the 2015 strengths @ work€¦ · their strengths and there is just a 1% chance these people...

T H E 2 0 1 5

STRENGTHS@ W O R KS U R V E Y

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T H E S T R E N GT H S R E VO L U T I O N :

H OW A M E R I C A N WO R K P L AC E S A R E T I P P I N G TOWA R D S F L O U R I S H I N G

Do you have the opportunity to do what you do best each day at work? When the Gallup Research Organization asked employees this question in 2001, only two out of every ten people could say “yes”.1 Yet when Gallup surveyed teams where most people reported regularly using their strengths – those things they were good at and enjoyed doing – there were clear bottom-line benefits to this approach including lower turnover, increased productivity and happier customers.2

The findings made headlines around the world, as managers finally came to understand the sheer untapped potential sitting in most workplace teams.

You see, while traditional management approaches viewed employees as problems to be fixed – much like the parts of a machine – advances in neuroscience were supporting the assertions of thought leaders like Peter Drucker who had counseled: “It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.”

Clearly it was time for organizations to start exploring a more strengths-based management approach that could build on the best talents, capabilities, interests and resources their employees had to offer.

As a result, books instructing managers on developing strengths have become best-sellers, strength consultants and coaches travel the world and more than 15 million people have completed strengths-assessment tools. Scientific data exploring the identification, application and benefits of strengths usage grows steadily around the globe. And a new generation of college graduates is entering the workforce having been trained to prioritize the development of their strengths.

Fast forward to 2015 and it appears that we are in the middle of a strengths revolution. Today:

• Five out of every ten people report they have the opportunity to do what they do best each day at work, an increase of 30%.

• 64% of employees now believe building on their strengths will make them more successful at work, compared to 63% in 2006 who believed they’d grow most in their areas of weaknesses.3

• 56% of employees can now name their top five strengths, compared to estimates in 2001 that reported only one-third of employees could list their strengths.4

As we approach a tipping-point of strengths-development in our workplaces the data suggests there are three factors driving this change forward:

THE 2015 STRENGTHS @ WORK SURVEY | © MICHELLE MCQUAID 2

• Employees want to focus on their strengths – When it comes to understanding and using their strengths more at work each day, employees are leading this shift. Despite having neither organizational nor supervisor support for focusing on their strengths, 49% of employees are still able to name their strengths and 26% still find the opportunity to do what they do best each day.

• Managers see returns for their efforts – 71% of employees who believe their managers can name their strengths feel engaged and energized by their work. In addition, 78% of employees who report having a meaningful discussion with their manager about their strengths feel that their work is making a difference and is appreciated. These employees are the most likely (61%) to be leaping out of bed in the morning to get to work.

• Organizations are reaping the benefits – The 51% of organizations who are committed to building their employees’ strengths have 74% of their managers in meaningful strengths discussions with employees. In addition, 58% of their employees can name the strengths of their bosses and colleagues and think about how they use these as they go about their work together. And 77% of their employees report they are flourishing, engaged and able to make things happen at work.

While these insights are encouraging and aligned with the themes emerging from the considerable body of scientific research exploring strengths development in organizations, the data also suggests there are three further steps that may yield considerable benefits:

• Employees need to stop waiting for permission – Most of the 25% of employees hitting the snooze button each morning and putting the pillow over their head, the 15% who’d prefer to stay at home and the 9% dreading going to work, mistakenly believe little would change if they better understood their strengths and weaknesses. If these employees want to make their work more engaging and energizing they should stop waiting for their organization or manager to discover the value of their strengths. Instead they should try taking a strengths assessment – like the free 10-minute survey at www.viacharacter.org – and most importantly start looking for ways they can show up at work each day and do what they do best. Even if their manager doesn’t appreciate what they’re doing, they’re 10% more likely to start looking forward to the day ahead.

