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
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.
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.
Employee Engagement Employee Engagement
HumanSigma Rule #1 Wednesday, November 12, 2008 Organizations can’t measure and manage employee and customer experiences as separate entities. This is the first rule of HumanSigma. Here’s how two very different companies -- ASB Bank and Waste Management, Inc. -- applied the rule to make their businesses more productive and profitable.
News Flash: Workplace Socializing Is Productive Wednesday, November 12, 2008 Contrary to their every instinct, managers should actually encourage their workers to chit-chat, to gather around the water cooler -- even to gossip. An MIT researcher reveals why these guilty pleasures are, in fact, good for a company's productivity.
The Power of Two Wednesday, November 12, 2008 You are built for collaborating and for forming productive and meaningful partnerships. You actually acquired this trait from your ancestors. But chances are, you’re not making the most of your many opportunities to partner more effectively at work.
Customer Engagement Customer Engagement
HumanSigma Rule #1 Wednesday, November 12, 2008 Organizations can’t measure and manage employee and customer experiences as separate entities. This is the first rule of HumanSigma. Here’s how two very different companies -- ASB Bank and Waste Management, Inc. -- applied the rule to make their businesses more productive and profitable.
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.
Don’t Cut Corners With Your Customers Thursday, October 9, 2008 To maintain profits, many businesses are continually looking for ways to reduce costs. Shortchanging the customer experience, however, may cause long-term problems.
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
A Radical Approach to Leadership Thursday, October 9, 2008 The key to India-based Satyam Computer Services’ success has been a cutting-edge leadership model “designed to break down the barriers of hierarchy, empower people, and distribute leadership,” according to a company executive. Here’s how they make it work.
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.
Performance Management Performance Management
News Flash: Workplace Socializing Is Productive Wednesday, November 12, 2008 Contrary to their every instinct, managers should actually encourage their workers to chit-chat, to gather around the water cooler -- even to gossip. An MIT researcher reveals why these guilty pleasures are, in fact, good for a company's productivity.
The Power of Two Wednesday, November 12, 2008 You are built for collaborating and for forming productive and meaningful partnerships. You actually acquired this trait from your ancestors. But chances are, you’re not making the most of your many opportunities to partner more effectively at work.
Confronting the Last Taboo: Pay Thursday, October 9, 2008 Leading economist Alan Krueger argues that companies can get away with paying lower wages than competitors without losing many employees, though there are hidden costs. He also says that organizations are right to keep pay a secret.
Leadership Leadership
The Power of Two Wednesday, November 12, 2008 You are built for collaborating and for forming productive and meaningful partnerships. You actually acquired this trait from your ancestors. But chances are, you’re not making the most of your many opportunities to partner more effectively at work.
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.
A Radical Approach to Leadership Thursday, October 9, 2008 The key to India-based Satyam Computer Services’ success has been a cutting-edge leadership model “designed to break down the barriers of hierarchy, empower people, and distribute leadership,” according to a company executive. Here’s how they make it work.

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