Page 79 - How Great Leaders Build Abundant Organizations That Win

THE WHY OF WORK

pickup games and watching others play, but being a profes-
sional athlete was not his strength. When Dave realized that
he had other strengths that would give meaning to his life
and pursued them with the same work ethic and enthusiasm
(his real and enduring “signature strengths”), he was able to
find sustainable meaning in his work.
When you as a leader help employees develop honest
self-perceptions, you help them invest in the real dreams
that bring meaning to life. You can help employees discover
their identity through formal assessments, informal observa-
tions, conversations, and assignments.

Formal Assessments

Until we name and use them, we often take our strengths for
granted. Innumerable personality tests depict who we are as
colors, types, styles, initials, or aptitudes. Recently, two sets
of scholars have worked to synthesize categories of strengths
or core values that define us.

• • Seligman and his colleagues. Martin Seligman, the
father of positive psychology, has identified six domains
of personal strengths and 24 individual character traits
within those domains. (See Figure 3.2.) As you look over
this list, you may have a pretty good idea of which traits
you value and exhibit most. Seligman’s research suggests
that people get a boost in personal happiness when they
use their signature strengths regularly and in new and
creative ways. When we deliberately structure our work
and our interactions to build on our signature strengths,
we feel like we have enough and to spare of what it takes
to do the job at hand. (If you want a more scientific

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