One of my clients had an experience similar to this

My client is a bank in Maine who now is the #1 bank in their community. 90% of the employees have a community activity of their choosing. Results new customers have come to the bank, customer service ratings for the bank are fantastic, unwanted turnover is nonexistent and profits of the bank substantially. I can help you achieve similar results

What Leaders Can Do to Build Optimized Workers

First, it starts with simply recognizing the synergy among strengths, engagement and wellbeing and that their interactions represent clear opportunities to be leveraged. Getting leadership fully versed and committed to these principles is a required vanguard to successfully implementing the concepts in a practical manner.

Next, it involves taking a step back and realizing that it’s hard to manage to someone’s strengths if you don’t know what they are. A critical, basic step for many organizations is to simply determine the unique strengths of everyone who works there.

The CliftonStrengths assessment and supporting online and in-person courses are designed to help people “name, claim and aim” their strengths. Once you have laid the foundation of strengths throughout the organization, you can begin to build your culture around them.

The final step, of course, is applying the principles in practice. One Gallup client, for example, is currently exploring the strengths-engagement-wellbeing relationship in one of its groups responsible for community outreach — a smart strategy for improving community, social and career wellbeing alike. Teams are encouraged to sign up to support different community programs sponsored by their organization, with their leaders having ongoing conversations about how to introduce strengths and engagement initiatives into those teams in the context of the outreach. As these volunteers come together, their strengths can be explored to better understand who they are both individually and as a team and how this can be leveraged to help them successfully navigate the community projects they are working on. The 12 critical psychological needs of employee engagement can, in turn, be used to both prepare for and debrief the experience, such as:

  • Are we clear on what is expected of us regarding this community project?
  • Do we have what we need to succeed? Based on who we are as a group, is each person’s set of strengths being kept in mind?
  • Is my role on the project best aligned with my own personal strengths?
  • Are we celebrating our successes on the project based on how each individual uniquely prefers to be recognized?
  • Am I given the opportunity to propose ideas about how each person on the team can best contribute to the project, based on their individual aptitudes?

By weaving both strengths and engagement initiatives into organizational processes already aimed at driving wellbeing, leaders can fully benefit from existing opportunities. And by building robust coaching models aimed at capitalizing on the interactions among strengths, engagement and wellbeing, organizations can take their performance to the next level and fully leverage these indispensable components of optimized human potential.

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