The study undertaken by Clifton and Nelson (1992) highlights why we need to focus on and improve our strengths while managing our weaknesses. They candidly clarify the significant influence that employee strengths and weaknesses have on the overall performance of the organization. According to them, today's business leaders should abandon traditional views, focus on developing and utilizing employees' strengths, and ardently examine the impact of weakness on the company's overall performance. As a result, they are faced with stereotypical notions and beliefs regarding “employee training, promotion, and development.” In Chapters 5 and 6, Clifton and Nelson explained how “strengths should be developed within the mission framework in relation to others.” Living a Mission Statement To be successful in any business venture, we must have a mission that we intend to fulfill. . Take for example Mary Kay who launched a cosmetics empire not because she wanted profits but because she was driven by the mission she wanted to achieve. Mary says she not only had the product and the passion to make it excel in the market, but also the desire to help women achieve results. However, she was frustrated as a woman as society did not recognize her efforts. In fact, Mary laments how she trained a salesman who later became her superior simply because he was a man. In her businesses, Mary wanted to create a company that respected the integrity, performance, hard work and determination of women. Clifton and Nelson (1992) argue that in organizational contexts, "personal mission is rare, so rare that we hardly recognize people who have it." Very often we have lived without missions in our activities. As a result, we tend to promote the pursuit of our goals and to...... middle of paper ...... ieved. In essence, mission statements grow because they are fueled by a strong sense of responsibility. The importance of cultivating relationships and managing them effectively is paramount as organizations cannot develop in isolation but rather develop and thrive when they have warm relationships with their stakeholders (Satterlee 2009). ReferencesAntonioni, D. (1994). Managerial roles for effective team leadership. Supervision Management, 39(5), 3.Brown, J. (1991). Organizational learning and communities of practice: Towards a unified vision of work, learning and innovation. Organization Science, 2(1), 40-57.Clifton, D. O. & Nelson, P. (1992). Fly with your strengths. New York, New York: Bantam Books.Satterlee, A. (2009). Organizational management and leadership: A Christian perspective. Roanoke, Virginia: Synergistic.