What's it like to work at Stryker? It's a a collection of individuals that you are
surrounded with that make you better, that are all striving to make an
impact with our customers and ultimately with our patients.
We approach hiring,
talent, development, all of those things from a place of intention. There's a
balance that we approach roles from a place of success and fulfillment it's
easy in a lot of organizations to look at you know what are those full metrics
to make somebody successful. But having a true Talent Offense is also looking at
what's going to fulfill that employee and what's the balance of that and
strengths and Gallup helps us do that.
It's about putting your people first you know
it's about putting the right people in the right roles and maximizing their
potential and and I think that the strength-based approach within that
Talent Offense really allows us to put the very best people in the right roles
and get the very best out of them maximize their potential based on
them leading with their strengths and doing what they do best.
The thing I love
most about strengths is it provides a language and it helps individuals to
identify those elements in themselves that they may have not, they may have not
thought of before and I watch it from a team environment and it really
helps to defuse conflict it helps us to better manage projects or
initiatives because we can really purposefully develop and build teams
with complementary strengths.
I love the fact that with strengths one of the best
things is that it enables you to almost leverage who you are and let go of who
you're not and I think the beauty of then working in teams is that you have
people that are surrounded or you know that surround you that can almost make
up for the things that you're not.
With a strength-based approach what you're
really doing is you're allowing your people to be their very best and to
bring their very best and at Stryker when we allow our people
to thrive and when we maximize that potential through giving them the
ability to lead with their strengths every time we see that their performance
is maximized and that the outcomes are not just delivered on but
exceeded on.
We see it every single day within the industry that we're in when
you walk into a hospital for example and the staff is engaged you get great
outcomes and that's the same with Stryker and I'm sure it's the same
in any organization and so to drive great engagement with your employees
number one I think foundationally people just want to know that they're
appreciated that they're heard that they're respected that what they bring
as a strength is recognized and so driving engagement only allows you to
really maximize the collection of talents you have on the team and
ultimately that translates into great performance because folks are engaged it
gets down to the foundational level of trust you know you have a great team
when people can show up with what their strengths are then you got a trusting
team you've got an aligned team you have a vulnerable team you have a team that
can accelerate and go fast and make decisions. When I think about the Stryker
and the Gallup relationship it is really over time been a tremendous formula it's
given us a lot of consistency it's given us a lot of stability and how we attract
great talent, how we develop great talent, and how we really ultimately drive
engagement which really is the funnel to us achieving our mission statement and
so that partnership that alignment is foundational it is the fabric of what
Stryker has been built on over the years.
What I've come to learn is that
relationship driven nature that Stryker has is truly unique to our organization
and I think Gallup has a huge part to do with that because Gallup plays such an
integral role in the entire lifecycle of an employee's time with Stryker so it's
everything from how we brand ourselves, how we hire people, how we recruit, how we
develop our internal employees all the way down to how do we use something like
a tool like strengths every single day in every aspect of that employees role
and so again we're looking at people as people first and employees second and
I think Gallup and Stryker have really shaped that culture and you can see it
every single day.
So that performance orientation for them success is never
they're never done they always want to get better. So they're always asking how
do we take things to the next level, how do we continue to grow as a business, how
do we get better and I think it's that pursuit of improvement that has a huge
part in a reason that they're successful and you combine that with their belief
in people and the importance of people that they can't be successful without
talented people without a growing base of leaders that just comes naturally to
their view of growth and success as a company.
We're driven our mission
statement states just that; together with our customers we've driven to make
healthcare better and there's three words that I love about that. Together, I
think that describes Stryker. We're a closely knit culture that's really hard
to match it's kind of our force multiplier this talent driven culture
that we have and that driven piece is really it describes kind of the
mentality that while we all bring something unique to the table we are
aligned on being driven and in striving for excellence and growth. And better, I
love that word better because it's not best it's not a sense of arrogance but
it's a sense of a constant effort to try to get better
to make health care better, to make our team's better, to make our people better.
Working at Stryker it's amazing for me it actually it feels like home because
you're surrounded by people who have the same intent, they have the same
desire to to make healthcare better.