On the morning of July 28, 2018, Mr. Wu Guangchen, a management consultant at Jinbang Company, conducted a training session at our company on the theme of “The Strengths-Based Management Model,” which was attended by 43 mid- and senior-level employees.

In the classroom, Teacher Wu Guangchen elaborated from multiple perspectives on the critical role of individuals in corporate development and the necessity for managers to identify employees’ strengths in their daily work. He then introduced the principles and framework of strength-based management. The training focused primarily on the following key points:

Management Consultant, Teacher Wu Guanchen

The five common misconceptions in contemporary corporate management are: prioritizing task management over people management; focusing solely on shortcomings while neglecting strengths; designing systems that penalize problems rather than incentivize excellence; emphasizing “control” at the expense of “empowerment”; and managing employees through “grandparent‑style psychological traits.”

Strength-based management takes employees’ strengths as its starting point, centering on identifying, developing, and leveraging those strengths. Its goal is to reinforce existing strengths through identification, cultivation, and application, while guiding employees to cultivate new strengths in alignment with the organization’s strategic needs. At the same time, strength-based management underscores that managers should also address employees’ areas of weakness, treating them as complementary focal points to support growth. Through clear expectations, open communication, and targeted coaching, these weaknesses can be transformed into new sources of strength that fuel employees’ ongoing development.

① The underlying management philosophies differ: Strengths-based management holds that fostering strengths is the key to curbing weaknesses.

② Different starting points for management: The strengths-based approach to management advocates that everything should begin with one’s strengths.

③ Different approaches and methods of management: Strengths‑based management advocates continuously identifying, nurturing, and leveraging employees’ strengths, ensuring that both employee development and organizational growth remain aligned with these strengths.

④ Different characteristics: The strengths-based management approach holds that leveraging employees’ strengths is the most effective tool for implementing corporate management.

⑤ Attitude toward employee issues: The strengths-based management approach advocates embracing employees’ challenges.

① Accountability: When issues arise, first examine them from a subjective perspective rather than attributing them to objective factors.

② Thinking: Willing to think about problems and adept at analyzing them.

③ Proactiveness: Being willing to act, wanting to act, and feeling capable of taking action.

When you leverage everyone’s strengths, each person becomes a talent; when you focus on their weaknesses, each person becomes mediocre. All talent is cultivated and developed by managers—it doesn’t simply appear out of thin air. If a company lacks talent, it must take stock and reflect—managers must ask themselves whether they’ve failed to nurture and effectively utilize their people.

First, he mentioned that even as enemy artillery shells rained down, General Chen Yi calmly continued to play Chinese chess. This underscores that only through composure, objectivity, inner cultivation, and a lack of haste can one discern the true nature of things—and it is precisely by seeing the truth that one can make scientifically sound decisions. Another example is the teaching that “all sentient beings in the universe possess the wisdom and virtuous qualities of the Tathagata.” Every being is a Buddha—not just human beings, but every sentient life, including animals, inherently possesses the same wisdom‑based capacities as the Buddha. So why, then, are ordinary sentient beings not yet Buddhas? Simply because their own thoughts create obstacles: they mistake their deluded, unreal notions for reality and cling to them tenaciously, thus preventing themselves from attaining the Buddha‑realization.

Thereafter, Human Resources Director Wu Juhong reviewed the key takeaways from the training session and outlined the initiatives launched following the establishment of the HR Department and the Business School, including the newly introduced DingTalk platform for work communication, the newly published corporate newsletter “Jinbang Home,” as well as the newly activated Jinbang official WeChat account and the intelligent learning platform. As the department’s organizational structure continues to mature, the HR team will play an even greater role in driving change and providing strategic support for the company’s management and operations.

Liang Weihao, Manager of Gaoming Company

Finally, during the training session, Deputy General Manager Luo Mingyou, Manager Liang Weihao of Gaoming Company, and Teacher Wu engaged in a lively exchange. Deputy General Manager Luo voiced his concerns about daily operations: employees’ motivation remains insufficient, with many failing to demonstrate sufficient enthusiasm or diligence, and even after communication, no meaningful improvement has been observed. In response, Teacher Wu analyzed the situation and shared his personal insights. First, he emphasized that the effectiveness of communication between managers and employees is crucial; if it falls short, managers must enhance their managerial skills and refine their interpersonal communication. Second, he suggested leveraging organizational culture, emotional engagement, and an understanding of human nature to inspire and elevate employees. If these approaches prove inadequate, managers should then consider whether retaining those employees is still advisable.

Deputy General Manager Luo Mingyou In management, tasks should be assigned to individuals based on their strengths and capabilities, while also providing training, ongoing monitoring, guidance, appropriate delegation of authority, and support. To drive the company’s growth and development, leverage its core competencies and competitive advantages.

Administrative Department Manager Zhang Xueyi: In administrative work, it is essential to recognize employees’ strengths, solicit their input, and continuously refine and enhance practices in light of the organization’s specific circumstances. This approach fosters a sense of belonging and empowerment among staff, thereby strengthening the corporate culture.

Sheet Sales Manager Chen Wenke: Understanding how to identify and nurture employees’ strengths helps strengthen and elevate the company’s culture, driving genuine growth. At the same time, it fosters the right attitude and mindset when collaborating with and supporting various departments. I am committed to being a responsible, thoughtful, and highly effective manager.

Li Changfen, Head of the Technology Department: The greatest takeaways from this training are: ① it provides guidance for refining one’s management approaches and models; ② it helps identify and leverage the strengths of diverse employees, assigning them tasks they can successfully handle; and ③ it emphasizes adopting motivational and inclusive methods and attitudes in how we engage with our team members.

Staff member Chen Chuyi: As managers, it is essential to be adept at leveraging talent, for people are at the heart of corporate management. Only exceptional individuals can deliver outstanding results. By harnessing employees’ strengths and fostering their professional growth, we can gradually mitigate their weaknesses and drive the organization’s overall development. As employees, we too should be acutely aware of our own strengths and limitations, dare to voice them, collaborate wholeheartedly, and commit to making necessary improvements—cultivating self-awareness and a deeper understanding of ourselves. Moreover, we must continually enhance our learning capabilities; only by staying committed to lifelong learning can we innovate and keep pace with emerging societal trends.