I pleased to announce that I have been named to the Panel of Manufacturing & Logistical pros of hiring managers and business leaders

Meet Our Panel of Manufacturing and Logistics Pros, Hiring Managers, and Business Leadershttps://www.wonolo.com/blog/how-to-recruit-top-manufacturing-and-logistics-talent

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Myers Briggs vs. Strengthsfinder

MBTI Theory
MBTI classifications of individuals are based on an adaptation of Carl Jung’s theory of conscious psychological type. MBTI groups individuals into one of 16 personality types by measuring distinct polarities of preference:

Extroversion or Introversion
Sensing or Intuition
Feeling or Thinking
Judging or Perceiving

The middle two categories are considered “psychological functions” — how individuals naturally prefer to take in information (Sensing or Intuition) and the basis on which they evaluate that information (Thinking or Feeling).

The first and fourth categories are considered “orientations” that determine how the individual exhibits psychological functions. These categories indicate how individuals gain energy and focus attention (Introversion or Extroversion) and how they deal with the outside world (Judging or Perceiving).

The resulting four-letter personality type represents the individual’s preference of the two opposite poles in each category.

MBTI Assessment Design
MBTI asks a series of questions. The dynamic interactions between the preferences indicate basic personality types. This information provides insight into how individuals gain energy, process information and act upon their conclusions. For example, an “introverted thinking” type may spend much time internally processing ideas, while an “extroverted thinking” type may also spend much time in the world of ideas but “think out loud” to explore the ideas’ value and meaning.

Individuals can build skill and competency in the opposite of their type but are most comfortable operating within their preferred orientation. Note that with the limited possibilities of outcomes with MBTI, the generalization of people with the same outcome yields distorted results. Meaning, with a large group, you will likely find individuals with the same results — 16 personality types based on the four pairs of opposing descriptors — with MBTI.

CliftonStrengths Overview
The CliftonStrengths assessment measures the presence of talent in 34 areas called themes. After an individual responds to 177 sets of paired statements, he or she receives a Signature Themes report, which presents his or her five most dominant talent themes, as indicated by responses to the instrument. One’s Signature Themes are unique to the individual: 278,256 combinations of five themes are possible, and when you consider the order of the five themes, the number jumps to more than 33 million different sets of Signature Themes, meaning the likelihood of you finding someone with the same top five as you is one in 33 million.

The CliftonStrengths assessment offers an opportunity for talent discovery and a language through which individuals can express their unique talents. The precision afforded by the depth and language of the strengths concept moves beyond that of “people person” descriptors, which offer relatively surface insight. Knowing, for instance, that a person naturally recognizes and cultivates the potential in others and derives satisfaction from watching others grow (Developer) can be a substantial asset when considering how an individual might interact with others.

Both Assessments Are Accurate; CliftonStrengths Reveals a More Precise Approach to One’s Uniqueness
Gallup Senior Scientist Phil Stone, a psychology professor at Harvard, examined the relationship between MBTI and the CliftonStrengths assessment. Stone had 206 of his students complete assessments through both instruments. The study showed some expected correlations between the two assessments. For example, if the CliftonStrengths assessment shows that Analytical is one of your top five areas of talent, MBTI is likely to identify you as Thinking. If Empathy is in your top five (CliftonStrengths), you are likely to be Feeling (MBTI). Likewise, if Discipline is in your top five (CliftonStrengths), you’re probably also Judging (MBTI). Stone’s work depicts the accuracy of the two assessments for defining a person’s innate natural thoughts, feelings and behaviors.

Now let’s take a closer look at the applicability of each. Imagine a house and the rooms within it. MBTI indicates the room in which an individual is most comfortable residing. The CliftonStrengths assessment represents the furnishings, functional pieces, decorations and other details inside that room, helping us understand the individual’s unique innate abilities. Said differently, MBTI is the ZIP code, and CliftonStrengths puts you in front of the door.

The specific conclusions of the CliftonStrengths assessment help individuals, teams and organizations by identifying talents that an individual routinely demonstrates. This gives organizations the opportunity to develop each individual’s powerful areas of potential to yield the greatest investment value. When the CliftonStrengths depth of discovery is shared within organizations, employees become intelligently and intensely focused on maximizing what they and their teammates naturally do best.

Bottom Line
MBTI provides broad awareness but may lack applicability, hurting its validity, an argument of relevance and value. MBTI does not provide the detailed descriptors that CliftonStrengths does. It brings surface-level results not aimed at any performance development outcomes. At a glance, the results of the MBTI assessment indicate characteristics such as introvert or extrovert, yet how this information leads to improved performance remains missing. The CliftsonStrengths assessment not only provides context for performance development, but it also builds a common language within an organization to shed light on the essence of positive psychology — studying what’s right with people.

Many organizations use both instruments. Even with the applicability of CliftonStrengths, coaching is still a necessary step toward improving performance. What experience do you have to share about these tools?

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More People want to come to America than any other country

Nearly 150 million people — or 4% of the world’s adult population — would move to the U.S. if they could. That figure is larger than the next four most popular destinations combined. If everyone who wanted to move to the U.S. had their way, the country’s total population would increase by almost 50%.

