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Two researchers say that your tribe is more important than anything else at work. Here’s how to harness the power of that insight.
May 8, 2008
Two researchers say that your tribe is more important than anything else at work. Here’s how companies can harness the power of that insight to understand and influence team performance.
When Gallup analyzed high-performing workgroups to understand what drives their success, one of the dozen elements that emerged as most important was the statement “This last year, I have had opportunities at work to learn and grow.” Decades of research reveals that employees give more of themselves when they feel a sense of progress rather than feeling stagnant, according to the authors of 12: The Elements of Great Managing.
This question has been nagging at executives, investors, and the media. Here, Gallup’s chief economist sheds some much-needed light on the subject. He also tells how companies can protect themselves if there’s a serious downturn and what managers -- many of whom have never lived through a real economic slump -- should know.
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.
