As human beings we tend to focus on our personal negatives instead of looking at our strengths. By taking this signature strength test, designed at University of Pennsylvania, you can finally see what your strengths really are — and whether the ones you come up with match the ones that you might have guessed for yourself.
From NY Times: Blake Charlton started cataloging insults in the second grade. Notable put-downs heard outside his special-ed classroom included “dimwinky,” “retardochuckles” and “the meat in the sandwich of stupid.” The last of which, if you think about it, is a seriously impressive use of metaphor for a 7-year-old. Blake learned all the jokes about dyslexia, and told them to better effect than anyone else. Making fun of himself was his best defense. The other choices — hiding from his diagnosis or accepting himself as limited — didn’t appeal.
From FastCompany: In his new book, Ungifted: Intelligence Redefined, Scott Barry Kaufman looks at several different kinds of personal attributes that contribute to success as an adult, many of which have nothing to do with IQ. Kaufman’s personal history illustrates this point, but so does a great deal of research and data that he collects. Studies show that even prodigies don’t always have sky-high IQs.
From Character Strengths: The Voice is arguably the hottest program on television today. Why is the show so successful? How can you benefit from watching it?
Part of the answer to both questions can be found in findings drawn from the science of positive psychology. This scientific domain examines the research behind what makes us happy, strong, healthy, and successful. The Voice does an exemplary job at bringing some of the research findings to life. Here are four examples.
From Gallup: Whether the economy is good or bad, most organizations are constantly looking for ways to increase productivity. For managers who are looking to do more with less, a key first step is for them to know their employees individually. This helps managers position workers for success, motivate them, and keep them focused on actions that are essential for the continued health of the organization.
Employees who intentionally apply their strengths to their work increase the odds of their success.
But it's difficult for managers to do any of this if they are not attuned to the strengths of the people on their team. And it's just as difficult for workers to use their strengths if their managers don't understand, appreciate, or maximize those strengths.
From ChangeThis: Every day the market you work in — regardless of the industry — asks ‘Are you invaluable?’ Did you answer the question satisfactorily today? Well done. Get ready to answer it again tomorrow.
As the speed of innovation and information ever quickens, so does the need for you to have clear answers for this ‘invaluable question.’ It is no longer enough to simply have a job. It is no longer enough to simply advertise and attract customers to work with you. Loyalty to employees, to brands, to personalities and to media disappears the instant one’s attention is switched to new, shinier options.
From ChangeThis: We believe that what women see — what they notice and value and how they perceive the world in operation — is a greatly under-exploited resource in organizations. In this manifesto, we explore what the female vision is, what it has to offer, and why it matters — to women, to organizations and to the world. In this manifesto, we explore what the female vision is, what it has to offer, and why it matters — to women, to organizations and to the world.
From The Lift Blog: Shawn Quinn shares success stories in hopes that these stories can spark thoughts and ideas in your work. These stories are based on what executives applied after attending a course called Leading for Total Engagement which introduced them to a number of Positive Organizational Scholarship concepts. One of the course participants took what seems like an action that is almost too simple to believe it could have such significant outcomes.