• Employees and managers need to keep exploring – 54% of employees who already know their strengths are potentially underestimating the impact on their success that comes with understanding and developing their strengths further. Rather than using their strengths as a blunt instrument, new research suggests much may be gained by understanding the overplay and underplay of strengths in different situations, the interaction of multiple strengths and the potential for strength collisions with our colleagues.5 Further education, coaching and exploration by employees of ways to develop their strengths are likely to deliver better personal and professional outcomes.

In addition, the 68% of managers still failing to have meaningful discussions with their employees about their strengths need to change the focus of their conversations if they want employees to be more productive. Research by the Corporate Leadership Council found that when managers focus on the weaknesses of an employee their performance declines by 27%, whereas when they focus on the strengths of an employee performance improves by 36%.6 To ensure their own success, managers need to know the strengths of their employees and focus more of their feedback on ways these can be developed and are appreciated to improve productivity.


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• Organizations need to set clear boundaries – Organizations need to better train or remove altogether the 21% of managers who are failing to even acknowledge their employees most days. With studies reporting that when a manager ignores employees, there is a 40% chance that people will be actively disengaged or filled with hostility about their job; this is a cost organizations can no longer afford to carry. Contrast this to an employee’s manager being primarily focused on their strengths and there is just a 1% chance these people won’t be engaged in their work.7

The idea that employees can come to work and do what they do best each day is no longer considered a “soft skill” or a “luxury”, but has become a mainstream expectation that people will have the opportunity to do what they do best each day at work and reap the professional and personal benefits. Organizations and managers who are not riding this wave have employees who are less engaged and less energized about their work. Employees who deny themselves the opportunity to know and develop their strengths – no matter what their job description or their manager says – are more likely to be struggling to get out of bed. Look no further than the 40% of respondents who believed they’d be more successful at work and more likely to move forward if they had a better handle on their strengths, but instead told us they were “just functioning” at work and could be doing more but didn’t see the point.

The goods news is that creating this shift – be you an employee, a manager or an organizational leader – is neither expensive nor complex. It just requires a willingness to consistently look and value the best in yourself and others at work.

For more practical ways to develop your strengths at work click here.


In February 2015, an independent survey was commissioned of 1,000 full-time and part-time employees representative of the American population by sex, age and geographic location. Participants from a range of industries and roles anonymously completed an online survey of 15 questions. Their answers have been used as the basis of this report.

S U RV E Y M E T H O D O L O GY

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1A. AT WORK

*Buckingham, M., & Clifton, D. (2001). Now discover your strengths. New York, NY: Simon & Schuster Adult Publishing Group.

1

WHAT ARE EMPLOYEES TELLING US ABOUT STRENGTHS?

C H A RT S


1B. WHICH WILL HELP YOU BE THE MOST SUCCESSFUL AT WORK?

3 Buckingham, M. (2007). The strengths engagement track: A benchmark study of 65 high performing teams. Retrieved 14

February, 2015 from http://www.tmbc.com/assets/sc/go/WhitePaper.pdf.


1C. DO YOU KNOW WHAT YOUR STRENGTHS ARE?

4 * Hill, J. (2001). How well do we know our strengths? Paper presented at the British Psychological Society Centenary

Conference, Glasgow, Scotland.


2A. HOW DOES KNOWING OUR STRENGTHS IMPACT OUR LEVELS OF ENGAGEMENT AND ENERGY AT WORK?

I feel engaged and energized about my work.

2

HOW DOES KNOWING THEIR STRENGTHS HELP EMPLOYEES?


2B. HOW DOES KNOWING OUR STRENGTHS IMPACT OUR LEVELS OF WELLBEING AT WORK?

Which of the following best describes the way you’ve felt at work over the last six months?

THE 2015 STRENGTHS @ WORK SURVEY | © MICHELLE MCQUAID 1 0

3A. HOW DOES THE OPPORTUNITY TO PUT OUR STRENGTHS TO WORK IMPACT OUR LEVELS OF ENGAGEMENT AND ENERGY?


3

HOW DOES USING THEIR STRENGTHS HELP EMPLOYEES?


