Society has this funny little habit of trying to cram square pegs into a round hole, but what if I told you that there is a way to match the square peg to the round hole without having to grind off the edges?
Let me explain what I mean.
Say you have a team of 4 people; each person has their strengths and weaknesses. Person one likes lists and data, person two is great with people, person three loves variety, and person four is a great leader.
Now, what would happen if you matched the tasks that needed to be done to the person who would most enjoy it? Person one does report writing and data assessment, person two calls clients, person three goes on the road, and person four keeps everyone accountable for their tasks.
I’m not saying only give your team jobs that they like, however, if you can assess the tasks that need to be done and balance them out in categories that your team members excel at, your overall productivity will go through the roof.
It’s such a simple change, but so effective!
According to the Langley Group website (www.langleygroup.com.au):
The 2016 Gallup State of the Global Workforce report showed some amazing results from using strengths-based interventions on workgroup performance. The survey covered 1.2 million employees in 22 organisations in seven industries and across 45 countries. Ninety % of the workgroups studied had performance increases such as:
- 9% increase in sales
- 15% increase in profits
- 4% increase in customer engagement
- 10% lower turnover in low-turnover organisations
- 46% lower turnover in high-turnover organisations
- 6% increase in engaged employees
- 37% fewer safety incidents
Ultimately, the strengths-based management approach is shown to improve employee well-being and boost productivity in all areas.
Interested in a complete Strengths Profile Report?
Built from a decade of research in positive psychology and used by leading organisations including Schneider Electric, Avery Dennison, Aviva, Oracle and Ernst & Young, the Strength Based Profile is worlds apart from traditional strengths assessments.
Assessing 60 strengths across three scopes (energy, performance and use), the profile pinpoints people’s results in four areas:
Realised Strengths
Learned Behaviours
Weaknesses
Unrealised Strength
This model provides a positive platform for development and growth, enabling people to design strategies, minimise weaknesses and optimise performance and well-being.
