10 January 2008

Debunking Strengths Myth #2

Why taking a strengths-based approach isn’t as easy as it seems

by Brian Brim
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Building a strengths-based organization seems like it would be simple. The concept is so intuitive, the thinking goes, that embedding strengths in a company’s DNA should be almost effortless. But this is one of the biggest myths about strengths management -- and, for that matter, about managing transformational change.
Brian Brim is a Principal of Global Client Education with Gallup.
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Reader Comments
Shiva Gulvady on 1/10/2008 12:52:49 PM

This is a brilliant article and clearly sets out some of the watch outs. In an organization I worked in (Owens Corning India), we were able to integrate the strengths-based approach into the performance appraisal & development process. This provided a sustainable mechanism of capturing the talent theme of each individual and relating it to his/her development process.

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Roger Wright on 1/10/2008 3:12:22 PM

Brian,

This article has more in it than most books on organizational change. This is one of those articles that you print out and save.
A real gem. I'm looking forward to the series!

A question I'd love to get your input on is organizational resistence to strengths. I implemented strengths in a tech company of 8,000. And I got the buzz, the excitement that I was hoping for. The resistence came in the form of a renewed focus on
weaknesses---which you addressed brilliantly in your first article.

I'm now starting to use strengths again in a small retail chain. A
new business with a very strong retail culture of focusing on fixing problems and correcting defects.

What other forms of resistence can I expect? What are ways you've found on the road to addressing them?

Many thanks Brian---this is terrific work you are doing here!

Take Care,
Roger Wright
Director of Training
Argo Tea

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