Featured Product
This Week in Quality Digest Live
Management Features
Huw Thomas
A long-awaited expansion of workers’ rights
Gleb Tsipursky
Quality professionals should test their intuitions before deploying internal and external quality initiatives
Alixandra Barasch
The key is keeping them alive
MSMEs are encouraged to uphold the highest standards
Roxanne Oclarino
More businesses are harnessing the power of projects to drive social and economic benefits

More Features

Management News
Sept. 28–29, 2022, at the MassMutual Center in Springfield, MA
EPM service provider excels in helping customers work with EPM products
It’s not exactly a labor shortage
Program inspires leaders to consider systems perspective for continuous improvement and innovation
Recent research finds organizations unprepared to manage more complex workforce
Attendees will learn how three top manufacturing companies use quality data to predict and prevent problems, improve efficiency, and reduce costs
More than 40% of directors surveyed cite the ability of companies to execute as one of the biggest threats to improving ESG performance
MIT Sloan study shows that target-independent compensation systems can be superior

More News



Building Strengths Accelerates Company Engagement Everywhere

And also increases productivity and profitability

Published: Friday, September 14, 2012 - 10:48

Only 11 percent of employees worldwide are engaged in their jobs, according to Gallup. That’s an alarmingly low number and suggests profound problems for workplaces in almost every corner of the world. Low engagement results in lower productivity and profitability—and damages a company’s future prosperity.

Forward-thinking senior executives, leaders, and managers know that engaging employees is crucial to improving business performance. Gallup’s research shows that one significant, tangible way to boost engagement is to help employees know and apply their strengths at work. In fact, this increases and even accelerates engagement significantly. Gallup works with companies to accomplish just that, as one of the organization’s partners, Kelly Aylward, explains.

Gallup Business Journal: Tell me how Gallup helps businesses build a strengths-based culture.

Kelly Aylward: Gallup’s behavioral economics practices are grounded in our fundamental philosophy of focusing on the strengths of individuals, teams, and organizations. It’s an approach with an emphasis on what’s right with people—or building on their strengths—rather than on what’s wrong with people and trying to fix their weaknesses.

This strengths-based approach puts the focus where it belongs—on every business “owning” the strengths of its employees, teams, and entire company. This approach helps businesses build on the individual and collective strengths of their people to manage their culture more effectively.

GBJ: Many companies have attempted to do this on their own. Why have these efforts failed?

Aylward: Many businesses have purchased Gallup’s books, such as StrengthsFinder 2.0 (Gallup Press, 2007), so their employees could access the Clifton StrengthsFinder, our online assessment that reveals a user’s top five talent themes from a list of 34. [Talent themes include achiever, competition, learner, strategic, and relator.] Often, this happened haphazardly or just in pockets of a company, when one or more teams or departments got excited and started a grassroots effort around strengths. But these attempts to build a strengths-based culture failed without a real integration effort or a best-practice approach to cascading and sustaining the language.

An effective strengths solution is about more than taking the Clifton StrengthsFinder and talking about your top five themes. That’s just the beginning. Companies that use strengths in the best possible way continue to teach their managers and leaders about running a business from a strengths-based perspective. And they support their managers taking a strengths-based approach when managing employee performance.

GBJ: What really works for large organizations? What are some best practices?

Aylward: The best way to build a strengths-based culture is to start with an understanding of a company’s business challenges, then look at how to use a strengths-based approach to overcome them. This solution should be deployed appropriately and paced to address those business challenges.

The education strategy applies all of Gallup’s best practices and focuses on developing a community of certified coaches and champions who help "own" strengths in your organization. They support initial launch efforts and help sustain those efforts throughout your organization’s strengths journey.

Gallup’s model includes full access to your organization’s strengths data, certification for coaches, support for internal champions, education and toolkits for leaders and managers, and learning content for employees. But companies really own the entire process, so the result is a customized approach to applying the language of strengths that fits your own culture and business needs.

GBJ: What’s the business impact of a fully integrated strengths-based approach?

Aylward: Managers are responsible for knowing the strengths of the people who work for them and for coaching them toward achieving great performance. Engaging employees is crucial to improving business performance. Gallup’s research confirms that when employees know their strengths and apply them in their day-to-day work, their levels of engagement increase significantly. Strengths application can be such a great accelerator of engagement. Our leader, manager, and employee applications help support any organization’s efforts to influence engagement.

GBJ: What role do managers play in successfully implementing a strengths solution?

Aylward: A manager’s role is critical for driving engagement and business success. Managers are responsible for knowing the strengths of the people who work for them and for coaching them toward achieving great performance. A strengths solution provides a common language that helps employees understand their talents and how to apply them in their jobs every day. The language of strengths offers a new framework for coaching efforts and performance management. It helps managers use what’s great about their team members to get the most from them.

GBJ: How can managers use strengths when working with their team members?

Aylward: As managers get to know their employees’ strengths, they can increasingly look for opportunities for employees to use their strengths in their work and to help them find opportunities to do what they do best every day. So employees as well as managers benefit from this approach.

GBJ: Why should a company make the move to building a fully integrated strengths-based organization?

Aylward: Because it’s the right thing to do for their people, it has a positive effect on their business, and it makes the strengths language their own.

Interview by Jennifer Robison. First appeared in the Sept. 12, 2012, edition of Gallup Business Journal.


About The Author

Gallup’s picture


Gallup has studied human nature and behavior for more than 70 years. Gallup’s reputation for delivering relevant, timely, and visionary research on what people around the world think and feel is the cornerstone of the organization. Gallup employs many of the world’s leading scientists in management, economics, psychology, and sociology; and their consultants assist leaders in identifying and monitoring behavioral economic indicators worldwide. Gallup consultants help organizations boost organic growth by increasing customer engagement and maximizing employee productivity through measurement tools, coursework, and strategic advisory services. Gallup’s 2,000 professionals deliver services at client organizations, through the web, and in 40 offices around the world.