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Drive Team Success—Know and build your team based on individual strengths(CLIFTONSTRENGTHS ASSESSMENT AND COACHING).

Bruce DeRuntz, PhD

Director, SIU Leadership Development Program

• Individualization

• Responsibility

• Restorative

• Analytical

• Relator

Reprinted or used with the permission of Gallup Inc. Copyright © 2013 Gallup, Inc. All rights reserved.Reprinted or used with the permission of Gallup Inc. Copyright © 2013 Gallup, Inc. All rights reserved.

Introductions

Ice Breaker

Death by PowerPoint

First Impression Discussion

Name, Claim, Aim!

Domains

Team Strengths

Encourage the Heart

Feedback

Today’s Schedule

2


3

What lies behind us

and what lies before

us are tiny matters

compared with what

lies within us.”- UNATTRIBUTED

“


Ice Breaker

4

You

Me

CliftonStrengths

Reprinted or used with the permission of Gallup Inc. Copyright © 2013 Gallup, Inc. All rights reserved.

5Reprinted or used with the permission of Gallup Inc. Copyright © 2013 Gallup, Inc. All rights reserved.

What name do you prefer to be called?

What do you get paid to do?

What is one positive word people use to describe you?

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FOCUS ON YOU


6

The key to success is to fully understand how to

apply your greatest talents and strengths in your

everyday life.


PEOPLE WHO FOCUS ON USING THEIR

STRENGTHS …

are three TIMES as likely to report

having an excellent quality of life

are six TIMES as likely to

be engaged in their jobs

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look forward to going to work

have more positive than negative interactions with coworkers

treat customers better

tell their friends they work for a great company

achieve more on a daily basis

have more positive, creative, and innovative moments

8

PEOPLE WORKING IN THE STRENGTHS ZONE …



talk to people in elevators, airplanes, grocery stores, and wherever you go

have a color-coded or otherwise organized closet

write down a list of things to do, and stick to it

make a list of things to do on weekends

need to pick someone to race while driving

ask too many questions

push the elevator button to “remind” the elevator that you are there

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STAND UP IF YOU ALWAYS …



Examples of talent include:

effortlessly and instinctively starting conversations

thinking in an orderly or timely manner

being able to easily influence others

seeing patterns in data

consistently having a positive outlook on life

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EVERYONE HAS TALENT

Talent is a naturally recurring pattern of thought, feeling, or

behavior that can be productively applied.


PEOPLE WHO FOCUS ON USING THEIR

STRENGTHS MAXIMIZE THEIR POTENTIAL

People who learn to use their strengths every

day have 7.8% greater productivity.

Teams who receive strengths feedback have

8.9% greater profitability.

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“I use my strengths every day.”

PRINT THE FOLLOWING PHRASE THREE TIMES:

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What will happen when we

think about what is right with

people rather than fixating on

what is wrong with them?”

13

Donald O. Clifton, Ph.D. psychologist and business executive (1924-2003)

“

Reprinted or used with the permission of Gallup Inc. Copyright © 2013 Gallup, Inc. All rights reserved.Reprinted or used with the permission of Gallup Inc. Copyright © 2000, 2013 Gallup, Inc. All rights reserved.

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There is nothing wrong with being aware of our weaknesses and managing them, but our greatest opportunity for success lies in building on our natural talents.

Let’s start now to identify and maximize each person’s talents and strengths.


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YOUR GREATEST TALENTS

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Reprinted or used with the permission of Gallup Inc. Copyright © 2013 Gallup, Inc. All rights reserved.Reprinted or used with the permission of Gallup Inc. Copyright © 2000, 2013 Gallup, Inc. All rights reserved.

17

THEMES ARE THE BASIC LANGUAGE

OF TALENT



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What was your first impression of your Signature Theme Report (Top Five)?

Did any part of your report surprise you?

FIRST IMPRESSIONS


How to read your full 34

19


YOUR REPORT IS A BEGINNING, NOT AN END.

NAME IT! CLAIM IT! AIM IT!

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YOUR REPORT IS A BEGINNING, NOT AN END.

NAME IT! CLAIM IT! AIM IT!

Name It!

Read your Signature Theme Report (Top Five) and highlight or underline the words or phrases that best describe you.

Claim It!

Which of your five Signature Themes do you really “own”? How does this theme help you to be successful in your role?

Aim It!

How could you use this Signature Theme more intentionally?Starting tomorrow, I will use my talents in this theme by:

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Team Strengths

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Ach

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Arr

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Belief

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Delib

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Dis

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Fo

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Resp

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Resto

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Acti

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Co

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Self

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Sig

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Co

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ess

Develo

per

Em

path

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Harm

on

y

Inclu

der

Ind

ivid

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zati

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Po

sit

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y

Rela

tor

An

aly

tical

Co

nte

xt

Fu

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sti

c

Ideati

on

Inp

ut

Inte

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on

Learn

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Str

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gic

First Name Last Name Email Address

SIUC

Jeff Johnson [email protected] 7 6 12 27 34 13 17 1 33 25 28 24 30 5 20 32 23 31 3 16 29 22 21 18 10 4 8 26 9 2 15 14 19 11

