Nearly three decades ago, the central paradigm of psychology shifted from focusing on mental disorders to a genuine interest in understanding what makes us strong, healthy, and capable.

If you think about it, according to the WHO (World Health Organization), only about 20% of the population suffers from an emotional or mental illness, and the rest of us manage as best we can. Yet the emphasis had long been on what needs to be corrected, treated, or cured, rather than on what we already carry in our emotional and cognitive toolkit.

This evolution makes perfect sense: assessing and understanding this toolkit full of resources, capacities, and skills.

This shift has also been reflected in the corporate and work world, led primarily by the United States and Europe, with a focus on understanding people’s character strengths. Let’s look at some of the key authors and studies:
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• Christopher Peterson and Martin E. P. Seligman: pioneers behind the VIA (“Values in Action”) classification, developed at the Positive Psychology Center at the University of Pennsylvania. In 2004, they published Character Strengths and Virtues, the result of a three-year project involving 55 social scientists, and also created the VIA Survey of Character Strengths.
  
  
• Donald O. Clifton and Marcus Buckingham: founders of strengths-based psychology at Gallup. Clifton created the Clifton StrengthsFinder in 1999 and co-authored Now, Discover Your Strengths in 2001 with Buckingham, laying the foundation for what we now know as CliftonStrengths.
  
  
• Shane J. Lopez and C. R. Snyder: researchers at the University of Kansas and the VIA Institute on Character, who contributed studies on pathways to happiness and explored practical applications of strengths in educational and work settings.
  
  
• Nansook Park, Tracy A. Steen, and collaborators: conducted global analyses on how the 24 character strengths are distributed across 54 countries and validated strength-based interventions. Their article Positive Psychology Progress in American Psychologist is a key reference in the field.
  
  

The scientific study of character strengths has accelerated the discovery and management of what each team member does best, rather than trying to eliminate weaknesses.

Trying only to fix our areas for improvement is not a sustainable long-term strategy to reach our maximum excellence. By focusing on strengths, we create an environment where everyone can give their best while reducing efforts spent on less productive areas.
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How can we put this into practice as leaders and mentors?
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The first step is an honest self-assessment: identifying your own strengths and recognizing those of your team members. Know yourself first, then know your team. On two occasions during my long career at Google, with my teams in Mexico and Spain, we did the CliftonStrengths test together, and it was enlightening, productive, and fun.

From there, roles and tasks can be designed to align with these key competencies. According to the proposed model, only three fundamental actions are needed: know your strengths, know the strengths of others, and work based on that talent map. This methodology not only enables smarter delegation but also reinforces collaboration, as everyone takes on responsibilities where they can have the greatest impact.

The results are clear: leaders who leverage their strengths are twice as likely to be in the top third for effectiveness, according to Zenger, Folkman, and Edinger (2011), and the likelihood of turnover drops dramatically when managers focus on their team’s strengths, with resignation rates dropping to just one in a hundred, according to Gallup.

By applying strengths-based leadership, you focus on what is already there – a true treasure chest – and you can become an agent of change for your career and your team’s success.

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