My Professional Strengths, Passion, & Purpose Journey
At the age of 17, when it was time to apply to colleges and choose a major and prospective career, I had a decision to make. From the time I was in elementary school, I knew that I loved to write (English major) and I loved to help people (Psychology major). These were my two most consistent passions. As a child, I had also wanted to be Indiana Jones and a Goonie, so Archaeology had been under consideration. But, digging for buried treasure in my townhouse complex quenched that desire, and I had let that career aspiration go by high school. After much introspection and some guidance from my parents, I chose to declare a major in Psychology, and left behind a potential career in writing…or so I thought.
While majoring in Psychology at Rutgers University - Douglass College, I discovered a passion for abnormal psychology. In particular, I was fascinated by Antisocial Personality Disorder (Sociopathy) and diagnoses that involved paranoid delusions. I heavily considered pursuing a career either working as a prison psychologist or a psychiatric hospital psychologist. To get a feel for the work, I completed a week-long internship in the Schizophrenic ward of a local psychiatric hospital, where many of the patients had been found not guilty of a crime by reason of insanity. While this was one of the most amazing experiences of my life, I found that most of the helping professionals working there carried a sense of hopelessness about the prognosis for their patients. Although I remained immensely intrigued with abnormal psychology, I knew the intrigue wasn’t as important to me as feeling a real ability to make a difference. I had also spent two years in college working as a Therapeutic Assistant with teens in foster care who were experiencing emotional difficulties. I loved this role, my connection with the teenagers, and enjoyed the experience of making a positive impact. This position led me to apply to graduate programs in Counseling Psychology with the intent of becoming a family psychologist.
During my first year of graduate school at the Rutgers Graduate School of Education, I asked my advisor/mentor if the program was connected with any field work opportunities working with families or teens. She told me that she would investigate this for me, but in the meantime, her colleague at Career Services was looking for an intern and I should set up a meeting with her. I had no idea what career counselors did, but I set up that meeting. It led to a two-year long career counseling internship and essentially was the pivotal experience that guided the remainder of my career trajectory.
My supervisor’s initial vision for me was that I would work predominantly with the first-year students, helping them to choose a major. I did enjoy that work, particular the career and personality assessment process. However, I stumbled upon something I enjoyed much more—helping students write their resumes, cover letters, and graduate school personal statements. All of the sudden, my passion for writing was fusing with my passion for helping people, and it felt like both magic and chemistry for me. I also truly loved helping students search online for jobs and graduate programs, which ignited a passion for all things research. I asked my supervisor if I could do more of the writing and research work with students and she gave me the green light.
While interning at Career Services, I also acquired a few Research Assistant positions with faculty members, as well as a position as an Academic Coach at the Learning Center. As an Academic Coach, I helped students develop their study skills, and inadvertently learned how to study properly myself. I also helped them assess their learning styles, and once again found I really enjoyed assessing students’ uniqueness and helping them use it for their ultimate success. My next position as a Residence Hall Director for my final three years of graduate school solidified a new career trajectory in the helping professions. I no longer wished to work with families, I wanted to work with college students.
And after completing my doctoral degree, that’s just what I did! I got a position counseling and advising first-generation, low-income college students. I loved it. I was expressing all of my passions and using my particular strengths. I felt I was fulfilling a greater purpose. I had an idea to start providing resume, cover letter, and graduate personal statement writing services. I pitched it to my supervisors, and got the green light again. I also had another wonderful mentor who introduced me to teaching, which had once been my greatest fear and repulsion, and I discovered that I loved it! I was living my passions in numerous ways. But, I felt that I wanted to make an impact on a more macro level, so I pursued a management position.
Three years out of graduate school, I became the director for two programs serving first-generation, low-income college students. At first, I absolutely loved the work. I was getting to make major programmatic changes and launching career development and academic initiatives that benefited students as a larger group and it was wonderful. However, as time progressed, it got tougher. As a director, my role had me in planning meetings frequently, and there was less and less time for me to spend counseling students. I missed working individually with students and found that my most fulfilling moments were those limited times that I was sitting down in my office working on resumes and career planning with my students. I also found that managing people was harder than I expected. My strengths were definitely leveraged in my ability to love, forgive, be empathic, be positive, and identify and maximize employees’ strengths. However, I found that my desire for there never to be conflict, for staff to always be happy and satisfied, and to never have to deliver bad news, challenged and hindered me. I began to feel like management may not be my passion or true strength.
