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Strengths-Based Development Strengths-Based Development

The Strengths to Confront Tough Times Monday, April 27, 2009 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.

How U.S. Bank Weathers the Crisis Tuesday, April 7, 2009 Since the financial crisis began last year, more than 30 banks have gone under in the United States alone. U.S. Bank’s financials, however, remain fundamentally sound, thanks to its conservative lending practices and an intense focus on people.

What Strong Teams Have in Common Thursday, March 26, 2009 Gallup has been studying leadership teams for nearly four decades, and that research has uncovered five telltale signs of strong, high-performing groups of employees, report Tom Rath and Barry Conchie, authors of Strengths Based Leadership.

Employee Engagement Employee Engagement

Why Hope Matters Now Thursday, June 25, 2009 It’s easy to cultivate a sense of doom at the moment, and there are ample reasons to give up hope. But business leaders should resist the tide of negativity, says a prominent psychologist. That’s because hope serves a bottom-line business purpose.

Boosting Engagement While Cutting Costs Thursday, June 18, 2009 Yes, it’s possible -- even amid a full-blown economic recession in which massive layoffs, closing facilities, and declining profits are the norm. Here’s how one hospital turned the budget over to its employees and reaped a windfall.

What Leaders Must Do Next Thursday, June 11, 2009 Most senior executives are pushing hard to keep their companies together. If their businesses are to survive, those leaders can’t overlook opportunities to boost productivity and profitability -- and that means employee engagement is more critical than ever.

Customer Engagement Customer Engagement

Planning for the “New Normal” Tuesday, June 9, 2009 Some things will change, and some things won’t. But there’s one thing marketers can be sure of, regardless of how the economic crisis shakes out: The consumer is now in charge, and will be for a long time.

Bankers, Meet Your Customers Thursday, June 4, 2009 Bankers know plenty about their customers. They know their demographic data, their transaction activity, and their financial history. They likely know every necessary personal detail that will protect their assets. But do customers know their bankers? Probably not, Gallup says.

B2B Customers Have Feelings Too Thursday, May 14, 2009 Only 22% of business-to-business customers are engaged, and just 13% are fully engaged. The reason? A small percentage of B2B companies focus on engaging customers emotionally. The other companies believe they need only emphasize price, speed, and efficiency.

Individual Performance Individual Performance

The Strengths to Confront Tough Times Monday, April 27, 2009 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.

The Twelfth Element of Great Managing Wednesday, April 9, 2008 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.

The Eleventh Element of Great Managing Wednesday, March 12, 2008 This element is measured by the statement “In the last six months, someone at work has talked to me about my progress.” Some people think a performance review will suffice. But it’s not nearly enough, write the authors of 12: The Elements of Great Managing.

Organizational Performance Organizational Performance

Boosting Engagement While Cutting Costs Thursday, June 18, 2009 Yes, it’s possible -- even amid a full-blown economic recession in which massive layoffs, closing facilities, and declining profits are the norm. Here’s how one hospital turned the budget over to its employees and reaped a windfall.

How U.S. Bank Weathers the Crisis Tuesday, April 7, 2009 Since the financial crisis began last year, more than 30 banks have gone under in the United States alone. U.S. Bank’s financials, however, remain fundamentally sound, thanks to its conservative lending practices and an intense focus on people.

How The Ritz-Carlton Manages the Mystique Thursday, December 11, 2008 All companies do things like pay close attention to standard business measures and train their employees. But this luxury brand watches things that most companies ignore, then uses what it learns to create ongoing, top-to-bottom learning.

Performance Management Performance Management

Why Hope Matters Now Thursday, June 25, 2009 It’s easy to cultivate a sense of doom at the moment, and there are ample reasons to give up hope. But business leaders should resist the tide of negativity, says a prominent psychologist. That’s because hope serves a bottom-line business purpose.

Scientific, Systematic Succession Planning Tuesday, June 2, 2009 Succession planning involves much more than filling in boxes on an organizational chart. If it’s done right -- that is, scientifically and systematically -- it creates a pool of leadership talent that can drive an organization, engage employees, and increase shareholder value.

Where Is the Economy Going? Thursday, May 21, 2009 Executives are getting conflicting signals. They’re told the U.S. GDP contracted sharply in early 2009, but also that the recession is bottoming out. Gallup Chief Economist Dennis Jacobe, an early forecaster of the downturn, tries to clear up the confusion.

Leadership Leadership

Why Hope Matters Now Thursday, June 25, 2009 It’s easy to cultivate a sense of doom at the moment, and there are ample reasons to give up hope. But business leaders should resist the tide of negativity, says a prominent psychologist. That’s because hope serves a bottom-line business purpose.

What Leaders Must Do Next Thursday, June 11, 2009 Most senior executives are pushing hard to keep their companies together. If their businesses are to survive, those leaders can’t overlook opportunities to boost productivity and profitability -- and that means employee engagement is more critical than ever.

Scientific, Systematic Succession Planning Tuesday, June 2, 2009 Succession planning involves much more than filling in boxes on an organizational chart. If it’s done right -- that is, scientifically and systematically -- it creates a pool of leadership talent that can drive an organization, engage employees, and increase shareholder value.

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