strengths & gusto!
It is hard to describe the feeling you get deep inside when you succeed at something you genuinely care about. It feels fine to finish a task, it feels good to complete a lengthy project, and it feels great to win. When our work is filled with opportunities to do what we do best, it fuels our passion to want to do more. In contrast, it is draining to spend time doing things that we do not care about, or participating in activities which we cannot win.
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When it comes to strengths, we are not all created equal – and this is a wonderful thing. Each of us has opportunities to add value to this world in remarkable ways. The trick is to identify how, and then put ourselves in positions in which we can all leverage those opportunities. This is good for us, good for the team, and good for the world. Some contribute by making things, some contribute through scientific thinking. Many people may have the ability to build things, while others have the ability to design things. Each of these talents alone is valuable, and when combined with others they can be transformational. When we can discover what we do well, we can change our lives.
Marcus Buckingham is an author and researcher who has devoted much of his work on exploring talent and unlocking strengths. He defines strengths as not only the areas in which we excel – but in the areas in which we excel and that make us feel strong. This means that simply being good at something does not mean it is necessarily a strength. It has to be something that moves you and that provides intangible reward and fulfilment. It is important that we identify our strengths wisely, and that we are specific about what they are. Through Marcus’s work in Strengths Essentials, he emphasizes the necessity for drilling into our strengths and identifying how our unique abilities can help meet individual, group, and organizational goals. This does not require a moment of clairvoyance of taking a comprehensive assessment. It means that we need to exercise self-awareness and take time to truly pay attention to our work and what drives us.
It is the responsibility of leaders to help others identify strengths and capitalize on them. Regular teams play checkers, while great teams play chess. The leaders of those great teams understand that each team member can do things differently and together can strategize and collaborate to accomplish amazing things. Average leaders see team members as entirely equal, and differentiates them simply by title, rather than by individual talent and gifts. While we know that individuals can do so much more when we leverage strengths, engagement surveys have shown that a majority of people do not feel that they are able to use their strengths most of the time at work. This is bad for personal development, and subsequently bad for business.
The power of engagement
Understanding our true strengths will set us apart from our peers and allow us to flourish! We will find that accomplishments will come naturally to us and that our engagement in work and relationships will increase. Engagement is the intangible link between presence and results. Many of us can simply be present and accomplish mundane tasks without ownership or even accountability. However, when we are engaged, that is when we deliver results – often beyond what is expected.
Since the 1940s, the Gallup Organization has been conducting research and studies regarding employee engagement, strengths, wellbeing, diversity & inclusion and more. As a consultation agency, they have data showing remarkable improvements in productivity in organizations they have helped. As a publisher and analytics firm, they have shown to the world the business case for leveraging strengths. Their studies show that teams that are strengths-focused are substantially more productive. This leads to better business outcomes, more satisfied clients, and ultimately lower employee turnover. Employees are far more likely to stay in a role in which they are engaged and get to work to their strengths, than a role that may simply pay more or have more power.
While there have been dozens of notable studies about employee engagement, they all have the same generalized outcomes when it comes to the top factors of job satisfaction. Summarized below are the top three factors that consistently appear in job satisfaction surveys:
These high-ranking job satisfaction factors are the ones that employers and teams should focus on deepening, to further engage and motivate teams. Interestingly, salary and benefits are usually lower on the list, often times not even included on the top ten. These types of factors are seen as fundamental to ones employment, and the strength of these factors (i.e. how much you are paid) has far less influence on our engagement and satisfaction.
Gusto!
The definition of gusto is: enjoyment or vigor in doing something. We can all think of things that we do with gusto – such as sports, games, debate, or art.
It would be great if we could approach more things in our life with gusto! When we can engage with gusto there is likely a noticeable difference in the results. When we know we can generate a powerful performance on our own, we are likely to succeed. Dan Pink emphasizes mastery and autonomy as the key ingredients to motivation and success. When intrinsic rewards are experienced when performing task, we are more likely to enjoy and even repeat those successes. We will likely need little guidance and external motivation to engage with tasks that provide this type of experience.
Leaders that have experienced the intangible power of leveraging strengths and gusto are likely leading with the head and heart. This means that we need to identify our own true strength, but also help those around us identify their strengths. We should strive to find smart people who have strengths that can complement our strengths, and those of the team. Leaders who have this ability are true heroes, and will accomplish extraordinary things in their careers and personal lives.