At the time I was feeling this way, I had also started a side business writing resumes because I loved it so much. I had previously been writing resumes as a hobby for family, friends, and friends of friends for many years. Some people do gardening, crocheting, play guitar, or play a sport for fun. I wrote resumes for fun, so I started the side business essentially to earn while I played! I was also teaching one class per semester at the local community college during this time. Then, a year later, my son was born and I gave up resume writing and teaching to spend my time outside of full-time work with my son and husband. My desire to have more time with my son, in conjunction with missing resume writing and teaching, made my time in my full-time program directorship role that much harder. And as much as I adored my students, my heart was telling me I needed a major career shift in order to be true to my passions and strengths.
After six months of planning, I resigned from my position, and started writing resumes during the day while home with my son, and teaching a few classes per semester at my two alma-maters at night after my husband arrived home from work. Once my son went to preschool, I started doing individual career and life coaching too, which allows me to do assessment. Connections I made led me to serving as a co-author in several self-help and career books. And, one of these books led me to facilitate three community wellness groups focused on optimism. Then it all came full circle when my former advisor/mentor, Dr. Tomlinson-Clarke, became my writing colleague, as we have been writing research articles together for academic journals in the field of psychology. So, that writing career I thought I gave up on before it ever began at the age of 17—it found its way back to me. My work is probably evenly split between writing and helping, the two passions that have been with me all along.
As an aside, while I didn’t become the prison psychologist I once sought out to become when I declared my Psychology major, I do remain an avid watcher of the Investigation Discovery channel and crime documentaries in my free time. However, I no longer dig around in my backyard looking for treasure like the archaeologist I thought of becoming. But, if my son ever wants to, I’m sure I’ll be happy to get out there in the dirt!
Today, I feel I use my VIA strengths of forgiveness, capacity to love and be loved, gratitude, hope, and perseverance, as well as my StrengthsFinder strengths of empathy, positivity, strategic, maximizer, and achiever to full capacity in my work. My strengths have evolved, as have my passions, and I have followed their lead through every evolution. Some have always been with me, and others have grown through chance meetings and new experiences. In each role I have had, I have crafted my work around my strengths and passions, and it has made all the difference in my work satisfaction and overall wellbeing. However, I feel that my greater life and work purpose--to help others see all the good in themselves, others, and life in order to achieve their goals—has remained consistent throughout my life. Regardless of which strength I was exercising or which passion I was expressing, I have always worked within this greater purpose. It is what gives meaning to my life and what guides me in my work and professional decisions.
I strongly believe a few key things about strengths, passions, and purpose. First, we have many strengths and many passions, but just one or two greater purposes in our work. Second, many of our strengths, passions, and greater purpose can be found in things we enjoyed in childhood. Third, while the question, “What do you want to be when you grow up?” seems to indicate we must make a choice and stick with it, I believe we must express each of our strengths and passions in our lives if we are to be fully satisfied. We can do this through career changes/transitions, concurrent roles, comprehensive roles, or through activities outside of work, such as volunteer work, hobbies, and relational activities with family and friends. Fourth and finally, our strengths, passions, and greater purpose are likely to evolve over time and we must evolve our roles with them for sustainable happiness at work and in life overall.
Strengths Use in the Workplace Survey Results
A Gallup survey of 5,993 adults working for an employer found that only 32.9% report feeling engaged in the workplace (Adkins, 2015, March 9). While this number seems alarmingly low, it is actually the highest level of engagement reported in three years. Gallup began its daily survey of U.S. workplace engagement in January 2011, and the highest engagement level reported since that time was 33.8% in March 2011.
The answer to improving workplace engagement and other aspects of organizational and employee success may partially lie in the use of employees’ strengths. Another Gallup survey (Buckingham & Clifton, 2001) asked 198,000 employees working in 7,939 business units at 36 different companies if they have the opportunity to do what you do best every day at work. As we might expect based on the low level of employee engagement in the U.S., only 20% of employees surveyed felt that their strengths were being utilized at work each day. However, here’s the good news. Gallup compared the strength use responses to business unit performance and found that those who strongly agreed that they got to do what they do best every day were “50% more likely to work in business units with lower employee turnover, 38% more likely to work in more productive business units, and 44% more likely to work in business units with higher customer satisfaction scores.”
