- 14. STAND UP IFYOU ALWAYS… Need to pick someone to race while driving.
- 15. STAND UP IFYOU ALWAYS… Seek a familiar face at a big party.
- 16. STAND UP IFYOU ALWAYS… Tend to be skeptical until given some proof.
- 17. STAND UP IFYOU ALWAYS… Trust your intuition.
- 18. STAND UP IFYOU ALWAYS… Clean your house or apartment before you can relax.
- 19. STAND UP IFYOU ALWAYS… Have a color-coded or otherwise organized closet.
- 20. STAND UP IFYOU ALWAYS… Push the elevator button to “remind” the elevator that you are there.
- 21. STAND UP IFYOU ALWAYS… Figure out the plot of the movie before anyone else does.
- 22. STAND UP IFYOU ALWAYS… Are accused of being “too nice.”
- 23. STAND UP IFYOU ALWAYS… Are accused of not being “nice enough.”
- 24. A Recipe forSuccess x =Investment (time spent developing knowledge, skills, and regular practice) Strength (the ability to consistently provide near-perfect performance) Talent (a natural way of thinking, feeling, or behaving)
- 25. 1/3 of allU.S. workers are not fully engaged at work GALLUP KEY FINDING
- 26. The Manager’s FocusMatters 40% 22% 1% 57% 33% 33% 2% 45% 61% 0% 20% 40% 60% 80% 100% Ignored Focus on Weaknesses Focus on Strengths Actively Disengaged Not Engaged Engaged Teams that have managers who focus on strengths are more likely to be engaged. Copyright © 2014 Gallup, Inc. All rights reserved.
- 27. 50% of Americans havequit a job because of their manager GALLUP KEY FINDING
- 28. “A strengths-based approachto management is the single best means of improving the employee-manager relationship that Gallup has observed over the years of working with organizations to improve employee engagement.” (Oxford Handbook of Positive Organizational Scholarship, pg. 358) GALLUP KEY FINDING
- 29. “At Facebook, wetry to be a strengths-based organization…” New York Times Recommend the best business book you’ve read in recent years Sheryl Sandberg Chief Operating Officer, Facebook Inc. “Now, Discover Your Strengths, by Marcus Buckingham and Donald O. Clifton. This book has been instrumental in how we think about developing talent at Facebook. ...we try to make jobs fit around people rather than make people fit around jobs. We focus on what people’s natural strengths are and spend our management time trying to find ways for them to use those strengths every day.”
- 30. A [person] shouldnever be appointed to a managerial position if his [or her] vision focuses on people’s weaknesses rather than on their strengths. The [manager] who always knows what people cannot do, but never sees what they can do, will undermine the spirit of the organization.” Peter Drucker. Father of Modern Management Studies “
- 31. FOCUSING ON STRENGTHS WORKS IDENTIFIABLEAND CONCRETE ORGANIZATIONAL BENEFITS
- 32. Strengths Links toPerformance According to Gallup’s database research, strengths-based development interventions have led to: at the employee level at the team level 7.8% greater productivity 14.9% lower turnover 12.5% greater productivity 8.9% greater profitability
- 33. CLIENT CASE STUDY: STRENGTHSLEADS TO EMPLOYEE LOYALTY Focusing on strengths in your job drives employees advocacy and intent to stay with the organization. 74% 85% 60% 29% 37% 21% 0 10 20 30 40 50 60 70 80 90 100 Recommend Company's Products and Services Plan to Be Here One Year From Now Plan to Spend My Career Here %StronglyAgree Focus on strengths No focus on strengths
- 34. Robert Scoble Startup Liaison Officer, Rackspace “Everyemployee has his or her five strengths on the back of their badges and if you ever meet our chairman, Graham Weston, don’t bring this up, because you’ll end up with a multi-hour interesting conversation about corporate culture, people, and how to build great teams using this system.” “At Rackspace Hosting, we’re religious about using Gallup’s StrengthsFinder 2.0.”
- 36.
