Research by the Gallup Organisation indicates that engaging in work that makes demands on the employee talents and strengths call into being employee emotional engagement. Employee emotional engagement, how positive and productive people are at work, is greatly boosted when people, at work, have the opportunity to do what they do best, every day. What you do best is your strength; focusing on what you do best facilitates employee emotional engagement at work.
A productive employee emotional engagement renders an excellent quality of life in general to the employee. This employee emotional engagement comes along with the opportunity to focus on your talents and strengths, daily. The active disengagement or extreme negativity that bedevils organisations could be curbed by helping people around us to develop and focus on their strengths. There’s no question at issue that employee emotional engagement at work is a contributory factor to an improved quality of life.
According to Gallup research, each person has to his or her account greater potential for success in specific areas of endeavour. Hence, real human development work is building on who you already are. When we focus most of our energy into developing our natural talents and strengths and engage with others with complementary talents, we increase our productivity and make room for extraordinary growth. For instance, a natural craftsman could team up with a smooth salesman and marketer. You can be more by focusing on your talents and strengths rather than on your weaknesses or non-talents. To soar away, you have to identify your talents and strengths and match them to the right roles.
Negativity tends to find home about those who are carrying on at roles that do not make demands on their talents and strengths. Thus, negativity in the workplace is strongly associated with a lack of employee emotional engagement. If the roles you play, at work, do not call your strengths, there will be a likelihood that you will not be motivated to go to work, that the nature of your interactions with your coworkers will be more negative than positive, that your customers will not get the best treatment from you, that you will broadcast misery in place of the name of your company, that your productivity will be less than optimal and that fewer positive and creative moments will follow you.
To take account of your talents and strengths and diligently develop them in the workplace advances employee emotional engagement. It also enhances your level of confidence and hope, your willingness to demonstrate kindness, and your sense of direction. Your talent is often revealed by your most intense natural responses that are resistant to change over time.
Successful people place a lot of emphasis on identifying their talents and strengths, first, before they get in some skills, knowledge and practice, to develop them. Following this process allows the talent to create a multiplier effect. Studies have revealed that our core personality traits tend to be relatively stable throughout adulthood, just like our passions and interests. Acquiring knowledge and skills and devoting time for practice helps us to tap into, develop and utilise our talents and strengths. To build our talents into real strengths requires hard work and diligent practice. Research shows that a child’s observed personality at age 3 bears a striking resemblance to his or her personality traits at age 26.
Strength, the ability to consistently provide near-perfect performance is a product of talent, a natural way of thinking, feeling or behaving, and investment, time spent in practising, developing your skills and building your knowledge base. Your strengths are put together by a combination of your talents, built-up skill and acquired knowledge.
Talents often exhibit themes, something they have in common and connects them. For instance, the communication talents are characterised by a natural tendency to share thoughts, create engaging stories and find the perfect word. In their own right, responsibility talents portions out into natural dependability, sense of commitment and avoidance of excuses. The responsibility theme that runs through them is unmistakable.
Being aware of your lesser talents puts you up to prevent them from leading to a weakness. Roles that match employee non-talents do not feed the flame of employee emotional engagement. If it is possible, avoid operating in your area of lesser talent, otherwise, create systems to manage your lesser talents and keep things on track. A day planner and electronic calendar could be helpful in this regard. You could also build a strategic partnership with someone who has more talent in the areas in which you are lacking. To get a sight of your potentials and limitations enables you to create the right balance in your life. That may mean tailoring your efforts to truly work for your goals.
Every human being has talents waiting to be uncovered. To help the people around you to build on their natural talents is to change the world around you for the better.
Your talents point to areas where you have the greatest potential to develop strengths. Employee emotional engagement comes from engaging with roles that help you to develop your natural talents and strengths.
The achiever personality is set aglow by a constant need for achievement. This talent with an achievement theme central to it preps its bearer to pursue some tangible achievements on a daily basis, for the person to feel good. A day without some form of achievement leaves the one feeling dissatisfied.
- Here, one needs to be vigilant to avoid work obsession. This can be done by focusing on achieving in all areas of life, not only on work.
- Employee emotional engagement for the achiever comes forth when he or she finds himself or herself at roles tolerant of their drive to work as hard as they want. Such roles should also permit them to measure their own productivity.
- Attach timeliness and measurements to your goals to ensure that your efforts lead to defined progress and tangible outcomes.
- Set out time to celebrate your accomplishments.
