hello! my name is: my five signature themes are:

Hello!My Name is:

My Five Signature Themes Are:

Strengths BasedDevelopment

Copyright © 2011 Gallup, Inc. All rights reserved.

Seminar Leader: Susan Thomas

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• Strategic• Empathy• Individualization• Maximizer• Ideation


Focus on YOU!

Name?

What you get paid to do?

Which Theme fits you like a glove?

(Intro)

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Gallup asked the following question

How many of you

get to do what you

do best everyday at work?

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Do You Use Your Strengths Every Day?

Based on Gallup’s 2007 Global Client Database

30%

13%

26%

15%

17%

36%

14%

32%

0% 5% 10% 15% 20% 25% 30% 35% 40%

U.S.

China

India

U.K.

Japan

Germany

France

Canada

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Human Psychology

Deficit Approach

Study what is wrong with people

Strengths Based Approach

Study what is right with people

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9 Copyright © 2011 Gallup, Inc. All rights reserved.

Performance Management Strategy


Change of Focus

Fixing Weaknesses!

What Does Performance Improvement Mean to Most People?


Gallup asked the following question

• Which would help you be more successful in your life – knowing what your weaknesses are and attempting to improve your weaknesses?

or• knowing what your strengths are and

attempting to build on your strengths?

• http://www.ted.com/talks/ken_robinson_says_schools_kill_creativity.html

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http://www.ted.com/talks/ken_robinson_says_schools_kill_creativity.html

http://www.ted.com/talks/ken_robinson_says_schools_kill_creativity.html


StrengthsFinder Assessment

• Identifies one’s themes of talent

(dominant patterns of thinking, feeling behaving)

• These themes are areas where there is the greatest potential to develop strength

• Can be developed into strengths when supplemented with relevant knowledge and skills

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Maximizing Talent

• We can maximize the talents of others (and ourselves) by setting them up for success.

• Knowing someone’s strengths can tell us a lot about the way they execute, influence, build relationships, and solve problems.

• When we know someone’s areas of excellence we can help them use their strengths by positioning them in situations or with others where those strengths can be alive.

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Five Clues to Talent

What are you naturally inquisitive about? (Yearning)

What activity are you engaged in when the time flies by? (Timeless)

What activity gives you a great deal of satisfaction? What do you pick up rapidly?

What can you do to near perfection?(How did I do that)

(Complete work page)

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StrengthsFinder Reflection

After reading your Signature Themes Report, complete the following questions: Which of your Signature Themes describe you best?

Which of your Signature Themes do you use most frequently?

Were you surprised by anything in the report?


Peak Performance

Recall a personal accomplishment (job or personal) – something you feel proud of.

Break down the steps to success, the outcomes achieved, and the skills required.

Now, consider the Strength Finder themes you utilized to achieve this success.

(Exercise)


Signature Themes and How You Use Them *

StrengthsDescription/

Definition of the Strength

Why It’s a Strength(What does it

enable/empowerme to do?)

When/Where I Recently UsedThis Strength

Activator Move to action quickly Make quick decisionsSet up a workshop for

staff

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Clarifying the Language

• The key to building strength is to first identify your dominant themes or talents (naturally occurring thoughts, feelings and actions)

• Strength = talent + knowledge x skill

• A strength is the ability to provide consistent,

near-perfect performance in a given activity.

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Integration of Strengths

• Workplace: increases in employee engagement and productivity (do what I do best)

• Education: improved attendance, grades, enthusiasm, options

• Relationships: optimize team relationships and importance

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Talent Line-Up

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9%

73%

0% 20% 40% 60% 80%

Org

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Le

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hip

Do

es

No

t F

oc

us

on

Str

en

gth

s

Org

an

iza

tio

n's

Le

ad

ers

hip

Fo

cu

se

s o

nS

tre

ng

ths

Investing in Strengths Drives Engagement

Improvement %

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Got Engagement?

• Engaged

– These employees are loyal and productive. They are likely to stay with their company for at least a year. They are less likely to have accidents on the job and to steal.

• Not Engaged

– These employees may be productive, but are not psychologically connected to their company. They are more likely to miss work days and to leave.

• Actively Disengaged

– These employees are physically present but psychologically absent. They are unhappy with their work situation and insist on sharing this unhappiness with colleagues.

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Disengaged?

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Workplace Teams

• Staff participating in strengths based development programs widely report an increased understanding and respect for their co-workers, and that they work together better as a result of knowing, accepting, and working to develop the strengths that their peers bring to the table

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Treasure Hunt

Name Name of Theme Benefit of the Theme

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The Four Domains

Executing Influencing Relationship Building StrategicThinking

AchieverArranger

BeliefConsistencyDeliberativeDiscipline

FocusResponsibility

Restorative

ActivatorCommand

CommunicationCompetitionMaximizer

Self-AssuranceSignificance

Woo

AdaptabilityConnectedness

DeveloperEmpathyHarmonyIncluder

IndividualizationPositivityRelator

AnalyticalContext

FuturisticIdeation

InputIntellection

LearnerStrategic

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Mapping your team

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Team Grid

Understanding the theme dynamics of your team helps you to be a more successful and productive team.

Acknowledge team's strengths

Consider assignments/roles based on strengths

Opportunities that your team may have for partnerships within the team


Complementary Partnerships

Partnerships are forming all around us every day. They are formed for a variety of reasons. Some of these reasons include:

To “make up” for a lesser talent To “take over” where one person leaves off To “enhance” what one person already possesses


Different Strengths

The (Very Different)Strengths of Leaders

Wendy KoppFounder and CEOTeach for America

Brad AndersonCEOBest Buy

Simon CooperPresidentThe Ritz Carlton

Mervyn DaviesChairmanStandard Chartered

AchieverCompetitionResponsibilityRelatorStrategic

ContextIdeationInputLearnerConnectedness

MaximizerWooArrangerActivatorSignificance

AchieverFuturisticPositivityRelatorLearner


Here is what Gallup knowsabout top achievers:

fully recognize their talents and build on them to develop strengths

apply their greatest talents in roles that best suit them.

invent ways to apply their greatest talents to their achievement tasks. (StrengthsQuest, p.8)

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The Potential

What might happen if departments developed strengths to build everyone’s potential in becoming the “best of the best” in the process of learning, working and living?

Camel video http://strengths.ning.com/video/2097137:Video:2302

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http://strengths.ning.com/video/2097137:Video:2302

http://strengths.ning.com/video/2097137:Video:2302


Managing Challenges

• Strengths conversation• Get the right education and training• Leverage your strengths to manage a weakness• Partner with someone• Just do it!• Don’t do it

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Resources

www.strengthsquest.comOn the Purchase tab

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http://www.amazon.ca/gp/product/images/159562015X/sr=1-1/qid=1233176101/ref=dp_image_0?ie=UTF8&n=916520&s=books&qid=1233176101&sr=1-1


What’s Next?

Share your results with a friend/colleague One idea you will take with you Visit www.strengthsquest.com

EventsEducator ResourcesPurchasing Information

Strengths School: www.strengths.org Strengths Network: www.strengths.ning.com

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http://www.strengthsquest.com/

hello! my name is: my five signature themes are:

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strengths finder assessment

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