A more recent Gallup study (as cited in Hodges & Asplund, 2013, p. 217 - 218), looked at strength use among 90,000 employees across 900 business units within 11 companies throughout North America, Europe, Asia, and South America, covering five different industries (manufacturing, retail, financial services, business services, and hospitality). Survey results found:
- Among 896 business units, those units whose managers received strengths feedback showed 16% more improvement in their engagement than those units where the manager received no strengths feedback.
- Even more impressive, for the 12,157 employees whose individual engagement was assessed, employees who received strengths feedback demonstrated 33% more improvement in their engagement than employees who did not receive strengths feedback.
- For the 65,672 employees whose retention was measured, turnover rates were 14.9% lower among employees who received strengths feedback than among employees who received no strengths feedback.
- Among the 530 units where productivity was evaluated, units whose managers received strengths feedback showed a 12.5% boost in productivity compared with units whose managers received no strengths feedback.
- For the 1,874 employees whose individual productivity was assessed, employees who received strengths feedback demonstrated a 7.8% jump in productivity in comparison with employees who received no strengths feedback.
- Among the 469 business units where profit data was assessed, units whose managers received strengths feedback showed an 8.9% increase in profitability relative to units where the manager received no strengths feedback (as cited in Hodges & Asplund, 2013, p. 217 - 218).
Further evidence for the importance of utilizing strengths at work is demonstrated in the Strengths @ Work Survey of 1000 employees in the United States, conducted by the VIA Institute on Character and Michelle McQuaid (2015). Here are a few key highlights of what the survey uncovered:
- 64% of those surveyed believed building on their strengths would make them more successful at work.
- 61% of respondents who could name their top five strengths expressed feeling more engaged and energized at work.
- 55% of those surveyed who use their strengths at work believe they will be successful and move upward.
- 78% of respondents who discuss their strengths with their managers report feeling more engaged at work.
- 61% of those surveyed who discuss their strengths with their managers report enjoying waking up to come to work.
Research Findings on the Application of Strengths, Passion, & Purpose in the Workplace
Page & Vella-Brodrick (2013) conducted a study of 23 government employees in Australia to assess the impact of positive psychology-based interventions on workplace well-being. The researchers designed and implemented a comprehensive six-week Working for Wellness Program, with one-hour per week small group sessions, which included strengths and flow (complete focus, involvement, and enjoyment of an activity) interventions. The strengths interventions involved employees exploring their top 10 VIA character strengths, looking for real life evidence of these strengths, discussing current levels of strength application, and utilizing job crafting as a method for applying strengths at work. Job crafting is the act of changing the way you do your job (what you do and who you do it with) or how you perceive your job, to be more aligned with your specific strengths, passions, and greater purpose. Strengths homework included acting and reﬂecting on strength-based job crafting strategies. Flow strategies involved discussing how to cultivate ﬂow in and outside of work, the relationship between ﬂow and strengths, and speciﬁc strategies for increasing time spent in ﬂow. Flow homework included acting and reﬂecting on strength-based ﬂow strategies. Study results revealed that employees who participated in the Working for Wellness Program experienced significant increases in subjective wellbeing, workplace wellbeing, and affective wellbeing. In contrast, control group participants who did not engage in the program did not experience these increases.
A qualitative interview study by Berg, Grant, & Johnson (2010) of 31 employees across a variety of occupations in the United States, examined two types of unanswered career callings—missed callings and additional callings. Essentially, the researchers set out to determine if professionals who did not pursue careers they believed fulfilled their greater passion and purpose, ultimately found ways to express those passion and purpose through job and leisure crafting activities. The study found that individuals pursued their unanswered callings by employing three different job crafting techniques—task emphasizing, job expanding, and role reframing—as well as two leisure time crafting strategies—vicarious experiencing and hobby participating. Task emphasizing involves changing the nature of an assigned job task to incorporate aspects of an unanswered calling or dedicating additional time to an assigned responsibility that is related to an unanswered calling. Job expanding entails taking on short-term tasks or adding new tasks to a job to incorporate aspects of an unanswered calling. Role reframing involves changing your perception of the meaning of your job by aligning a social purpose of a job responsibility with an unanswered calling or broadening the social purpose of a job responsibility to incorporate an unanswered calling. Vicarious experiencing entails seeking fulﬁllment through other people’s participation in an unanswered calling, such as family or friends. Finally, hobby participating involves engaging in activities and volunteer positions outside of work that are connected with an unanswered calling. Results indicated that by engaging in these job crafting and leisure crafting activities, individuals were able to experience happiness and a sense of greater purpose.
