From Strengths to Success How Building a Culture Transforms Engagement

It’s tempting to believe that simply doing something—checking a box, implementing a tool, running a programme—is enough to spark real change. Many organisations fall into this trap, thinking that a task, when executed well, will naturally deliver the results they’re hoping for.

Take this example: one organisation introduced its employees to the CliftonStrengths assessment, a proven tool for uncovering individual talents and creating opportunities for growth. The result? A modest 7% increase in employee engagement. Not bad, right? It was a task well done, a step in the right direction.

But here’s where it gets interesting. Another organisation went further. They didn’t just do a task—they built a culture.

This organisation saw CliftonStrengths not as an isolated activity but as a foundation for something bigger. They invested in a cohesive, deliberate strategy to weave strengths into the very fabric of their workplace. That meant more than assessments. It meant coaching executives, equipping managers, rewarding excellence, reshaping their employee value proposition, and sharing stories that inspired connection and belief.

The result? A 23% increase in employee engagement. That’s more than triple the impact of the task-focused approach.

Here’s the key takeaway: tasks can make waves, but culture shifts tides.

Creating a strengths-based culture isn’t a one-time box to tick; it’s an ongoing journey. It’s the hard yards of leadership—investing in people, creating systems that recognise their contributions, and embedding shared values so deeply that they become the way things are done around here. It’s slower, messier, and requires more effort upfront. But it also delivers deeper, more sustained results.

So, the next time you’re tempted to reach for the quickest fix, pause and ask yourself: Am I building a task? Or am I building a culture?

Because tasks might get you a 7% lift. But a culture? That can transform everything.