3B. HOW DOES THE OPPORTUNITY TO PUT OUR STRENGTHS TO WORK IMPACT OUR WELLBEING?



4A. HOW DOES A SUPERVISOR’S KNOWLEDGE OF YOUR STRENGTHS IMPACT YOUR ABILITY TO NAME YOUR STRENGTHS?

Can you name your top 5 strengths?

4

WHAT IMPACT ARE SUPERVISORS HAVING ON PEOPLE’S STRENGTHS?


4B. HOW DOES YOUR SUPERVISOR’S KNOWLEDGE OF YOUR STRENGTHS IMPACT THE OPPORTUNITIES YOU HAVE TO DO WHAT YOU DO BEST EACH DAY?

At work do you have the opportunity to do what you do best each day?


4C. HOW DOES A SUPERVISOR’S KNOWLEDGE OF YOUR STRENGTHS IMPACT THE WAY YOU FEEL ABOUT YOUR WORK?



5A. WHAT CONVERSATIONS ARE SUPERVISORS HAVING WITH THEIR EMPLOYEES?

In the last three months my supervisor has …

5

HOW DO SUPERVISOR CONVERSATIONS SHAPE PEOPLE’S OUTCOMES?


5B. HOW DO SUPERVISOR CONVERSATIONS IMPACT THE WAY EMPLOYEES FEEL ABOUT THEIR WORK?



5C. HOW DO SUPERVISOR CONVERSATIONS IMPACT THE WAY PEOPLE FEEL ABOUT GOING TO WORK EACH DAY?

Are you leaping out bed in the morning to get to work?


6A. HOW DOES AN ORGANIZATION’S FOCUS IMPACT SUPERVISOR BEHAVIOR?

In the last three months my supervisor has …

6

WHAT IMPACT ARE ORGANIZATIONS HAVING ON PEOPLE’S STRENGTHS?


6B. HOW DOES AN ORGANIZATION’S FOCUS IMPACT THE RELATIONSHIPS AN EMPLOYEE HAS WITH THEIR BOSS OR COLLEAGUES?

Can you name the strengths of your boss or co-workers?


6C. HOW DOES AN ORGANIZATION’S FOCUS IMPACT AN EMPLOYEE’S WELLBEING?



7A. WHAT IMPACT DO EMPLOYEES THINK KNOWING MORE ABOUT THEIR STRENGTHS AND WEAKNESSES WILL HAVE ON THEIR SUCCESS?

If I had a better handle on my strengths and weaknesses …

7

WHY DO WE NEED TO KEEP EXPLORING STRENGTHS?


7B. WHAT IMPACT DO EMPLOYEES THINK KNOWING MORE ABOUT THEIR STRENGTHS AND WEAKNESSES WILL HAVE ON THE WAY THEY FEEL ABOUT THE DAY AHEAD?



7C. WHAT IMPACT DO EMPLOYEES THINK KNOWING MORE ABOUT THEIR STRENGTHS AND WEAKNESSES WOULD HAVE ON THEIR WELLBEING?


A B O U T T H E AU T H O R S

M I C H E L L E M C Q UA I DMichelle McQuaid is a best-selling author, workplace wellbeing teacher and playful change activator. With more than a decade of senior leadership experience in large organizations around the world, she’s passionate about translating cutting-edge research from positive psychology and neuroscience into practical strategies for health, happiness and business success.

An honorary fellow at Melbourne University’s Graduate School of Education, she blogs for Psychology Today, Huffington Post and Live Happy and her work has been featured in Forbes, the Harvard Business Review, the Wall Street Journal, Boss Magazine, The Age and more.

She holds a Masters in Applied Positive Psychology from the University of Pennsylvania and is currently completing her PhD in Appreciative Inquiry under the supervision of David Cooperrider.

To learn more about Michelle visit www.michellemcquaid.com.

T H E V I A I N S T I T U T EBased in the USA, the VIA Institute on Character is a nonprofit organization that empowers people worldwide with knowledge of their unique character strengths.