Tschannen-Moran & Tschannen-Moran (2011) conducted a case study of an underperforming school district in the Midwestern United States to determine the impact of focusing on strengths through Appreciative Inquiry. Appreciative Inquiry (AI) is an approach for motivating change that focuses on exploring and amplifying organizational strengths, versus the traditional models of change that focus on weaknesses, problems, and gaps. The 5-D Cycle of Appreciative Inquiry is:
- Define: Define and secure agreements on what people in the organization want to inquire into and learn more about.
- Discover: Discover promising examples of desired outcomes in the past and present. Members of the organization pair up and ask one another strength-focused questions about their best experiences with the organization, their individual core values and who they are when at their best, the generative conditions that allow them to be at their best and find enjoyment in work, and their three wishes for the future of the organization.
- Dream: Dream about the best of what might be for the organization, decide who will take what actions to bring the dream to fruition, and determine how they will support one another in doing so.
- Design: Design strategies for making the dream a reality by asking questions and brainstorming ideas for how the dream will manifest itself with regard to changed procedures, habits, roles, resources, relationships, and structures.
- Destiny: Transform strategies into the organization’s positive Destiny by empowering team members to experiment with and improve upon their designs by trying them out and making adjustments as needed (Tschannen-Moran & Tschannen-Moran, 2011).
In this study, the district identified three areas of inquiry through the AI process—student achievement and success, trust and respect, and community pride and involvement. The AI facilitated new initiatives in each area. Researchers collected data on the AI change initiatives over a two-year period. They ultimately found that strengths-based AI initiatives led the school to achieve significant improvements in seven of the eight school climate and trust variables assessed—academic press, teacher professionalism, organizational citizenship behaviors, faculty trust in the principal, collegial leadership, faculty trust in colleagues, and faculty trust in students and parents (Tschannen-Moran & Tschannen-Moran, 2011).
A study by Lavigne, Forest, Fernet, & Crevier-Braud (2014) of 486 teachers in Québec, Canada found that teachers with higher levels of harmonious passion demonstrate greater perceptions of job control and positive support from supervisors, as well as decreased perceptions of work overload.
Finally, Duffy, Allan, Autin, & Bott (2013) examined the correlation between living a career calling and life satisfaction among 553 working adults in the United States. Results found that those who perceive themselves to have a calling or greater purpose were more likely to be living a calling. Furthermore, those living a calling experienced greater life satisfaction, job satisfaction, life meaning, work meaning, and career commitment.
What do Workers Across the Globe Have to Say about Strengths, Passion, & Purpose in Career?
Kevin McCabe, an Australia-based Artist, Speaker, and Blogger, told me that no matter what, it’s never too late to live out your strengths and passions. Kevin had always been passionate about painting and continued his art as a hobby, but he never allowed himself to believe he could be taken seriously as an artist and turn his painting into a career. He had instead made a career for himself in local government, however at the age of 52, he was forced to resign as a result of exhaustion and depression. Kevin shared with me, “I was a statistic waiting to happen, right? I was in the middle of a demographic with high unemployment, a high depression rate, and a high rate of spiritual surrender. At this crucial crossroads, I chose to take the positive path. I was physically out of the office, but the main thing was getting mentally out of there. I wasn’t unemployed, I wasn’t having time off, but rather it was the first year of a new life looking forward. I started doing a lot of new art work and set up my own website. A long time passed without much interest, but I kept on working and believing. Three years after leaving a life that was killing me anyway, I received an email from a New York gallery. They now formally represent me, and my first exhibition opens there in June 2015. Dreams can happen when you find out who you really are.”
Amanda Yuill, Colorado-based Founder & Career/Lifestyle Coach with Light Yourself Up, told me that just a few years back, she found herself miserable working in a corporate marketing job she thought she should have loved. Amanda shared, “It had everything – great salary, fancy title, challenge, variety, world travel – I was even able to move from Australia to the USA when I got a dose of wanderlust! In the 11 years I spent in corporate, I worked all over Asia Pacific and North America, creating product strategies and leading global teams to execute exciting, high risk, and high reward projects. It was great, until it wasn’t.” Amanda eventually realized that she had to make a change, and she began the process by visualizing her ideal life. For more than a year, she could see all the details except what she was doing to make a living. She shared, “One day as I was going through this exercise again, I had the incredible insight that I loved personal development, and helping others with theirs, so why couldn’t I do that? It was so different to everything I knew, so I enrolled in a course and started practicing to see if I liked it. I didn’t – I LOVED it. Through my studies, I came to learn about positive psychology, and through that I came to learn about myself. It wasn’t an easy process, but with consistent effort and support, from when I started thinking about changing careers to when I actually did it was about 18 months. Now I am living my dream, and helping others to create and live theirs, using the lessons I learned on my journey to help people turn who they are into what they do.”
