Someone who doesn’t believe in your vision never helps you achieve it. Unbelievers: Don’t waste time convincing unbelievers to support an effort they understand, but don’t believe in. Work with true believers. Encourage weak believers. Ignore unbelievers. One passionate unbeliever has more power than many half-hearted believers. Dos and don’ts for dealing with unbelievers: Listen […]
The link below leads you to the recent Gallup article on using Strengths Based Cultures to attract recruits.
An employment brand that conveys an organization’s strengths-based culture goes a long way in attracting top talent. A strengths-based brand draws job seekers who are motivated to use and develop their innate abilities — people who are dedicated to performance and thrive in a highly driven work environment.
Connecting strengths to a company’s brand and employee value proposition (EVP) not only attracts world-class candidates, but also intensifies the myriad performance outcomes of a strengths-based work environment. Gallup recently completed global research on companies that implemented strengths-based management practices. We found that 90% of the groups 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
Highlight strengths-based development practices. Talented people — especially millennials — want to work for a company that recognizes their abilities and proactively invests in their development. In a study of 6,600 employees in both U.S.-based and non-U.S.-based organizations, Gallup found that people who joined an organization because “it presented a good opportunity to fully leverage my skills” or “it matched who I am and what I believe in” were far more likely to be highly qualified for the role. In contrast, people who joined for benefits, work hours, or personal and family needs were much less likely to be highly qualified.
In chapter 8 of the book “Soar With YOur Strengths” on the topic of celebrating strengths, Dr. Clifton suggests ways to acknowledge people’s strengths. One way is to simply watch people. “As you watch, you take a mental photograph of what a person does. Like listening, watching is a form of recognition and appreciation. We see this in children begging ‘Watch me, watch me’ as they play soccer, dress dolls, stack blocks, play Little League, or dive off a diving board.”
The next sentence is what animated Paul as he read aloud, “That longing doesn’t disappear with the years.”
It’s true! We haven’t lost our need to be watched. We haven’t lost our need to be recognized and appreciated. It’s a totally natural thing to want others to see us when we feel at our best. Isn’t that when children ask to be watched, when they are doing something they think is really cool and they are excited about?
Children aren’t ashamed to tell you to watch them. As we become adults, however, we learn to hide the desire to be watched. We don’t want to appear needy or self-indulgent. We might even be guilty of quashing adults who seem to want attention for the things they do.
True, there’s something off-putting about someone who brags, or someone with a large appetite for attention. But, I’m talking about the normal, majority of the population. For fear of being lumped in with the braggart or attention-hound, most of us suppress the need to be watched. We’ve learned to wait until someone notices, or if they don’t, oh well. Still, the need is there.
Instead of saying, “hey, watch what I can do (or have done),” we develop intricate strategies to be watched. The need to be noticed and to feel important doesn’t go away. Instead, it comes out indirectly—the humble brag, or resentment when someone fails to notice or recognize us. When the need is starved, it manifests itself in counter productive ways.
Many organizations today are “watch me” deserts. I’m convinced that many of the dysfunctional behaviors we see in organizations stem from an unmet need to be watched. Taking a moment to watch someone and appreciate them is a form of gratitude that can go a long way toward strengthening an organization.
The need to be watched is the social equivalent of oxygen. Author Mickey Connelly said, “People need to feel important like they need to breathe.” When we deliberately watch someone and appreciate them for who they are or what they have accomplished, they seem to open up before our eyes.
Looking forward to leading the learning for two day Master Managers Course in both Greensboro and Raliegh.
The role of management has changed quite a bit over the past few years. Few people realize it, but the role of management was originally created to maintain the status quo and enforce rules and protocols. Managers were supposed to push employees and extract everything they could from them. Management never cared about engagement, empowerment, or anything related to employee experience. Health and wellness? Dogs in the office? Flexible work? Give me a break! These are all relatively novel concepts. Thankfully we live in a new world and the workplace has dramatically changed. The role of the manager is not what it used to be. I’m fortunate to be able to speak with hundreds of truly great managers every year and I’ve noticed some common trends emerge. So how can you tell if you are working for this new breed of truly great manager? Well, a truly great managers does five things:
Acts Like A Coach
Coaches and mentors are powerful instruments of change. Coaches help us all the time in our personal lives whether it be on the soccer field, in the gym, or in a therapy session. Why shouldn’t we have a coach in the workplace? And who better to be that coach than your manager? Truly great managers (and I’m not necessarily talking about senior executives) encourage and empower their employees to accomplish their goals the same way a trainer would. These managers see beyond their official job description to have a genuine and vested interest in the success of their people. These coaches believe in lifting up employees, removing obstacles from their paths, and helping them become more successful than they are.
Watch on Forbes:
Understands Your Weaknesses But Focuses On Your Strengths
It’s easy for us to get hung up on the shortcomings of others. If something doesn’t go as planned, just blame the weaknesses for failure. It’s much harder to look past the weaknesses to instead focus on the strengths that individuals possess. This doesn’t mean simply turning a blind eye to weaknesses, it means understanding that they exist but looking beyond them to focus on what someone is truly good at. Truly great managers understand the strengths of their employees and they do what they can to make those strengths shine. We see this all the time in sports teams. Whether you’re looking at basketball or soccer, every athlete is placed in a position where they can be most successful. We need to see more of this in the workplace and managers need to lead the way.
Wants To Know Your Story
Everyone has a story of where they came from, how they got to where they are today, what they care about and value, and what they want their life to look and be like. Your story is what makes you… you. Truly great managers want to know your story, they want to get to know you as a person not as simply someone who is filling a role on a team. This can be as simple as periodically checking in and saying, “How are you?” to taking employees out for coffee and talking about anything non-work related. Building this relationship is crucial for truly great managers. Does your manager really know you and your story?
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Similar to the above, truly great managers embrace their own weaknesses. They don’t put on the facade of being the all-knowing and all-powerful “manager.” Truly great managers want to know your story but embracing vulnerability is about them sharing their story and who they are. All too often we hear stories and witness our managers act one way outside of work and then transform into a completely different type of person in the workplace, almost a robot. Well, people don’t want to work for a robot, they want to work for a human being and there is nothing more human than being able to embrace vulnerability.
Most concepts, ideas, and approaches in our organizations have been around for many decades. Our world has changed so much in the past few years yet our organizations are still stuck in a time warp. I like to say that we live in 2016 but work in 1975. Truly great managers understand that sometimes starting fires is more valuable and important than trying to put them out. These are the managers who not only ask, “Why are things done this way?” but they also embrace experimentation and challenging the status quo to come up with something better. Whether it be getting rid of the annual review, implementing a new workplace practice, introducing a new technology, or redesigning a workplace, truly great managers believe in going against the grain!