Individual Performance

The Impact of Unconscious Communication

Thu, 03 Sep 2009 10:00:00 GMT

Our unconscious gestures and expressions affect business, says MIT Professor Alex Pentland. In this interview, he describes what “honest signals” are, how they work, why they can’t be controlled, and how these involuntary signals change our perceptions of risk, reward, and trust.

The Value of Personal Branding

Thu, 23 Jul 2009 14:15:00 GMT

Self-branded people are of tremendous value to all kinds of organizations, according to a marketing expert. Indeed, he argues that constructing your personal brand may be the best thing you can do for your workplace and for yourself -- especially now.

It’s Time to Brand Yourself

Thu, 09 Jul 2009 11:30:00 GMT

Now is as good a time as any to be thinking about your personal brand identity. With so many people worrying about their real market value and millions looking for work, having a strong personal brand has become an urgent priority.

The Strengths to Confront Tough Times

Mon, 27 Apr 2009 10:00:00 GMT

Almost daily, companies are cutting workers, and morale and productivity are suffering as a result. In this environment, a strengths-based approach is vital because it creates hope, opens the doors to untapped potential, and brings out the best in people and in companies.

Probing the Dark Side of Employees' Strengths

Thu, 08 Feb 2007 00:00:00 GMT

Managers who introduce a strengths-based approach to their teams invariably ask this question: Is there a "dark side" to employees' strengths? Can a person with strong command become too pushy, or a person with strong analytical talents drive colleagues crazy with endless questions and hypothetical scenarios? In this article, a strengths expert probes these vexing questions and, using real-life examples, offers surprising (and reassuring) answers.

B&Q Does Career Improvement Too

Thu, 09 Nov 2006 00:00:00 GMT

The young manager of a home improvement store in Wales excels by giving his employees opportunities at work to learn and grow. In fact, he does this so well that he has become one of the most successful managers at it in Gallup's worldwide database.

Engineering a Friendly Workplace at DaimlerChrysler

Thu, 12 Oct 2006 00:00:00 GMT

This manager in India was faced with a poor-performing team and tremendous pressure to turn it around. To tackle this pressing problem, he took a surprising and totally unconventional approach: He fostered workplace friendships.

The Best Way to Influence Others

Thu, 09 Feb 2006 00:00:00 GMT

There's nothing more crucial to success in business than being able to influence other people. Salespeople must influence customers; executives need to influence their workforces. But rather than insincerely "laying on the charm" to influence people, try using your innate talents instead.

Mastering the Art of Office Politics

Thu, 12 Jan 2006 00:00:00 GMT

It's widely believed that those who get ahead in office politics must be dupes, stooges, or yes-people. But the reality is quite different. Gallup has found that among the most successful organizations, many people who get ahead are solid performers and highly effective in their roles. What's their secret? They use their innate talents to rise through the ranks -- and to master the politics of their workplaces.

The Talent to Manage Your Time

Thu, 08 Dec 2005 00:00:00 GMT

Some people excel in the art of time management, while others are never able to keep up. Whatever the case, we all could stand to improve in this area, and our odds of doing that are better if we make the most of our innate talents.

The Talent to "Go It Alone"

Thu, 08 Sep 2005 00:00:00 GMT

Bestselling author and Internet visionary Bruce Judson has some straightforward advice for entrepreneurs, as well as enterprising managers and employees within larger companies: Leverage breakthroughs in technology. And, most importantly, do what you do best.

The Talent to Communicate

Thu, 11 Aug 2005 00:00:00 GMT

Effective public speaking is essential to business success, for executives as well as front-line employees. But if you dread public speaking -- or feel you're not good at it -- don't worry. You have plenty of innate talents that will help you become an effective communicator.

Moving Mountains at Cabela's

Thu, 14 Jul 2005 00:00:00 GMT

The speedy and exhausting launch of a huge new Cabela's store could have destroyed the morale of its employees. But an exceptionally inspiring manager connected those employees to the store's mission, and the team overcame staggering challenges. They even gracefully handled a surprise visit from President Bush.

The Talent to Deal With Conflict

Thu, 14 Apr 2005 00:00:00 GMT

Conflict is an unavoidable part of business. But it doesn't have to be too daunting. Here's how to leverage your innate talents to handle inevitable confrontations and arguments.

How to Handle Change

Thu, 10 Mar 2005 00:00:00 GMT

Change is rampant and daunting in the corporate world. Pay changes, roles change, companies go through mergers . . . the list goes on and on. How can businesspeople cope effectively? They can start by understanding their innate talents and leveraging them to navigate constant change.

Becoming the Best at Qwest

Thu, 13 Jan 2005 00:00:00 GMT

Why does it matter when a boss takes a personal interest in his employees? Just ask the people at a Qwest call center who once faced an uncertain future and, inspired by a great manager, turned it into the biggest and best site in the company.

Are You Selling Your People Short?

Thu, 09 Sep 2004 11:00:00 GMT

Corporate managers routinely subject employees to performance reviews that emphasize people's "areas for improvement," not their talents. The problem with this approach is that by focusing on weaknesses, organizations fail to capitalize on their employees' strengths. It's time to view your people differently.

“One Store, One Team” at Best Buy

Thu, 12 Aug 2004 00:00:00 GMT

Soon after assuming responsibility for a Best Buy store, one of Eric Taverna’s big challenges was to harness the energy of his employees. His approach -- and its positive, long-term effects -- offer lessons to managers across all industries on how to build a committed workforce.

Leadership Is a Process, Not a Role

Thu, 08 Jan 2004 00:00:00 GMT

Dr. Bruce Avolio, an expert on leadership development, shares his insights on why great leaders are self-aware -- and also willing to sacrifice their selfish interests.

The Basics of Mentoring

Wed, 12 Feb 2003 00:00:00 GMT

Leaders who want to develop their organizations or constituencies need to implement the basics of mentoring. Don Clifton, co-author of Now, Discover Your Strengths, shares his thoughts on six basics of mentoring that every leader needs to know.

What Superstars Do Differently

Thu, 12 Dec 2002 00:00:00 GMT

What do a great musician and one of the top basketball players of all time have in common? They have made the most of their innate talents -- something that the best performers do in all fields, according to the authors of Follow This Path (Warner Books, October 2002).

Are particular themes more suitable for managers?

Sat, 01 Jun 2002 00:00:00 GMT

No -- and yes. In our research, we have found thousands of great managers whose Signature Themes differ quite a bit. However, we've also found that many successful managers have similar Signature Themes.

Okay -- I have reviewed my top five themes. Now what am I supposed to do? What's next?

Sat, 15 Dec 2001 00:00:00 GMT

We advise you to do three things. First, take a moment to reflect on your Signature Themes -- your "top five" -- as revealed by the Clifton StrengthsFinder. Do you agree with your top five? Are there some other themes within the full list of 34 that, in your opinion, capture your spirit, your essence, more accurately?

Can talents be misused?

Sat, 01 Dec 2001 00:00:00 GMT

Yes. Talents are morally neutral, as are knowledge and skills. No talent is "good" or "bad." How you use a talent is what counts. Each talent is simply a recurring pattern of thought, feeling, or behavior that can be productively applied. However, the same talent can also be cultivated for negative ends.

Is it possible to overdevelop a theme of talent?

Thu, 15 Nov 2001 00:00:00 GMT

No. It is impossible to be too talented or too successful. A person can always do what he or she does best -- better. An Olympic gymnast can always develop better control and form, and a teacher can always develop a better method of reaching students.