When we possess the humility and wisdom to enable others to succeed, we have truly graduated to a new level of personal confidence and even selflessness. It is a unique skill to recruit and retain smart people to fit on a team. We should not hire smart people just so we can tell them what to do, we should solicit their opinions and allow them to tell us what to do. Otherwise, there is no point in hiring smart people. When we surround ourselves with good people, and good things will happen.
Marcus Buckingham is an author and researcher who has devoted much of his work on exploring talent and unlocking strengths. He defines strengths as not only the areas in which we excel – but in the areas in which we excel and that make us feel strong. This means that simply being good at something does not mean it is necessarily a strength. It has to be something that moves you and that provides intangible reward and fulfilment. It is important that we identify our strengths wisely, and that we are specific about what they are. Through Marcus’s work in Strengths Essentials, he emphasizes the necessity for drilling into our strengths and identifying how our unique abilities can help meet individual, group, and organizational goals. This does not require a moment of clairvoyance of taking a comprehensive assessment. It means that we need to exercise self-awareness and take time to truly pay attention to our work and what drives us.
It is the responsibility of leaders to help others identify strengths and capitalize on them. Regular teams play checkers, while great teams play chess. The leaders of those great teams understand that each team member can do things differently and together can strategize and collaborate to accomplish amazing things. Average leaders see team members as entirely equal, and differentiates them simply by title, rather than by individual talent and gifts. While we know that individuals can do so much more when we leverage strengths, engagement surveys have shown that a majority of people do not feel that they are able to use their strengths most of the time at work. This is bad for personal development, and subsequently bad for business.
The power of engagement
Understanding our true strengths will set us apart from our peers and allow us to flourish! We will find that accomplishments will come naturally to us and that our engagement in work and relationships will increase. Engagement is the intangible link between presence and results. Many of us can simply be present and accomplish mundane tasks without ownership or even accountability. However, when we are engaged, that is when we deliver results – often beyond what is expected.
Since the 1940s, the Gallup Organization has been conducting research and studies regarding employee engagement, strengths, wellbeing, diversity & inclusion and more. As a consultation agency, they have data showing remarkable improvements in productivity in organizations they have helped. As a publisher and analytics firm, they have shown to the world the business case for leveraging strengths. Their studies show that teams that are strengths-focused are substantially more productive. This leads to better business outcomes, more satisfied clients, and ultimately lower employee turnover. Employees are far more likely to stay in a role in which they are engaged and get to work to their strengths, than a role that may simply pay more or have more power.
While there have been dozens of notable studies about employee engagement, they all have the same generalized outcomes when it comes to the top factors of job satisfaction. Summarized below are the top three factors that consistently appear in job satisfaction surveys:
- Idealized influence: Knowing that the leaders of an organization live their values with one another. They behave in the same way that they expect others to behave.
- Intellectual stimulation: We crave challenges that can leverage our strengths and push our limits. These types of challenges should be practical and allow opportunities for growth and success.
- Nourishing culture: The culture should reflect our values and show that we are cared about and valued as individuals. We need to feel safe and supported in our environment.
These high-ranking job satisfaction factors are the ones that employers and teams should focus on deepening, to further engage and motivate teams. Interestingly, salary and benefits are usually lower on the list, often times not even included on the top ten. These types of factors are seen as fundamental to ones employment, and the strength of these factors (i.e. how much you are paid) has far less influence on our engagement and satisfaction.
Gusto!
The definition of gusto is: enjoyment or vigor in doing something. We can all think of things that we do with gusto – such as sports, games, debate, or art.
It would be great if we could approach more things in our life with gusto! When we can engage with gusto there is likely a noticeable difference in the results. When we know we can generate a powerful performance on our own, we are likely to succeed. Dan Pink emphasizes mastery and autonomy as the key ingredients to motivation and success. When intrinsic rewards are experienced when performing task, we are more likely to enjoy and even repeat those successes. We will likely need little guidance and external motivation to engage with tasks that provide this type of experience.
Leaders that have experienced the intangible power of leveraging strengths and gusto are likely leading with the head and heart. This means that we need to identify our own true strength, but also help those around us identify their strengths. We should strive to find smart people who have strengths that can complement our strengths, and those of the team. Leaders who have this ability are true heroes, and will accomplish extraordinary things in their careers and personal lives.
When we possess the humility and wisdom to enable others to succeed, we have truly graduated to a new level of personal confidence and even selflessness. It is a unique skill to recruit and retain smart people to fit on a team. We should not hire smart people just so we can tell them what to do, we should solicit their opinions and allow them to tell us what to do. Otherwise, there is no point in hiring smart people. When we surround ourselves with good people, and good things will happen.