"What will happen when we think about what is right with people rather than fixating on what is wrong with them?" Dr. Donald O. Clifton
We strive to work with clients that want innovative solutions that bring out the greatness in people! Do you want others to see you for your potential, to increase team synergy, to reduce turnover, save money, increase productivity, find better recruits, or more intentionally generate future economic energy? It all starts here! If these statements inspire you, or if these statistics bother you, contact us!
Must not only accommodate the fact that each employee is different, it must capitalize on these differences.
Must watch for clues to each employee's natural talents and then position and develop each employee so that his or her talents are transformed into bona fide strengths.
Can position themselves to dramatically outperform their peers by changing the way they select, measure, develop, and channel the careers of their people. This includes building the organization around the strengths of each person.
(Clifton, D., & Buckingham, M., Now, Discover Your Strengths, 2001, p. 5)
"Only by tapping into the genius of the entire organization can one possibly have an organizational IQ large enough for the company to thrive. This conclusion is true for nations as well as companies...Clearly, America has critical issues that need to be addressed. But, by a process that will leverage its strengths, America will make the transition and remain a great nation with a strong economy."
(Carlson/Wilmot, Innovation: The Five Disciplines for Creating What Customers Want, 2006)
“Social capital is developed and fed by the type and frequency of workers’ interactions. The more they have, the greater the social capital and level of trust. And trust is essential to developing, sharing and expanding ideas that can lead to innovation.”
Bromberg, J. (2013). Retrieved from:
“Most organizations are a puzzle put together in a darkened room. Each piece is clumsily squeezed into place and then the edges are ground down so that they feel well positioned. But pull up the shades, let a little light into the room, and we can see the truth. Eight out of ten pieces are in the wrong place. Eight out of ten employees feel they are miscast. Eight out of ten employees never have the chance to reveal the best of themselves. They suffer for it, their organization suffers, and their customers suffer. Their health, their friends, and their family suffer. It doesn’t have to be this way.”
(Clifton, D., & Buckingham, M., Now, Discover Your Strengths, 2001)
“An alarming 70% of American employees aren’t working to their full potential, and they’re slowing economic growth…Since the financial meltdown of 2008 and the recession that followed, the American workforce has struggled to adapt to an uncertain economic climate. Sluggish growth, persistently high unemployment, and sharp spending cuts by businesses and consumers alike have taken a toll…Gallup estimates that actively disengaged employees cost the U.S. $450 billion to $550 billion in lost productivity per year. This is troubling as American business attempts to recover ground lost during the financial crisis and reach pre-recession levels of prosperity.”
Sorenson, S. and Garman, K. (June 11, 2013). How to Tackle U.S. Employees' Stagnating Engagement
According to Gallup, only 30% of all U.S. employees -- and a mere 13% of workers worldwide -- are engaged in their jobs. What is at the core of this engagement challenge?
Only 35% of managers are engaged,
Only "10%" of the population have a high level of talent for managing others, and only "18%" of current managers are a part of this group. This means every employee in America has a massive roadblock in front of them if they are being managed by 8 out the 10 managers that lack the talent to do so. This roadblock is impacting the employees performance and satisfaction at work, and at home, costing the company customers and revenue.
Sorenson, S. and Garman, K. (June 11, 2013). How to Tackle U.S. Employees' Stagnating Engagement
"While it is possible, with a considerable amount of work, to add talent where little exists, our research suggests that this may not be the best use of your time. Instead, we've discovered that the most successful people start with dominant talent---and then add skills, knowledge, and practice to the mix. When they do this, the raw talent actually serves as a multiplier. Talent (a natural way of thinking, feeling, or behaving) X Investment (time spent practicing, developing your skills, and building your knowledge base) = Strength (the ability to consistently provide near-perfect performance). "
Tom Rath. StrengthsFinder 2.0 (20-21). Gallup Press.
"Having the opportunity to develop our strengths is more important to our success than our role, our title, or even our pay. In this increasingly talent-driven society, we need to know and develop our strengths to figure out where we fit in…What happens when you're not in the 'strengths zone'? You're quite simply a very different person. In the workplace, you are six times less likely to be engaged in your job. When you're not able to use your strengths at work, chances are that you: dread going to work, have more negative than positive interactions with our colleagues, treat customers poorly, tell your friends what a miserable company you work for, achieve less on a daily basis, have fewer positive and creative moments. Beyond the world of work, there are even more serious implications for your health and relationships…and Gallup's research has shown how a strengths-based approach improves your confidence, direction, hope, and kindness toward others."