- 37. Kenson: An Exceptional Family andYouth Counselor
- 38. PEOPLE WHO FOCUS ONUSING THEIR STRENGTHS . . . AND 6 TIMES MORE LIKELY TO BE ENGAGED IN THEIR JOBS . . . ARE 3 TIMES MORE LIKELY TO REPORT HAVING AN EXCELLENT QUALITY OF LIFE
- 39. EMAIL ME FORA COPY OF STRENGTHSFINDER 2.0 OR STRENGTHS- BASED LEADERSHIP [email protected]
- 40. This document containsproprietary research, copyrighted materials, and literary property of Gallup, Inc. It is for the guidance of your company only and is not to be copied, quoted, published, or divulged to others outside of your organization. Gallup®, Q12®, StrengthsFinder®, Clifton StrengthsFinder®, and each of the 34 Clifton StrengthsFinder theme names are trademarks of Gallup, Inc. All other trademarks are the property of their respective owners. This document is of great value to both your organization and Gallup, Inc. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright, trademark, and trade secret protection protect the ideas, concepts, and recommendations related within this document. No changes may be made to this document without the express written permission of Gallup, Inc. COPYRIGHT STANDARDS
Editor's Notes
- #4 Free the child’s potential and you will transform him into the world. (Maria Montessori)
- #7 Gallup created the science of strengths. In five decades of research and development, we've studied more than 1 million work teams, conducted tens of thousands of individual interviews, and coached even more executives, leaders, managers and employees. Our world-famous Clifton StrengthsFinder has helped more than 12 million people discover their strengths and what they do best. Our bestselling book, StrengthsFinder 2.0, has given millions strategies to develop their natural talents. Instead, Gallup has found that there is infinite potential in developing what is right with people versus fixing what’s innately “wrong” with them. We define strengths as the ability to consistently provide near-perfect performance in a specific task. And we have repeatedly found that when employees know and use their strengths, the effect on individual, team and organizational performance is spectacular.
- #11 Our society has been fixated on what’s wrong with people. We think that by understanding what is wrong we can figure out what is right… We study disease to understand health We study sadness to understand joy We study divorce to understand happy marriages And so many of us study our weaknesses to become stronger Today, I am going to ask you to consider changing your focus from noticing what is wrong with people to notice what is right with people. But let’s be real here… why would we want to spend 6 hours of your day talking about talent? If the purpose of business is to make a profit, then how does talent play a role in meeting that purpose? Let’s explore that by putting together a puzzle… (hand out one gallup path puzzle per table)
- #13 Note: This content spreads over several slides (1 of 13). Purpose: Start to build the case for strengths-based development. Intention: Transition to topical course content by leading this activity; begin by having participants stand up if they always … Instructions: We will move around a bit during this next activity, so push your chairs away from the table. I am going to read a series of statements. If you always exhibit this behavior, please stand up.
- #14 Slide 2 of 13 [Animation adds “on weekends” after click]
- #15 Slide 3 of 13
- #16 Slide 4 of 13
- #17 Slide 5 of 13
- #18 Slide 6 of 13
- #19 Slide 7 of 13
- #20 Note: this is the final slide in the series (slide 13 of 13). Transition: Were you surprised when you stood up (or voted) and only a few other people did? Did you think everyone did those things? Often, we think of these behaviors as personality quirks or idiosyncrasies, but really, they are your talents — natural behaviors that you apply in your everyday life. For most of us, no one taught us to do these things; they come naturally to us or are things we can’t imagine not doing. The same is true of our natural talents.
- #21 Note: this is the final slide in the series (slide 13 of 13). Transition: Were you surprised when you stood up (or voted) and only a few other people did? Did you think everyone did those things? Often, we think of these behaviors as personality quirks or idiosyncrasies, but really, they are your talents — natural behaviors that you apply in your everyday life. For most of us, no one taught us to do these things; they come naturally to us or are things we can’t imagine not doing. The same is true of our natural talents.
- #22 Slide 12 of 13
- #23 Slide 10 of 13
- #24 Slide 11 of 13
- #27 My supervisor focuses on my weaknesses or negative characteristics. My supervisor focuses on my strengths or positive characteristics. These are the items that were asked (in addition to the Q12 items) to categorize respondents into engagement groups. These were taken from a Gallup Q12 workplace poll conducted in April 2004 (n=1,003). Ignored: Marked 1, 2, or 3 to BOTH items. We have completed this study year after year and come up with the same results.
- #30 Found online at http://www.nytimes.com/2013/03/17/books/review/sheryl-sandberg-by-the-book.html?_r=1& Also: “A version of this article appears in print on March 17, 2013, on page BR8 of the Sunday Book Review with the headline: By the Book: Sheryl Sandberg.”
- #34 This is a great slide highlighting the impact that strengths have on loyalty to the organization. Employees who felt they were able to focus on their strengths in their jobs were found more likely to recommend the organization’s products and services and to intend to stay with the organization for a long period of time. These data were based on an organization using the Strengths Orientation Index items as a measure of the success of the strengths program.
- #35 Sourced from the following Facebook post by Robert Scobel: https://www.facebook.com/RobertScoble/posts/510317608997749
- #36 Lucy Kellaway Financial Times
- #37 Lucy Kellaway Financial Times
- #38 Lucy Kellaway Financial Times