Overall, the value of focusing on strengths first can be summed up in terms of increased engagement and improved motivation, which lead to increased profit.

Here’s the logic...and the related emotional connections: 

1.    People are interested in understanding their natural talents…we see this in their faces and we hear it in their stories when we sit with them to discuss their talents.

2.    People want to use their natural talents…we observe enthusiasm when people talk about their talents; we also observe frustration when they talk about their work-failures and work-troubles.  

3.    Work-tasks can be tweaked to align better with a person's natural talents…this concept catches people’s attention; everyone we have interviewed wants to give this a try [many have doubts and want to see proof, however, all are prepared to give it a try].  

4.    When work-tasks are tweaked to align with individuals’ natural talents the individuals perform better – improved effectiveness…when people know they are being more effective they gain self-confidence – as self-confidence rises people are more comfortable with work and with ‘change’.

5.    When individuals know their organization is building a strengths-based business they – especially, the most-talented individuals -  create efficiencies, leading by example:

• measureable efficiencies, such as lower staff turnover rates, and
• common-sense efficiencies such as less time wasted complaining.

 …leading performers tend to have strong personalities, which reflect their character – the visible result of their innate talents, values, and desires; leading performers become fully engaged when they know their strengths are recognized.

6.    When individuals know their organization is building a strengths-based business they help their organization create a culture of self-motivation…when individuals’ talents are put to use they find it much easier to bring a smile to work – each smile is a reflection of confidence backed by natural talents.