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STRENGTHS: THE NEXT GENERATION
Q&A with author Tom Rath
(From the Gallup Management Journal; interviewed by Jennifer Robison)
Last month, StrengthsFinder 2.0 hit the bookstores. Book browsers, no doubt, had many questions, and one of them was probably "Didn't I already read a novel about this?"
Well, actually, yes. But the subject was worth revisiting for 2 reasons. In the six years since the release of Now, Discover Your Strengths, a lot more than 2 million people took the Clifton StrengthsFinder assessment, this means billions of folks have not yet had the opportunity. Another factor to consider is that Gallup researchers just haven't been able to let the topic rest. Over yesteryear decade, they've done more surveys, more interviews, and much more studies; they've prodded and poked and analyzed. And they seen that there exists a many more to understanding human talent than many people know. Those who're familiar while using StrengthsFinder assessment know that it is designed to uncover certain key talents -- patterns of thought, feeling, and behavior that might be productively applied. These patterns are categorized into 34 broad themes -- including Achiever, Ideation, and Relator -- and the ones themes indicate and predict one's innate and different talents. Those talents, when multiplied by the investment of your time spent practicing, developing skills, and building knowledge, can be strengths. Some of this really is just common sense; this indicates intuitive that your performance will be better if you're doing that which you naturally do well. But some of it seems counterintuitive and runs directly against conventional wisdom: No amount of training will help you excel within your aspects of weakness. You can't do just about anything you desire to do -- or perhaps be anything you would like to get -- because you're just not going to get good at everything. But if you're working using your talents, you can be extraordinary. StrengthsFinder has resonated using the business community because there is a direct link between talent development and performance. In this interview, Tom Rath, author of StrengthsFinder 2.0, discusses what Gallup scientists discovered because the publication from the first book, what more there is certainly to find regarding your talents, and why it's bad to concentrate on the employees' weaknesses, but simply cruel to ignore them completely. GMJ: Why the brand new book?
Tom Rath: StrengthsFinder 2.0 is surely an effort to obtain the core message and language out to a much broader audience. We had no idea how good received the first strengths book will be by general readers -- it was oriented more toward managers -- or that this energy and excitement would always grow. More than two million people have taken the StrengthsFinder assessment, each month, the amount of people learning regarding their talents goes up. But readers keep asking us: "Now that we find out about my strengths, so what can I do next?" So we went back and surveyed hundreds ones and asked them the way they apply their talents. Then we whittled their suggestions down on the ten best suggestions for each theme. We also added more than five thousand Strengths Insights to version 2.0 that enable us to supply more individualized theme descriptions than we could before. So, instead of general descriptions of one's top five talent themes, in 2.0, you get a talent profile so unique that you are unlikely to share a good sentence with someone else. And as I said, the first book was actually written to get a business audience. People experienced trouble retrofitting the theme descriptions if they're in non-management roles, but they've tried. This book helps readers apply strengths theory to any form of role and gives them ideas to assist them apply their talents within their daily life. GMJ: It has been six years since the first book was published, and Gallup did countless thousands more interviews. Have you discovered anything new about talents and strengths? Have you altered your original premise?
Rath: No, but we've seen more and more evidence that demonstrates that focusing on the talents is important. We did a survey in 2004 that examined what occurs when your manager ignores you, focuses on your strengths, or focuses on your weaknesses. We learned that if your manager focuses in your strengths, your chances of being actively disengaged go as an outcome of one in one hundred. However, if your manager primarily focuses on the weaknesses, your chances to become actively disengaged are 22%, and if your manager ignores you, that percentage rises to 40%. GMJ: Why this kind of high rate of disengagement among those who are ignored?
Rath: It basically mirrors the psychology of raising kids -- being completely ignored will be the worst possible psychological state. You would actually feel great if your manager went from ignoring one to focusing about what you must do wrong every certainly one of the time, because then no less than she's paying attention to you. GMJ: Did your new research show up whatever surprised you?
Rath: We've talked a great deal about how exactly strengths can assist you to be a greater portion of individual preference are, and you get more out of your best players, and all of that. But within the last ten years, we've also learned that it's actually a good strategy just to wipe the extreme negativity inside the workplace. I get this question almost every time I talk to your group: "What do I really do about this a single person who just drags everyone down every day?" My glib answer was to have rid from the person. I usually thought there was many people who were just destined to get disengaged inside their jobs because that has been their personality, no matter how hard managers tried, there wasn't much they could do with some of those people. But the info from your last five-years would suggest that much of these epidemic of disengagement is fixable. More than I ever might have guessed, it helps tremendously if a manager starts by focusing on someone's strengths. You might not take someone who's actively disengaged and make him to your most engaged employee, but it is certainly going to help get him out of that mindset where he's scaring off colleagues and customers. GMJ: So is how the business case to become created for putting people in roles that play for their strengths? Rath: I believe it is the secondary business case. The key business case is people have a lot more pleasurable and get a many more done when they are in a situation to spend some time in locations where they possess some natural talent. I do think what a fundamental principle that hasn't changed much at all. The one thing that individuals were clear about in StrengthsFinder 2.0 is the American dream ideal that "You can be anything you would like if you just try hard enough" is detrimental. This can be true when individuals buy into it hook, line, and sinker. You might not be able to become anything you want to be, nevertheless, you can be described as a lot more of who you already are. [Taking] StrengthsFinder is only a starting point; it's step considered one of hundreds of in figuring the locations where you've essentially the most potential for growth. GMJ: What is the roughest aspect of your ongoing strengths research?
Rath: While countless people inside our organization always research this topic each year, our greatest challenge may be incorporating the brand new research while making the message much more succinct and applicable to some wider audience. So while we have hundreds of new case studies and meta-analyses about strengths -- and about employee engagement and business outcomes -- we attempted to stay as close as we're able to for the basics. GMJ: The Clifton StrengthsFinder assessment has always categorized talents into thirty-four themes. Have you ever considered adding or subtracting any, or refining them further?
Rath: Yes, we looked at that extensively even as started to review our plan for the updated version in the assessment. We learned that so far, the thirty-four themes have done a good job of describing much of the items we've learned since releasing the first version with the assessment. If enough people had made a case about a specific theme that didn't exist, i was offered to adding that theme. I think we may very well continue to investigate whether there are themes that emerge that we haven't yet grabbed on. But there wasn't an actual strong case for any additions as of this time. GMJ: What would you most like to accomplish with StrengthsFinder 2.0?
Rath: Our big goal and mission as being a clients are to aid people do more of what you do well. We've topped two million completed StrengthsFinder assessments, and it is not too challenging to imagine that number getting to twenty million soon. An organization that exists to aid people includes a responsibility to acquire better and better. By reaching beyond our initial audience, we help people get the latest and greatest research. But we also hope it helps people live better lives.
ABOUT STRENGTHSFINDER
In 1998, the Father of Strengths Psychology, Donald O. Clifton, Ph.D. (1924-2003), together with Tom Rath along with a team of scientists at The Gallup Organization, created the online StrengthsFinder assessment. In 2001, they included the first edition of StrengthsFinder while using bestseller Now, Discover Your Strengths. In 2004, the assessment's name was formally changed to "Clifton StrengthsFinder" in honor of the company's chief designer.
In 2007, building on the initial assessment and language from StrengthsFinder 1.0, Rath and Gallup scientists released a new edition in the assessment, program, and website, dubbed "StrengthsFinder 2.0." Rooted in over 40 many years of research, this assessment helps millions discover and develop their natural talents.
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