Strengths Management A Service of EarthAsylum Consulting
and Kevin Burkholder

Strengths Based Performance Management
www.KevinBurkholder.com
EarthAsylum Consulting
The EarthAsylum Leadership Circle
The EarthAsylum Fusion Network

From The Gallup Management Journal


 

 

 

Contents Copyright Gallup, Inc. All rights reserved. Subscription may be required.

 

Strengths-Based Development Strengths-Based Development
The Five Stages of Workplace "Tribes" Thursday, May 8, 2008 Two researchers say that your tribe is more important than anything else at work. Here's how companies can harness the power of that insight to understand and influence team performance.
Debunking Strengths Myth #3 Wednesday, April 9, 2008 When it comes to first impressions about employees' talents, you should trust -- but verify -- them. A good way for managers to do this is to ask probing questions of each individual member of their team.
Debunking Strengths Myth #2 Wednesday, January 9, 2008 Building a strengths-based organization seems like it would be simple. The concept is so intuitive, the thinking goes, that embedding strengths in a company's DNA should be almost effortless. But this is one of the biggest myths about strengths management -- and, for that matter, about managing transformational change.
Employee Engagement Employee Engagement
Do Your Employees Trust You? Thursday, August 14, 2008 An expert on well-being, John Helliwell explores the connection between distrust and unionization, why too much paperwork can cause workers to feel less engaged, and why we are apt to keep office politics alive, even when it makes us unhappy.
Amid Job Losses, All Isn't Lost Wednesday, July 9, 2008 "The unemployment rate shot up by half a percentage point in May, the biggest single-month increase in over twenty years," notes Princeton economist Alan Krueger. The job cuts have hit the retail and financial services sectors particularly hard, and they illustrate problems in the economy in general. But they also point to opportunities for forward-thinking business leaders.
Making Sense of China Wednesday, July 9, 2008 The factors that motivate China's executives and workers are no different from those that motivate any executive or any worker. So says Zhang Zhixue, an expert on Chinese business, who thinks Westerners are needlessly perplexed by China.
Customer Engagement Customer Engagement
How Banks Can Rebuild Customer Confidence Thursday, August 14, 2008 Headlines notwithstanding, the outlook for banks is hardly all gloom and doom. "It will get better -- it just takes time for things to right themselves," says Gallup's chief economist. He and a financial services expert explain how banks can turn things around.
Islamic Banking Means Western Opportunity Thursday, August 14, 2008 Fulfilling the requirements of an Islamic customer base and complying with Islamic banking principles isn't easy, and few banks do it well. But for any bank serving a large Muslim population, the effort can be worth it.
When the Going Gets Tough Wednesday, July 9, 2008 Companies around the globe, such as Starbucks, Procter & Gamble, and Wal-Mart, are battling with the marketing challenges posed by a tough economy. What strategies work best for these global brands -- and why? A marketing expert tackles these questions.
Individual Performance Individual Performance
The Eleventh Element of Great Managing Wednesday, March 12, 2008 This element is measured by the statement "In the last six months, someone at work has talked to me about my progress." Some people think a performance review will suffice. But it's not nearly enough, write the authors of 12: The Elements of Great Managing.
The Tenth Element of Great Managing Wednesday, February 13, 2008 Measured by the statement "I have a best friend at work," this element has proven to be incredibly controversial to executives. But those business leaders who think friendships are none of their business don't understand human nature, according to the authors of 12: The Elements of Great Managing.
Toyota Tackles an Audacious Goal Wednesday, February 13, 2008 George Borst, president and CEO of Toyota Financial Services, had a daring plan for leading TFS through an expansion of its customer base and product line. But that required transformation in every aspect of his organization -- new people, infrastructure, knowledge, and skills. Some of the changes offered fresh opportunities, but others presented big problems. What's more, the expansion required Borst to discover new methods of leadership. Here's how he successfully transformed his organization -- and, in the process, himself.
Organizational Performance Organizational Performance
Help Wanted in India Wednesday, July 9, 2008 With net sales of $6 billion in 2007 and with enough might and fame to attract knowledge workers, Stryker is a prominent company worldwide. Yet even this highly successful global business faced major hurdles in hiring talented software developers and engineers in India.
Sharing Knowledge Improves Stryker's Performance Wednesday, February 13, 2008 Measuring internal customer service is driving positive results in one of the world's biggest medical equipment companies. This profile of a major division of Stryker -- with 1,800 employees in 21 countries who speak almost two dozen different languages -- reveals how.
Turning a Crisis Into an Opportunity Wednesday, September 12, 2007 Like many Asian banks, Siam Commercial Bank suffered tremendously during the 1997-98 financial crisis. But it managed not only to pick up the pieces and regroup -- it moved to the front of the pack. Here's that company's success story, which offers a model for any business going through wrenching, and possibly fatal, change.
Performance Management Performance Management
Do Your Employees Trust You? Thursday, August 14, 2008 An expert on well-being, John Helliwell explores the connection between distrust and unionization, why too much paperwork can cause workers to feel less engaged, and why we are apt to keep office politics alive, even when it makes us unhappy.
MBA Stands for Mexico's Business Accelerator Thursday, August 14, 2008 With the enthusiastic support of Puebla's governor, this Mexican state's university for economic development is using an innovative MBA program to create a cadre of business leaders.
Tough Talk About Crisis Management Thursday, August 14, 2008 Few people know more about leadership in crisis than Lieutenant General Russel Honoré, who headed the U.S. military's response to Hurricane Katrina. In this interview, he offers well-tested, blunt advice for executives facing a bad situation -- how to set priorities, talk to the media, and communicate within the organization -- that can keep a crisis from devolving into a disaster.
Leadership Leadership
How Banks Can Rebuild Customer Confidence Thursday, August 14, 2008 Headlines notwithstanding, the outlook for banks is hardly all gloom and doom. "It will get better -- it just takes time for things to right themselves," says Gallup's chief economist. He and a financial services expert explain how banks can turn things around.
MBA Stands for Mexico's Business Accelerator Thursday, August 14, 2008 With the enthusiastic support of Puebla's governor, this Mexican state's university for economic development is using an innovative MBA program to create a cadre of business leaders.
Tough Talk About Crisis Management Thursday, August 14, 2008 Few people know more about leadership in crisis than Lieutenant General Russel Honoré, who headed the U.S. military's response to Hurricane Katrina. In this interview, he offers well-tested, blunt advice for executives facing a bad situation -- how to set priorities, talk to the media, and communicate within the organization -- that can keep a crisis from devolving into a disaster.