understanding strengths_dining services student managers
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Understanding Strengths
Jonathan Manz, Office of the Assoc. V. P. for Student AffairsResponsibility, Arranger, Harmony, Includer, Connectedness
Kaitlin Heenehan, Housing & Residence LifeEmpathy, Responsibility, Achiever, Developer, Individualization
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AgendaHistorical Context
Overview of a Strengths Approach
Four Domains of Leadership Strength
The Next Step
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Strengths Beginnings
• The Gallup Organization
• Don Clifton, Nebraska Faculty turned CEO
• 250,000 interviews of high achieving individuals
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Gallup’s Research on High Achievers
• Spend most of their time in areas of strength
• Have learned to delegate or partner with someone to tackle areas that are not strengths
• Apply their strengths to overcome obstacles
• Invent ways of capitalizing on their strengths in new situations
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A strengths orientation is
about a perspective, not
a tool.
Aspirations for Student Learning
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Two basic premises:
Individuals already have within themselves what they need to succeed.
“Individuals gain more when they build on their talents, than when they make comparable
efforts to improve their areas of weakness.” Clifton & Harter, 2003, p. 112
What is a strengths perspective?
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0
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1,000
1,500
2,000
2,500
3,000
TimeOne
90
TimeTwo
150
TimeOne
350
Average Reader
Above Average Reader
TimeTwo
2,900
Copyright © 2006 The Gallup Organization, Princeton, NJ. All rights reserved.
Greatness Comes from Building on Natural Talents
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Writing Challenge
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What is a Talent?
“A talent is a naturally reoccurring pattern of thought, feeling or behavior that can be
productively applied.”
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What is a Talent?
A talent theme is a group of similar talents
Achiever
Enjoying hard work
Having internal motivation
Desire to achieve
A tendency to push hard to complete tasks
Finding satisfaction in getting things done
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Predisposition DevelopedRequires Effort
Talent x Investment = Strength & Competence
Investment is a MULTIPLIER of talent!Investment includes time spent practicing, developing skills, & building
knowledge
Competence & Strengths
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What do you notice first?
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Current paradigm is deficit-based:
– Supervisors spend most of their time working with the weakest performers and zeroing in on mistakes.
– Parents and teachers focus on students’ lower grades rather than on their highest.
• Weakness fixing prevents failure – strengths building promotes success
Strengths Perspective is Counter Cultural
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What % of the U.S. population says that their jobs allow them to spend most of the day in work that taps their strengths?
17% 14%
0%
20%
40%
60%
80%
100%
US
US 2005
US 2006
© 2007. The Marcus Buckingham Company. All Rights Reserved.
Q: How might your department or work area “beat the odds”In ways that allows you and your colleagues to flourish?
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Our strengths affect the way we:process information
experience others
view time and structure
accommodate change
communicate
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Find someone who has a strength that you don’t understand.
Ask them to describe how that strength works for them.
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Four Domains of Leadership Strength
Executing Relationship Building
Strategic Thinking Influencing
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ConsistencyDeliberativeDiscipline
Executing
AchieverArrangerBelief
FocusResponsibilityRestorative
Knowing how to make things happen
Rath & Conchie, 2009
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Relationship Building
AdaptabilityDeveloper
ConnectednessEmpathyHarmonyIncluderIndividualizationPositivityRelator
The glue that holds the team together
Rath & Conchie, 2009
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Strategic Thinking
AnalyticalContextFuturisticIdeation
Keeping us focused on what could be
Rath & Conchie, 2009
InputIntellectionLearnerStrategic
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Influencing
ActivatorCommand
CommunicationCompetitionMaximizerSelf-AssuranceSignificanceWoo
Reaching a broader audience
Rath & Conchie, 2009
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E-mail your Top 5 report to a family member, friend, and to a colleague
Create a team talent map for your organization
Create a plan to develop one of your talents
Practical Next Steps