Top Desired Destinations for Potential Migrants
Adults in millions
United States 147
Germany 39
Canada 36
United Kingdom 35
France 32
Australia 30
Saudi Arabia 25
Spain 20
Italy 15
Switzerland 13
GALLUP WORLD POLL

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The difference in knowing your strengths and using them

Knowing Strengths.
The other day, a client wrote to me to let me know, “I had my sister take the StrengthsFinder assessment! Guess what, we have three Strengths that are the same! We loved chatting about it, and after I hung up the phone with her it made me miss her even more.” She has also had her husband take the StrengthsFinder assessment and was thrilled by her discussion and learnings with him.
This is what I call an enthusiast! Someone who experiences something they’ve seen impact their entire lives, so it only makes sense to them to share it with those who are important to them.
Committing to Strengths.
When we choose to be enthusiasts of StrengthsFinder, which is what we call Strengths Guides over here at Trybal, there are three significant contributions we’re deciding to make to the lives of those around us:
1. We’re choosing to see their Strengths.
A lot of times, we can sort of feel when someone is in the zone. We see they’re feeling good, that they’re being productive, and that those around them are being positively impacted. Most of the time, this is the combination of all their Strengths, synergizing in perfect harmony. When we choose to specifically discover someone’s Strengths, we can make sense of why certain moments are so empowering for them. We can peel back the layers, discover the intricacies, and create new moments that can also be very empowering for them. We’re intentional.
2. We’re figuring out how we work best together.
Not only does becoming very intentional about someone else’s Strengths serve them immensely, but figuring out how the combination of our Strengths with theirs can be leveraged also adds immense value. Knowing our Leadership Styles can get us started from the right framework to see how we each operate high-level, and then looking for natural synergies and even areas of tension can prepare us for the best and worst. If we have Strengths that are the same, like my client saw with her sister, we might be seeing the world through a more similar lens than those who don’t share our Strengths. When we have two Strengths that are very opposite, like Activator and Deliberative, we may find in there an area for potential greatest tension but also potential greatest partnership if we’re aware and Sophisticated in those Strengths!
3. We’re taking a different perspective on weaknesses.
As soon as we understand that every Strength has a dark side, we realize that a lot of the time someone’s area of weakness is in fact the over-accentuation of their Strengths, which completely reframes how we experience someone falling short. If we can notice someone’s Dark Side showing up rather than saying, “What the heck is the matter with this person!”, our perspective is a lot more constructive. We can learn to have conversations around Sophistication and make it about how their Strengths are showing up rather than labeling them a bad, incompetent or unworthy person. You might say, “Hey, is your Command on its Dark Side today?”, with a bit of a smile, and have a colleague experience that as a gentle nudge to be mindful of their behavior. It feels like you’re on their side
Using Strengths.
So whether you’re bringing this work back to your family or deciding to engage it in a new way with your team, the intention you put behind how you use the StrengthsFinder tool will make all difference. You can take the assessment, browse over your report, maybe attend and introduction workshop, and then leave it at that.
-OR-
You can understand that the power of this work can make the difference between whether your team comes to work happy and engaged every day or not and dive into using the tools and frameworks to help facilitate that process. Are you ready to become a Strengths Guide? Contact us and we can help

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The Worlds Broken Workplace

While the world’s workplace is going through extraordinary change, the practice of management has been frozen in time for more than 30 years.

According to Gallup’s World Poll, many people in the world hate their job and especially their boss. My own conclusion is that this is why global GDP per capita, or productivity, has been in general decline for decades.

To demonstrate the historical seriousness, stress and clinical burnout and subsequent suicide rates in Japan have caused the government to intervene. The current practice of management is now destroying their culture — a staggering 94% of Japanese workers are not engaged at work.

Employees everywhere don’t necessarily hate the company or organization they work for as much as they do their boss. Employees — especially the stars — join a company and then quit their manager. It may not be the manager’s fault so much as these managers have not been prepared to coach the new workforce.

Managers have been trained to fill out forms rather than have high-development conversations.

Only 15% of the world’s one billion full-time workers are engaged at work. It is significantly better in the U.S., at around 30% engaged, but this still means that roughly 70% of American workers aren’t engaged. It would change the world if we did better.

What the whole world wants is a good job, and we are failing to deliver it — particularly to millennials. This means human development is failing, too. Most millennials are coming to work with great enthusiasm, but the old management practices — forms, gaps and annual reviews — grinds the life out of them.

Gallup defines millennials as people born between 1980 and 1996. And they are from a different planet than, say, baby boomers. Baby boomers like me wanted more than anything in the world to have a family with three kids and to own a home — a job was just a job. Having a family and owning a home was the great American dream.

Millennials, on the other hand, place “my job” equally or even ahead of “my family” as their dream. So because their life is more focused on work, they need to draw more from their work environment. They have their best friends at work — including best friends who are customers. They want meaningful work and to stay with an organization that helps them grow and develop.

Everything has changed.

What does all of this mean for reversing world productivity trends? It means that we need to transform our workplace cultures. We need to start over.

To summarize Gallup’s analytics from 160 countries on the global workplace, our conclusion is that organizations should change from having command-and-control managers to high-performance coaches.

The change will immediately save massive costs by wiping out the wasteful practice of filling out forms and checking management boxes.

Why “high-performance coaches”? Because millennials demand development over satisfaction. They demand ongoing conversations over annual reviews. They demand strengths-based discussions over weakness-based “gap” discussions that produce zero results.

I sometimes wonder: What if, among all the good full-time jobs in the world — approximately 1.2 billion — we doubled the number of engaged workers from 180 million workers to 360 million? How hard could it be to triple it to more than 500 million engaged? What if we delivered a high-development experience to 50% of the billion full-time employees around the world? It is very doable.

It begins by changing what leaders believe. And then changing how they lead.

World productivity has been in general decline for far too long. If this trend isn’t reversed immediately, it means the end of civilization. I know that sounds dramatic, but you tell me how it all works out when the dangerously low number of good, full-time jobs as a percent of the population continues to destroy us?

Think beyond your own workplace. Think a coast-to-coast Detroit in America. Many U.S. cities are slipping into that right now. Imagine a worldwide Venezuela.

A thousand of us are going to discuss a new leadership movement in Omaha, and how a global, strengths-based coaching movement could boom productivity and save the world.

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