1. Discover Your Strengths and Celebrate it!
Improving Employee Engagement through Strengths Based Development

2. Strengths-based Development
April 2013
Presented by Brian Quebengco, Strengths Performance Coach
Individualization I Maximizer I Activator I Ideation I Strategic

3. Woody Allen, comedian,
screenwriter, and
director, once said:
“Eighty percent of
success is showing up.”
If this was ever true, it
certainly isnʼt anymore.
Success today requires
a good bit more than
good attendance.
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4. Why is Employee Engagement so important?
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5. Engaged employees plan to stay for what they give;
the disengaged employees plan to say for what they
get.
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6. The Business Case for Engagement
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The Gallup Organization in a
landmark employee
engagement study across
multiple companies showed
that people who knew their
talents and had the
opportunity to use their
strengths every day were 6
times as likely to be
engaged in their jobs, 3
times likely to report
having an excellent quality
of life and had 7.8 percent
greater productivity.

7. The Business Case for Engagement
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DDI, with its compiled
engagement database of
thousands of employees
across 200 organizations
showed, for example, in a
Fortune 100 manufacturing
company, turnover in low-
engagement teams
averaged 14.5 percent,
and absenteeism hovered
around 8 percent. For
highly-engaged teams,
absenteeism was only 4.8
percent, and turn over
came down to 4.1 percent.

8. The Business Case for Engagement
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Towers Perrin, looking at
over 35,000 employees
across dozens of
companies, showed a
positive relationship
between employee
engagement and sales
growth, lower cost of goods
sold, customer focus, and
reduced turnover. For
example, highly engaged
employees are almost
three times more likely to
feel that their company
really cares about
customers and has the
ability to serve them better
than their competitors.

9. The Business Case for Engagement
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The Corporate Executive
Board surveyed 50,000
employees in 59
organizations worldwide.
Employees with lower
engagement are four times
more likely to leave their
jobs than those who are
highly engaged. Even more
important, moving from low
to high engagement can
result in a 21 percent
increase in performance.

10. How committed is your Organization in
building the strengths of each associate?
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11. Doug Conant (Campbellʼs Soup CEO 2001 – 2011)
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“The company wasn't ready to do this when
I got here. But, you know, we didn't really
have a choice. People felt as if we were on
death's doorstep, and everything they had
tried wasn't working. When I got here, I'm
sure they thought that the engagement
program wasn't going to work either and that
I wasn't going to last. So the organization
wasn't initially responsive to my plan. But
you just have to keep working the territory
and keep pushing as far as the organization
is capable of going. You have to bring fierce
resolve to the work. As a result of that
resolve, engagement is embedded into our
culture. For me, there simply is no other
way.”

12. But before a company can take advantage of
all those benefits, employees need to know
their strengths.
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13. How does a Strength look like?
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Consider these people who consistently deliver a
nearly perfect performance in a specific task:
• A waiter who is consistently one step ahead of your needs
• A hotel clerk who always makes checking in an efficient and even
pleasant experience
• A call center representative who quickly “wins over” every upset
customer
• A nurse who routinely administers injections so smoothly that
patients “donʼt feel a thing”
• A bank teller who always recommends the perfect services for each
customerʼs financial needs
• A sales person who consistently builds long-term loyalty in client
relationships

14. How much can we change a person after we
hire him? And, given a finite amount of time
and money, where are we likely to see the most
improvement?
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15. Anatomy of a Strength
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THE STRENGTHS EQUATION
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)

16. Building a Career on Your Strengths
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Most stay for the work, but leave for the career.

17. Building a Career on Your Strengths
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Strengths driven guidelines for personal development:
1. Own your own development.
2. You are successful because of who you are – not who you arenʼt.
3. You cannot be successful alone.
4. What about my weaknesses?
5. Make sure your plan is one you would CHOOSE to do, not one you feel
you SHOULD do.

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Managers must know the strengths of each employee,
then create opportunities for employees to use them.

19. Relationship Trumps Skills
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Employees knowledge of their managers as
“people” behind their titles appears to impact
engagement levels more than managers actions.
Itʼs not just what managers do, but also who they
are.

20. Tips for a Meaningful discussion:
• Set a Positive Tone of Partnership
• Talk about the importance of the employeeʼs job and how it fits with the
companyʼs larger goals.
• Discuss your employeeʼs top priorities. Many managers find gaps in
perception, which have a negative impact on engagement.
• Ask “What kind of support do you need from me?” and “What kind of
feedback is useful to you?”
• Talk about ways to use the employeeʼs talents (the ones that this person
enjoys using).
• Ask about job conditions – What gets in the way of great
accomplishments? What gets in the way of a great day at work? What
does the employee enjoy the most?
• Agree to meet frequently.
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21. Creating Lasting Impact
The greatest potential for growth and success comes from
helping people discover and develop their most dominant
talents.
• There is a strong connection between who people are and what they do
best.
• There is a strong connection between what people do best and how they
feel.
• There is a strong connection between how people feel and how people
perform.
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22. Strengths Discovery Workshop
Greatness in any role requires that the employee has an opportunity to build on what he or she naturally does
best. Discover and understand you and your team's talent with the help of Strengths Performance
Coach, Brian Quebengco, at the Strengths Discovery Workshop (based on the #1 Wall Street Journal
Bestseller StrengthsFinder 2.0)
To Inquire:
1. Call 8132732, 8132703, look for Juliet or Kali
2. Email us at inquiry@saltandlight.ph ; juliet.saltandlight@gmail.com
May 6: Strengths Discovery Workshop
Aug 5: Strengths Discovery Workshop
Nov 11: Strengths Discovery Workshop
9:00am to 5:00pm | Oakwood Premier, Ortigas Center
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