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Almost daily, companies are cutting workers, and morale and productivity are suffering as a result. In this environment, a strengths-based approach is vital because it creates hope, opens the doors to untapped potential, and brings out the best in people and in companies.
Many of us buy into the myth that talent and motivation are totally separate things. A strengths-based approach, however, debunks this. Simply put, your talents are your motivations; they're usually inseparable. A strengths expert explains.
Some people excel in the art of time management, while others are never able to keep up. Whatever the case, we all could stand to improve in this area, and our odds of doing that are better if we make the most of our innate talents.
How a focused and determined new manager of an underperforming hotel tightened expectations, showed the staff their potential, and turned the property's finances around.
Bestselling author and Internet visionary Bruce Judson has some straightforward advice for entrepreneurs, as well as enterprising managers and employees within larger companies: Leverage breakthroughs in technology. And, most importantly, do what you do best.
Corporate managers routinely subject employees to performance reviews that emphasize people's "areas for improvement," not their talents. The problem with this approach is that by focusing on weaknesses, organizations fail to capitalize on their employees' strengths. It's time to view your people differently.
Dietitians at St. Mary's/Duluth Clinic Health System were at a crossroads. Their team didn't have enough people and felt ignored. Their workspace was "dismal." A few were quietly threatening to resign. Here's how one manager attacked this problem and raised employee engagement from average to extraordinary -- in just a year.
Positioning employees so they can do what they do best isn't just good for them -- it's good for business. For Stryker Instruments, repositioning just one employee so he could use his talents more effectively saved the surgical equipment maker $1 million in electronic component sourcing.
People strong in the Achiever theme have a great deal of stamina and work hard. They take great satisfaction from being busy and productive.
The best sales managers know how to provide their star performers with just the right rewards to feed that drive for success. In fact, finding the perfect "fit" between motivation and rewards may be the key to focusing great sales reps toward even greater achievements -- or sending them into a slump. Here are some strategies to motivate your sales stars.
How do we motivate the associates on our team, when promotional opportunities or money are not necessarily within our grasp to deliver? This remains one of the most common questions from managers. How can a strengths-based approach help us stimulate and inspire our team members to produce their best work?