Dawn Moake [email protected] 14 11 5 3 4 8 9 1 18 28 26 34 30 16 20 12 31 29 15 22 13 2 23 6 27 10 7 17 33 24 21 19 25 32

Jeff Squibb [email protected] 27 11 5 6 17 13 30 3 7 29 34 26 33 31 24 22 21 2 14 12 4 10 9 19 23 32 20 1 25 28 16 15 8 18

Tom Whittington [email protected] 1 18 7 23 8 9 26 2 5 10 19 32 30 12 22 15 31 16 17 21 34 28 33 27 6 4 13 14 24 11 29 20 25 3

Murray State

Laura Castleberry [email protected] 14 2 5 7 17 22 15 4 11 31 12 27 34 29 18 26 19 16 3 13 1 23 25 24 21 10 30 8 32 6 9 20 33

Keith Weber [email protected] 11 14 27 6 10 4 5 16 26 23 29 13 21 15 9 31 34 28 12 33 18 32 19 25 2 1 30 8 17 24 20 3 22

Garrett Wheatley [email protected] 15 20 8 25 13 26 21 33 27 32 16 18 1 22 29 24 4 9 3 6 7 19 30 10 5 2 28 31 14 17 23 12 11

SIH #1

Jason Keim [email protected] 1 14 9 34 22 28 26 12 15 11 19 7 4 29 13 32 5 23 24 18 31 33 20 8 17 10 25 30 16 6 21 27 3 2

James Price [email protected] 3 4 10 34 33 31 17 15 18 28 30 7 24 26 21 23 5 27 12 6 13 22 11 1 2 16 25 29 19 20 14 32 9 8

Lance Sittig [email protected] 34 14 4 3 15 5 25 6 30 33 27 11 29 12 23 28 17 9 10 1 8 2 19 18 7 22 16 20 21 31 24 13 26 32

SIH #2

Victoria Hamblin [email protected] 13 30 4 14 6 8 5 2 23 22 31 19 34 21 28 32 33 29 7 11 10 20 16 15 1 3 24 25 27 17 26 9 18

Laura Jones [email protected] 4 17 28 9 33 25 19 5 31 26 23 7 30 16 22 12 14 15 29 18 32 1 20 24 8 2 27 13 10 21 6 11 3 34

Brad Redfearn [email protected] 2 22 13 24 7 25 10 14 15 18 6 29 8 26 16 19 33 28 21 30 31 23 34 5 32 12 4 27 11 9 17 20 1 3

U of I

Bob Heren [email protected] 17 10 7 15 13 12 21 4 27 22 29 33 28 14 19 34 31 24 9 18 20 3 25 16 26 11 6 8 30 23 5 2 1 32

Prabha Manda [email protected] 16 11 4 7 6 12 34 3 2 10 30 21 28 24 27 25 29 1 19 14 5 8 22 13 26 20 17 31 33 23 9 18 15 32

Carl Stephens [email protected] 19 5 23 6 3 28 10 16 2 8 26 27 21 31 12 9 32 13 34 29 17 4 22 18 25 15 7 1 24 30 11 20 14 33

Jeremy Watson [email protected] 28 12 7 5 29 23 27 13 1 15 25 4 31 34 8 16 6 19 10 2 21 17 14 22 3 20 30 24 9 32 18 26 11 33

Team Members

EXECUTING INFLUENCING RELATIONSHIP BUILDING STRATEGIC THINKINGLeaders w ith dominant strength in the

Executing domain know how to make things

happen. When you need someone to implement

a solution, these are the people w ho w ill w ork

tirelessly to get it done. Leaders w ith a

strength to execute have the ability to “catch”

an idea and make it a reality.

Those w ho lead by Influencing help their

team reach a much broader audience.

People w ith strength in this domain are

alw ays selling the team’s ideas inside and

outside the organization. When you need

someone to take charge, speak up, and

make sure your group is heard, look to

someone w ith the strength to influence.

Those w ho lead through Relationship Building

are the essential glue that holds a team

together. Without these strengths on a team, in

many cases, the group is simply a composite of

individuals. In contrast, leaders w ith

exceptional Relationship Building strength have

the unique ability to create groups and

organizations that are much greater than the

sum of their parts.

Leaders w ith great Strategic Thinking

strengths are the ones w ho keep us all

focused on w hat could be. They are

constantly absorbing and analyzing

information and helping the team make

better decisions. People w ith strength in

this domain continually stretch our

thinking for the future.


Look for strengths in action.

When you spot a colleague using a strength, write him or her a short note that describes what you saw and reinforces the value of his or her strengths.

Most people think they know what they are good at.

They are usually wrong.

And yet, a person can perform only from strength.”

— Business guru Peter Drucker

BE A STRENGTHS SCOUT

CELEBRATE A COLLEAGUE’S STRENGTHS.

“


Plus

Minus

Delta

Feedback

25



Take it to the next level

Bruce [email protected]

618.453.7829

http://ldp.rso.siu.edu

mailto:[email protected]

http://ldp.rso.siu.edu/

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