67 Strengths versus Weaknesses? C an you imagine a workplace where your manager played to your strengths, rather than helped you improve your weakness- es? This would be a world where you were cele- brated and recognized for the things you do best versus scorned for the things that do not come as naturally. Following a strengths-based per- spective, rather than weakness-focused, a five- year-old girl who is technically savvy and loves to deal with numbers would be encouraged to learn more about computer programming than art – to hone-in on that talent and interest, rather than steer her in a direction that distracts her from her natural gifts. Because modern workplaces are now focused on high engagement and work satisfaction, the idea of strengths-based management has driv- en countless research around its benefits. The strengths-based approach describes ways “to empower individuals to flourish rather than sim- ply survive” (Liesveld & Miller, 2005) and sug- gests “capitalizing on one’s best qualities is likely to lead to greater success than would be possible by making a comparable investment of effort into overcoming personal weaknesses or deficiencies” (Clifton & Harter, 2003; Clifton & Nelson, 1992). Research has shown that using strengths gives people a boost of positive emotions. For ex- ample, a study by Gallup found the more time CENTER FOR SALES STRATEGY BLOG A Workplace without Weakness Tiffany Pires, M.A., Research Scientist, Talent Plus. Permission received to reprint.