Our mission is to advance the science and the practice of character.

We aim to fill the world with greater virtue – i.e. more wisdom, courage, humanity, justice, temperance, and transcendence. One very important way we do this is by offering our VIA survey free of charge across the globe – and since our inception in 2001, more than two million people in 193 countries and 20 languages have taken it.

VIA strengths are being used in classrooms, board rooms, offices, playgrounds, places of worship, clinical settings, homes, sports fields, and many other places. Lives are being improved. Businesses are becoming more successful. Teams are thriving.

For more visit www.viacharacter.org.


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R E F E R E N C E S

1 Buckingham, M., & Clifton, D. (2001). Now discover your strengths. New York, NY: Simon & Schuster Adult Publishing Group.

2 Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business- unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268-279.

3 Buckingham, M. (2007). The strengths engagement track: A benchmark study of 65 high performing teams. Retrieved 14 February, 2015 from http://www.tmbc.com/assets/sc/go/WhitePaper.pdf.

4 Hill, J. (2001). How well do we know our strengths? Paper presented at the British Psychological Society Centenary Conference, Glasgow, Scotland.

5 Biswas-Diener, R., Kashdan, T. B., & Minhas, G. (2011). A dynamic approach to psychological strength development and intervention. The Journal of Positive Psychology, 6(2), 106-118.

6 Corporate Leadership Council. (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board.

7 Rath, T., Harter, J., & Harter, J. K. (2010). Wellbeing: The five essential elements. New York, NY: Gallup Press.


T H E S T R E N GT H S R E VO L U T I O N

Source:

• Buckingham, M., & Clifton, D. (2001). Now discover your strengths. New York, NY: Simon & Schuster Adult Publishing Group.

• Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business- unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268-279.

• Buckingham, M. (2007). The strengths engagement track: A benchmark study of 65 high performing teams. Retrieved 14 February, 2015 from http://www.tmbc.com/assets/sc/go/WhitePaper.pdf.

• Hill, J. (2001). How well do we know our strengths? Paper presented at the British Psychological Society Centenary Conference, Glasgow, Scotland.

• Biswas-Diener, R., Kashdan, T. B., & Minhas, G. (2011). A dynamic approach to psychological strength development and intervention. The Journal of Positive Psychology, 6(2), 106-118.

• Corporate Leadership Council. (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board.

• Rath, T., Harter, J., & Harter, J. K. (2010). Wellbeing: The five essential elements. New York, NY: Gallup Press.

WA N T A L I T T L E E X T R A H E L P ?

It is my heartfelt belief that this e-book, and the resources it connects you to, provide a simple roadmap to move you from functioning to flourishing, but if you’d like a little extra help on your journey it’s my pleasure to also offer you:

If I can help in any way to move you from functioning to flourishing I would love to hear from you! Please get in touch.

APPRECIATIVE COACHINGAre you ready to show up and shine? If so, I work one-on-one with a small group of extraordinary people (like you) to help them build their confidence, get clear on what success looks like, define the pathways forward and take the next steps to create powerful change in their work and in their lives.

SHOW UP, SHINE & SUCCEED Want to cultivate rock-solid confidence, feel alive and energized and finally be properly rewarded for your work? Then join me in this 6 week, online training program to discover your strengths, find practical ways to use them each and unleash your true potential at work.

YOUR STRENGTHS BLUEPRINT:How to be Engaged, Energized, and Happy at Work

Are you ready to make your work a little bit easier... and a lot more enjoyable? Well, the latest research suggests that one of the quickest and easiest ways is to use your strengths – those things you’re good at and like doing - more. This book shows you how. Learn how to discover your strengths, embed them into your everyday life, and use them create exciting new opportunities at work.

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STRENGTHS@ W O R KS U R V E Y

http://www.viacharacter.org/


the 2015 strengths @ work€¦ · their strengths and there is just a 1% chance these people...

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