Elizabeth Crook, Tennessee-based CEO of Orchard Advisors & Discover Your YIPPEE, told me that when she graduated from college, women’s lives looked a lot like the AMC series Mad Men. In order to kick off her career, she went to secretarial school. She quickly discovered she hated it, but her father had paid for it, so she stayed. However, she couldn’t keep her feelings in forever. One day when her parents visited and took her to dinner at Mamma Leone’s, she finally admitted how unhappy she was. Elizabeth told me that her father responded, “Elizabeth, this school is a lot like dinner at Mamma Leone’s, it’s paid for whether you eat it or not. If you’ve had enough? Move on.” Today, Elizabeth runs her own company and helps countless high-level corporate executives reach new heights in their businesses and lives. She shared, “I did what we’re often told not to do—I quit. There’s something to be said for sticking it out. But it’s easy to get confused. When is stopping quitting and when is it the smartest decision you’ll ever make?” Elizabeth suggests asking yourself the following questions to help you decide, “What new information do I have now that I didn’t have when I started? What am I afraid of if I quit/stay? Will continuing to ‘invest more’ give me better results? Do I feel joy while I am doing it? What’s my next goal and will staying help me get there? Does sticking with it promise more insight, proficiency, connection, or strength?” Elizabeth wisely remarked, “We’re all quitters. We quit crawling to walk, quit slavery to embrace freedom, quit traveling by horse when the automobile came along. Quitting is sometimes the wisest, most mature decision you can make.”
Lorraine Moore, Canada-based President of the Accelerate Success Group, worked in large organizations for over 20 years before she transitioned to running her own business as a coach and management consultant. Lorraine shared, “One of my passions is seeing people achieve more than they believed possible. We spend much of our adult lives at work. Interacting with people you enjoy and work that is gratifying is key to overall life enjoyment.” When Lorraine left the security of corporate life, she did so largely as a result of observing how many people were simply putting in time, but not enjoying what they were doing, nor feeling fulfilled or challenged. In her work as a coach, she often encounters clients who say they have lost their passion, including those who are outwardly incredibly successful. Lorraine offered some excellent advice, “(1) Identify your passions: If you cannot think of any, start with a list of what you do not like. What activities and aspects of work create frustration for you or are boring? Flip through a stack of magazines. Take note of what interests you or creates an emotive reaction. Don’t ask why. Just heed your feelings. What activities did you enjoy when you were younger? Team sports? Individual pursuits? Reading? Writing poetry? Singing in a choir? (2) Identify your strengths: Ask others what they think you are particularly good at. Ask them to describe your strengths. What do friends and family ask for your help with? Organizing a charity event or a party? Re-decorating ideas? What do you love doing? Balancing your checkbook? Showing visitors around your city? Researching travel destinations? (3) Inventory: What do you most enjoy at work? What frustrates you? What other jobs in your company or industry would allow you to do more of what you enjoy and less of what deflates you? (4) Interview others: Talk to people inside and outside of your company and your industry. Ask them to describe a typical work day? What do they like best? Tell them what you like best and what you are great at. Ask them for suggestions of where else you could apply those skills.” Lorraine noted that life is short, and we work many hours, thus we need to make it count!
Sarah Cannata, an Australia-based Freelance Writer, told me, “While I certainly have the capacity to ‘climb the corporate ladder’, my experience to date has taught me loud and clear that I’m just not the right personality type for it. If I could dedicate x amount of hours to doing something that doesn’t fulfill me, yet brings in the bacon, versus x amount of hours that delivers less bacon but more contentment, I’d go for the latter option any day. What I think is most important is being true to yourself and going to bed knowing you’re working towards something that is important to you. That’s all that matters.”
