A Service of 
From The Gallup Management Journal
Contents Copyright Gallup, Inc. All rights reserved. Subscription may be required.
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Debunking Strengths Myth #4
Wednesday, September 10, 2008
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.
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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.
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Strengths: The Next Generation
Wednesday, March 7, 2007
In the six years since the release of Now, Discover Your Strengths, more than two million people have taken the Clifton StrengthsFinder assessment. But Gallup has learned a tremendous amount about people's talents and strengths since the publication of that book. So much so, in fact, that bestselling author Tom Rath has written a new book on the subject, StrengthsFinder 2.0. Rath reveals, among other things, what more there is to discover about your talents, and why it's bad to focus on your employees' weaknesses, but simply cruel to ignore them completely.
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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.
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The Business Value of Niceness
Wednesday, April 9, 2008
Upscale clothier Jack Mitchell, author of the bestseller Hug Your Customers and CEO of Mitchells/Richards/Marshs, explains his infectiously enthusiastic approach to management in his latest book, Hug Your People. In this interview, Mitchell tells why positivity is good for productivity and profits.
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The Ninth Element of Great Managing
Wednesday, January 9, 2008
It's summed up this way: "My associates or fellow employees are committed to doing quality work." This means that managers should make sure that their teams aren't infiltrated by slackers, who can hurt performance and undermine the morale of those determined to do their jobs to excellence.
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Who’s Caring for the Customers?
Thursday, January 8, 2009
Companies everywhere are facing the harsh realities of a global recession. Each day brings stories of organizations cutting staff, shedding brands, and even pondering bankruptcy. But be forewarned: Every cut has an impact beyond today’s bottom line.
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Your Organization’s Survival Plan
Wednesday, November 12, 2008
Amid this economic crisis, severe budget cutting is inevitable and has already begun in many organizations. But when it comes to figuring out where to make those cuts, think long and hard before you act. According to three top Gallup management experts, when the going gets tough, high-performing companies actually double down their investments in people.
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The Business Value of Niceness
Wednesday, April 9, 2008
Upscale clothier Jack Mitchell, author of the bestseller Hug Your Customers and CEO of Mitchells/Richards/Marshs, explains his infectiously enthusiastic approach to management in his latest book, Hug Your People. In this interview, Mitchell tells why positivity is good for productivity and profits.
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The Value of Personal Branding
Thursday, July 23, 2009
Self-branded people are of tremendous value to all kinds of organizations, according to a marketing expert. Indeed, he argues that constructing your personal brand may be the best thing you can do for your workplace and for yourself -- especially now.
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The Ninth Element of Great Managing
Wednesday, January 9, 2008
It's summed up this way: "My associates or fellow employees are committed to doing quality work." This means that managers should make sure that their teams aren't infiltrated by slackers, who can hurt performance and undermine the morale of those determined to do their jobs to excellence.
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Probing the Dark Side of Employees' Strengths
Wednesday, February 7, 2007
Managers who introduce a strengths-based approach to their teams invariably ask this question: Is there a "dark side" to employees' strengths? Can a person with strong command become too pushy, or a person with strong analytical talents drive colleagues crazy with endless questions and hypothetical scenarios? In this article, a strengths expert probes these vexing questions and, using real-life examples, offers surprising (and reassuring) answers.
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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.
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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.
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Probing the Dark Side of Employees' Strengths
Wednesday, February 7, 2007
Managers who introduce a strengths-based approach to their teams invariably ask this question: Is there a "dark side" to employees' strengths? Can a person with strong command become too pushy, or a person with strong analytical talents drive colleagues crazy with endless questions and hypothetical scenarios? In this article, a strengths expert probes these vexing questions and, using real-life examples, offers surprising (and reassuring) answers.
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Probing the Dark Side of Employees' Strengths
Wednesday, February 7, 2007
Managers who introduce a strengths-based approach to their teams invariably ask this question: Is there a "dark side" to employees' strengths? Can a person with strong command become too pushy, or a person with strong analytical talents drive colleagues crazy with endless questions and hypothetical scenarios? In this article, a strengths expert probes these vexing questions and, using real-life examples, offers surprising (and reassuring) answers.
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Don't Mislabel Your Employees
Wednesday, November 8, 2006
If you manage someone whom you think is too "bossy" or "opinionated," read this article. You'll find that those seemingly negative traits, among others, may actually provide clues to that employee's talents and strengths.
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The Best Way to Influence Others
Wednesday, February 8, 2006
There's nothing more crucial to success in business than being able to influence other people. Salespeople must influence customers; executives need to influence their workforces. But rather than insincerely "laying on the charm" to influence people, try using your innate talents instead.
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Collaborating Means Communicating
Thursday, January 21, 2010
Most collaborators, even many of the best, do not realize the role communication plays in creating a powerful partnership. Every time two counterparts talk, their relationship is altered. What goes on beneath the surface is more important than the information exchanged.
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A Challenge for Collaborators: Acceptance
Wednesday, December 2, 2009
In effective partnerships, collaborators focus on each other’s strengths, not weaknesses; accept each other as they are; and are understanding of one another’s mistakes. This is all easier said than done, of course, note the authors of the new book Power of 2: How to Make the Most of Your Partnerships at Work and in Life.
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Whom Do You Trust?
Thursday, October 29, 2009
In a good collaboration, 58% of partners strongly agree that they trust each other. Trust is indeed essential in partnerships, as every partner needs to be able to depend on his counterpart for the collaboration to achieve excellence, say the authors of Power of 2.
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