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¶ … Buckingham strength-based approach or talent-based approach is a very pragmatic approach to business management and is especially useful when time and resources are limited. For example, in a high-pressure business environment were strict deadline(s) and pressing objective(s) are looming, a certain triage approach is necessary to cover as much ground as possible with the limited resources available. This, of course, implies dividing and conquering; dividing according to skill sets, talent, and knowledge to conquer as much as possible in a relatively short time period. Of course, most companies have structural and organizational divisions as well as vetting and HR processes to ensure that the right people are working in the right places from the outset.
Nevertheless, something that the talent-based approach seems to only half acknowledge is that there are talented people holding positions in companies that also have glaring weaknesses and, as a result, pose a threat to a company's ability to function...
There is a certain competency level every employee should reach to maximize corporate synergy (i.e. those with under developed social skills can stymie corporate synergy). Moreover, there are a limited number of times you can "shuffle a deck" -- "build on strengths and manage around weaknesses" - before the weaknesses become evident. There is something to that old adage "a chain is only as strong as its weakest link." That is to say, a company will have to address the weaknesses of its employees eventually.
While reinforcing strengths is an important principle of business, improving weaknesses is critical to reaching long-term, optimal efficiency. No employee is perfect, and companies who wish to succeed in the long run must confront this fact by preparing in advance with infrastructure and training modules that address employee deficiencies (a more competency-based approach) to ultimately mitigate a company's vulnerability to competition and other market pressures. At first glance,…
Leadership Theories Two major categories of leadership theory are transformational leadership and transactional leadership. Both theories originated in the 1970s with the upsurge of popular psychosocial therapeutic approaches. Transformational leadership is based on the creation of high trust relationships that evoke intrinsic employee motivation and are characterized by meaningful extrinsic incentives for followers and leaders. Transformational leaders tend to exhibit charismatic personalities that inspire followers to work toward a mutually
Organizational Health Educational institutions generally approach organizational improvement by addressing the performance standards to which students, educators, and administrators are held. The standards movement has been a dominant theme in educational policy arenas and in the public eye. With roots in the 1950s Cold War mentality, the thrust of educational improvement has been prodded by perceptions of international industrial and scientific competition. If the rigor of educational standards in the nation
The StrengthsFinder test classifies employees into a number of critical strength-based categories, such as employees who thrive on competition versus employees who seek harmony with other individuals. Both types of employees can be useful in many organizations but may deploy different decision-making processes due to their different strength sets. For example, an employee whose great strength is soliciting input may need and desire a great deal of information before making
Organizational Psychology - Motivation Landy and Conte (2013) define industrial-organizational psychology as "the application of psychological principles, theory, and research to the work setting" (p. 7). A prominent line of research in industrial-organizational psychology is the study of worker motivation. Over many decades, as management theory has developed, several philosophical and psychological strands have emerged, and are often referred to as: 1) Person as machine; 2) person as scientist, and 3)
Managers as the Key to Retention Are Managers Pivotal in Terms of Employee Retention - and What Can Managers and Employees Both Do to Minimize Workplace Turnover? In this continuing sluggish economy, it seems that employers - that is, managers and bosses - should go the extra mile to keep their employees, particularly their top talent. But, as this paper points out, there are signs that employee retention is not a priority for
In this second phase of interviews with senior management, both direct and indirect studies of the congruence of their behavior and actions with the cultural norms and values they verbally endorse will be compared with their actual behaviors and actions. Seeing if the senior management of Acme Software "walks the talk" of empowering employees and honoring their contributions will be evaluated. While these two attributes are not specifically called out