- If you find meetings boring, learn about the objectives of each meeting ahead of time. Taking notes about progress towards those objectives helps the achiever to satisfy the need for achievement and make the meeting productive and efficient.
- The achiever can create more goals to attain by pursuing certifications in the areas of speciality.
- Lean on your self-motivation and set challenging goals for yourself. This process is productive of enhanced employee emotional engagement.
- Network with other hard workers for the sake of getting more work done.
- Direct your achiever talents towards family and friends as well as towards work in order to create balance in your life.
- Tap into your seemingly endless reserves of energy and enthusiasm, and then launch new projects and initiatives.
- Codifying measurable outcome standards that guarantee that increased productivity is aligned with enhanced quality is worthwhile to entrench.
- Bonding with an achiever often means working hard together with him or her.
- The achiever likes to be fully engaged, so invite him or her to meetings and ventures where the opportunity to do so exists.
- When the work calls for someone who wakes earlier than others, you probably have to look towards an achiever.
- The achiever savours the attention and compliments for waking up early or working late to achieve something meaningful.
The Activator Personality believes that only action is real. The Activator theme carries into execution the belief that action is the best device for learning. For the activator, employee emotional engagement begins with seeking out work in which he or she can stand out personal decisions and have the leeway to act on them. In their reckoning, it is motivating to be judged by measurable outcomes instead of the process employed.
- They are good at transforming innovative ideas into immediate action.
- In a complementary manner, they make good partners with creative and original thinkers by helping them to move their ideas from conceptual theory to concrete practice.
- By creating a plan to get things moving and spur others into action, they help in ending stalemates, unnecessary lengthy discussions and doubts connected to barriers.
- Growth for the Activator is to expose himself or herself to challenging experiences that will test the talents, skills and knowledge. This action gives fresh momentum to employee emotional engagement.
- To make the most of your activator talents and prevent a misunderstanding of your tenacity, it is advisable to earn others’ trust and loyalty first.
- Parleying with influential decision makers in your organisation on an acceptable basis often delivers over to you their support crucial in providing the necessary resources for your ideas to materialise.
- To get the support of others, back your requests for action with logical reasons.
- Choose the best time, the best place and the best people with whom to unleash the Activator’s ability to create motion and momentum.
- The Activator is energised by the positive expectations of others.
- The prospect of leading new initiatives or projects excites them and keeps them firmly on the path of positivity.
- They are truly energised when the talk shifts to making plans for action.
The person with an adaptability talent theme lives in the moment. Their lack of rigidity enables them to respond willingly to the demands of the moment even if they are pulled away from their original plans. They do not begrudge sudden requests or unforeseen detours and actually expect them on some level of consciousness.
- Their flexibility renders possible an ability to stay productive when work demands are pulling them in many different directions at once.
- Pressure seems to make them come alive.
- Others could benefit from your calmness and reassuring presence.
- Roles steeped in structure and predictability tends to frustrate them and take away from employee emotional engagement.
- Your ability to calmly, intelligently and readily respond to circumstances, even pressing ones, will likely prove beneficial to your colleagues, friends and family members.
- Develop a system for deciding when to stand firm and when to be flexible in order to protect your long-term interests.
- To be evidence of success, seek roles in which success depends on responding to constantly changing circumstances. Such roles in which the best react the fastest and stay level-headed include journalism, live television production, emergency health care and customer service.
- Enhance your responsiveness by developing practical systems for handling pressures and unanticipated demands effectively.
- It is beneficial to partner with those who have strong Focus, Strategic or Belief talents. They will help you to shape your long-term goals while leaving you to effectively handle its daily variations.
- To ride the ups and downs of life without becoming an emotional volcano is an indication of an adaptability talent. Your ability to bounce back from setbacks is a productive flexibility, not an insensitive attitude. Disabuse the minds of your friends and colleagues by letting them in on this aspect of your personality.
- Your need for variety and flexibility does not thrill to deeply structured tasks.
- You have the capacity to raise the energy of your workplace by using your reassuring demeanour to soothe disgruntled friends and coworkers.
- As good team members, they easily adapt and adjust to new circumstances and try to make progress when plans go awry.
- Their flexibility and willingness to “go with the flow” helps in creating a wonderful work environment where others can experiment and learn.
- To hold good effectiveness and productivity and promote employee emotional engagement, they go for short-term assignments that require immediate action rather than long, drawn-out campaigns.
Harnessing and developing our talents and strengths at matching roles brings into being employee emotional engagement.