Given this knowledge, there is no reason why all workplaces could not be strengths-based. In a global study of companies that have implemented strengths-based management practices, 90% of the groups Gallup studied had performance increases at or above the following ranges:
- 10% to 19% increase in sales
- 14% to 29% increase in profit
- 3% to 7% higher customer engagement
- 6% to 16% lower turnover (in low-turnover organizations)
- 26% to 72% lower turnover (in high-turnover organizations)
- 9% to 15% increase in engaged employees
- 22% to 59% fewer safety incidents
Nonetheless, some leaders prefer to focus on weaknesses. I find that debilitating, and it consumes a huge amount of what I call negative management time because time spent trying to “fix” weaknesses almost always results in negative outcomes for the individuals and the organization.
In fact, I would argue that trying to change our innate qualities and behaviors is a futile exercise.