For a very long time, the world has revolved around our weaknesses, our mistakes and how to fix them. Society is almost exclusively focused on people’s shortcomings, so organisational development training and education is a life wisdom of “learn as much as you can, in case you need it” trying to turn us all into what we are not, distracting attention from what we are really good at.
A global study has confirmed what anyone can easily see in their everyday life: unfortunately, 80% of people have very little idea of what really determines their own performance, what they should do themselves and what to delegate, how to stay motivated, or how to be successful in the long term.
According to research conducted by the Gallup Institute, employees who use their strengths at work every day are significantly more motivated and outperform those who try to succeed by improving their weaknesses.
Furthermore, organisations that build on the strengths of their employees (as opposed to solely developing weaknesses) achieve on average
The aim of the program is to raise awareness and support employees in building on their strengths and use them consciously in their everyday work. If they focus on their strengths, they become authentic in what they do, their efficiency and work satisfaction increases, and thus their psychological safety and that of their environment is enhanced.
During the program, participants will
Scientifically well founded learning takes place in practical, thematic workshops. We use tools to develop self-awareness and mutual understanding, with a strong emphasis on follow-up and turning knowledge to action. The Strengths-based Self-Awareness Program is based on the Strengths Philosophy model of Tom Rath and Marcus Buckingham.
Checking our calendar, we had a kick-off meeting at the beginning of 2021 and started dreaming about the 4.0 version of our Act2Manage leadership development application. And now, we have just released the improved version including most of those dreams. It is a major change from professional perspective as well, we implemented a number of new functions based on behavioural science and neuroscience.
Working with managers over the last decades I am getting more and more convinced that despite trainings (or because of a lot of poor ones) managers have got confused about the concept of management.
It’s always great to see when L&D professionals make an effort to find data-based evidence for the effectiveness of various training and development initiatives. One day, Fuse, a digital learning tool provider (no, not LMS, but a totally different approach) joined forces with the AI Center of University College London to work for Carpetright, an international retailer with 420 outlets and 3000 employees. They wanted to find out if digital learning results in measurable performance improvement in sales.
Over the past twenty years I have had a chance to see hundreds of performance appraisal documents that had a goal setting section. An incredibly high proportion contained low quality, vague goals, such as “keep up with the good work” or “develop communication skills”. All these managers missed an opportunity to actually carry out their primary responsibilities: improve the work performance and output of their people, and help them grow.