Bringing it All Together: 7 Strategies for Living Your Career Strengths, Passion, & Purpose
1. Take Time to Assess Your Strengths, Passions, & Purpose, & Go Pursue Them in Your Career!: Utilizing tools and strategies cited in “The Whys & How Tos of Strengths, Passion, & Purpose,” assess your strengths, passions, and purpose, and then develop and implement an action plan to make them a reality in your career. Can you engage in them more in your current role, and if so how? If you decide you want to leave your current role, research what volunteer positions, part-time roles, entrepreneurial pursuits, education, training, certifications, and other resources and experiences you can leverage to make your strengths, passions, and purpose a professional reality. Draw out an action plan with short- and long-term activities you can engage in and then go for it!
2. Engage in Strength-Based Inquiry as an Employee, Supervisor, &/or Organizational Leader: As an Employee, ask yourself: (1) Do I know what I do best every day? (2) What do I enjoy most in my day-to-day activities at work? (3) How much time do I spend doing what I enjoy most? (4) Have I gathered input and feedback from the right people on how to apply my talents in my role? (5) Is there a career path that my manager and I can agree on that builds on what I do best? As a Supervisor, ask yourself: (1) Do employees clearly understand the priorities in their day-to-day work? (2) Do workers have the resources and support they need from teams outside their workgroups? (3) Do people feel comfortable asking for help and giving opinions? (4) What channels of formal and informal communication can they use to voice opinions and share ideas across the organization? (5) How can you use everyday points of contact to talk with employees or teams about increasing productivity and efficiencies? As an Organizational Leader, ask yourself: (1) Does our company have systems in place to study our best performers and replicate excellence and high performance across the company? (2) Do we have a scientific way to identify the unique and differentiating talents of high performers? (3) Once identified, can we integrate those attributes with workforce planning, career progression, and succession management to ensure that the right people with the right talents are in the right roles? (4) Are we providing opportunities for star employees to grow in their roles? (5) Are we building, appreciating, and communicating excellence at all levels? (Haralalka & Leong, 2012, April 3)
3. Launch an Appreciative Inquiry (AI) Initiative in Your Organization: Launch an AI initiative in your workplace to leverage your own, your colleagues’, and your organizations’ strengths and past successes, utilizing the 5-D Cycle of Appreciative Inquiry: (1) Define, (2) Discover, (3) Dream, (4) Design, and (5) Destiny (as described earlier in detail) (Tschannen-Moran & Tschannen-Moran, 2011).
4. Start Job Crafting Around Your Strengths, Passions, & Purpose: Consider what aspects of your current job you would like to craft to be more aligned with your strengths, passions, and/or purpose, and then engage in task emphasizing, job expanding, and/or role reframing (as described earlier in detail) to put your job crafting into action (Berg, Grant, & Johnson, 2010).
5. Begin Leisure Crafting Around Your Strengths, Passions, & Purpose: Determine which strengths, passions, and/or purposes are not being comprehensively fulfilled in your workplace, and then engage in hobby participating by engaging in activities and volunteer positions outside of work to put your leisure crafting into action (Berg, Grant, & Johnson, 2010).
6. Regularly Track & Document Your Career Achievements: As a Résumé Writer, I ask my clients to provide me with at least 5-7 of their proudest career achievement stories that reflect their strengths and passions. Some clients keep a running list of these and are easily able to provide them, whereas others do not and sometimes struggle to remember them. It’s smart to get into a habit of tracking successes as they occur for the purpose of your résumé and job interviews. However, the other great benefit is that tracking achievements provides you with a regular reminder of your strengths, passions, and successes.
7. Make a Practice of Recognizing Your Colleagues, Supervisees, & Supervisors’ Strengths: Each day, make a point to spot the strengths of those you work with—colleagues, supervisees, and supervisors—and then tell them what you see! One of the ways we identify our strengths is by hearing what others believe they are. And, recognition for our strengths encourages us to use them more. As a supervisor, you can also engage in Strengths-Based Performance Appraisal (SBPA), which incorporates several tools from Positive Psychology, including feedforward (based on AI), reﬂected best self, developing strengths, happiness research, a ratio of 3:1 between positive and negative feedback, a win–win approach, and increasing collective efﬁcacy (Bouskila-Yam & Kluger, 2011).
Living your strengths, passion, and purpose in your career considerably enhances your work and life satisfaction. And, instituting strategies for your organization to focus on employee strengths produces numerous benefits including greater engagement, productivity, and performance. Which idea is your favorite? Try it out and let the magic happen.
I want to thank the many supervisors and mentors I have had in my life that have allowed me to job craft around my strengths, passions, and purpose. Because of all of you, I learned to live my dreams.
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