Tom Rath. StrengthsFinder 2.0 (11-12). Gallup Press.
"Fortunately, our research also suggests that having someone at work who regularly focuses on your strengths can make a dramatic difference. In 2005, we explored what happens when managers primarily focus on employees' strengths [The chances of your being actively disengaged are: 40%], primarily focus on employees' weaknesses [The chances of your being actively disengaged are: 22%], or ignore employees [The chances of your being actively disengaged are: 1%]. What we found…[showcases] how easy it may be to decrease the active disengagement, or extreme negativity, that runs rampant in organizations. As you can see…having a manager who ignores you is even more detrimental than having a manager who primarily focuses on your weaknesses…It appears that the epidemic of active disengagement we see in workplaces every day could be a curable disease…if we can help the people around us develop their strengths.“
Tom Rath. StrengthsFinder 2.0 (iii-iv). Gallup Press.
“Virtually all U.S. and world leaders have misdiagnosed the core problem and put billions and billions of dollars into mistaken strategies that are not helping America’s economy, much less the world’s...“Leaders --- business leaders, nonprofit leaders, political leaders, teachers, NGO leaders, coaches, and mentors to millions of American youths and adults --- need to be open to the possibility that many of the core premises of U.S. leadership are dead wrong. And the policy that U.S. leadership is most wrong about is how jobs are created. We’re so seriously misguided in our thinking about how jobs are born that we’re running the risk of putting our country on a course of permanent decline." Read More
(Clifton, J., & Bharadwaj, S. (2014). Entrepreneurial StrengthsFinder (p. 7). New York, NY: Gallup Press.)
“For the first time…since the 1970s, the U.S. is now running a deficit between the number of new businesses being "born" and the number "dying" each year…Right now, we're more likely to see kids with entrepreneurial talent diagnosed as underperforming troublemakers than we are to recognize them as the next Mark Zuckerberg [Founder, Facebook]. And if you think our schools and colleges will be able to test our way out this mess, that's a big mistake… Perhaps the most important education-related news story of the entire year was Google -- the world's most admired brand --- announcing that it found almost no correlation between the grades and test scores of its employees and their success on the job. So the company no longer asks all its applicants to provide these things."
Busteed, B. (2014, July 29). Why the Education Economy is the Next Big Thing for the American Workforce: How can integrating our educational system, our employers, and our job creators affect our modern economy?
“There were different voices in my head, the voices that told me I could do anything, the voices that told me I was destined to reach my doom, and the voices that told me I was capable. The voice ‘I could do anything’ was by far the most damaging, in all honesty I couldn’t. I was a rugby player in college, and there was a position on the field that I was really good at. In hindsight my coach could see beyond my desire of wanting to play anywhere. He could see that I was a very good winger, therefore no matter where I wanted to play, my coach pointed out to me that I had to be a winger. He had reasons for that. The Self-Discovery Internship has been the coach of my life. Every time I get carried away by the most dominant thought in the world, the famous ‘you can do anything’ I look back to my Talent Depot profile and it tells me, yes Felix you can do anything, but you can do this thing better. That’s why I love that I discovered Talent Depot.”
—Felix Ikanzo, Kenya
Davis United World College Scholar
College of Idaho Graduate (2015)
“It has been said that there is nothing more beautiful than a second chance. As an ex-offender, no one appreciates second chances more than I. Talent Depot, in it’s ability to simply focus on the person as a whole, maximizes those second chances needed by many of us!”
—Former Inmate (Name withheld)
Florida Department of Corrections
“A revolutionary approach to finding your passion and direction in life! I highly recommend Talent Depot!”
—Karen Cameron, Idaho
High School Math Teacher
Caldwell School District
“As an entrepreneur myself, I have looked at and even taken MANY assessments or proclaimed ‘self-discovery,’ courses. However I have NEVER seen anything like Talent Depot. Sure there are plenty of assessments out there. There are also plenty of automobiles. So take the very best of Chevy, the very best of Ford, the best of Honda, Lexus, BMW, Ferrari…you see where I am going with this? Take all of their very best technologies and make a SINGLE automobile! It would have to be pretty amazing wouldn’t it? THAT’S Talent Depot!”
—Shawn M. Kesling
Founder and Chief Visionary