The second flawed assumption: Everything can be learned. “If youthink about it, one of the reasons that current performancemanagement systems are so popular is because of the success of process improvement initiatives like Six Sigma,” Buckingham says.“And if you play this out, Six Sigma has a very good reputation becauseyou can take a process and endlessly rework it until all of the kinks aregone. Because a process is endlessly malleable, you can keep playingaround with it. The problem is we have become so enamored with that,we’ve applied it wholesale to people. And we have forgotten thatpeople and process are made of different things. You aren’t endlesslymalleable. There are some things about you that you can change, butthere are some things about you that you are never going to change.” The third flawed assumption is that corporate America believes fixingweaknesses will lead to success. “Fixing weaknesses will preventfailure,” Buckingham says, “but that’s a different thing; it’s damagecontrol, not development. It gets you from minus six to zero.”Buckingham hopes that his projects will be a call to arms for CEOs tobegin actively measuring what really matters. “What we are givingCEOs is a way for them to shine an accurate light within their companyto say, ‘How strong is our culture? Where is it getting stronger? Whereis it getting weaker? What’s the range?’ ”Buckingham says, “If you want to build a stronger culture, you hadbetter answer one question right: What is the best way to improve oneperson’s performance? If you can answer that question, it will informeverything that you do.”
Buckingham says, but if you are going to succeed,
you have to playto your strengths
. It means that you have to go to your strengthsrather than fixing just weakness. Normally it is said that focus on yourstrengths and maintain your weaknesses but what is practiced is thatcompanies do opposite to it by maintaining their strengths & givingtheir all focus on fixing weaknesses 35 year old Buckingham observedthe impact of the culture on the performance of corporate America bystudying the performance and bottom-line results for many of Galup’sclients, like Toyota, wells forge, Disney.
What is the Q12?
The Gallup Q12 is a survey designed to measure employeeengagement. The instrument was the result of hundreds of focusgroups and interviews. Researchers found that there were 12 keyexpectations, that when satisfied, form the foundation of strongfeelings of engagement. So far 87,000 work units and 1.5 millionemployees have participated in the Q12 instrument. Comparisons of engagement scores reveal that those with high Q12 scores exhibitlower turnover, higher sales growth, better productivity, bettercustomer loyalty and other manifestations of superior performance.