The Strengths Zone

In the best selling book Zap the Gaps , author Ken Blanchard identifies methods to solve problems and achieve higher performance by focusing on GAPS; G o for the "shoulds" (what we want to happen)  A nalyze the "is" (what is currently happening - this is where the "gaps" live)  P in down the cause (ask the right people the right questions)  S elect the right solution (match solutions with causes)  Many organizations apply this "GAP" framework to Performance Management.  Leaders identify employee goals and desired individual performance ("shoulds"), scrutinize current and past contributions ("is"), identify competencies and areas in need of improvement (the cause) and prescribe solutions to fix weaknesses.   This conventional  approach encourages employees to maintain areas of strength while focusing on fixing weaknesses.  The underlying assumption to this approach to Performance Management is that all behaviors can

According to Gallup, there are three types of employees within every organization; those that are engaged , those that are not engaged and those that are actively disengaged .  To spot engaged employees in your company, look for these basic behaviors;  Engaged employees are Involved . Engaged employees are Committed . Engaged employees are Enthusiastic .   Actively disengaged employees are the polar opposite of engaged employees; not involved, not committed and enthusiastic about one thing; getting in the way of positive accomplishments.   The majority of the workforce in America (and around the world) are balancing on the fence between being engaged and being actively disengaged.  These people are just waiting to be recruited to one side or the other. Gallup research shows that companies that focus on improving employee engagement enjoy higher productivity, greater profitability, improved safety rates, lower turnover and increased customer satisfaction. 

At the Summit of Mt. Evans near Denver, CO.  Being blessed with Positivity (#4 strength), I rarely dwell on professional set-backs or "valleys".  However, as my friends with Context (#30) will tell me, we can learn a lot about the present by researching the past.   I recently attended our annual leadership planning meeting looking ahead to 2020.  We are fortunate to have a talented and resourceful Strategy & Insights team who put considerable thought into future trends, possible risks and potential opportunities for our Marketing & Sales division to explore.  I joke with the primary architect of this two-day conference that I consider it "shark week", feeding into my Strategic (#1) and Futuristic (#3) StrengthsFinder Talent Themes. One of the presenters was a Vice-President with whom I have worked for many years.  I am not aware (yet) of his Top 5 Signature Talent Themes, but my strength-spotting senses indicate he is packing the dynamic duo of C