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Strengths Based Leadership Intro To Indvidual Contributor

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Strengths Based Leadership Intro To Indvidual Contributor

  1. 1. Strengths Based Leadership Introduction to Strengths based approach
  2. 2. Everybody Has Talent <ul><li>Talents are naturally recurring patterns of thought, feeling or behavior that can be applied repeatedly in a consistent, near perfect performance </li></ul><ul><ul><li>Talents can’t be taught </li></ul></ul><ul><li>Knowledge & skills can be transferred & taught </li></ul>
  3. 3. Just For Fun! Writing Challenge Dominant Hand Non-dominant Hand Print: 1. _______________ 1. _______________ Cursive: 2. _______________ 2. _______________
  4. 4. Play To Your Strengths <ul><li>Those who play to their strengths are likely to be more successful and have greater longevity in their jobs </li></ul><ul><li>Weakness-fixing only prevents failure </li></ul><ul><ul><li>Do you spend most of your time trying to fix things that aren’t working? </li></ul></ul><ul><ul><li>It takes less than 3 seconds for people to start talking about their weaknesses when they’re initially asked to describe their strengths </li></ul></ul>
  5. 5. Four Keys <ul><li>Talent </li></ul><ul><ul><li>Skills </li></ul></ul><ul><ul><li>Knowledge </li></ul></ul><ul><ul><li>Strengths </li></ul></ul><ul><li>Talent + Knowledge + Skills = Strengths </li></ul><ul><li>Expectation </li></ul><ul><ul><li>Defining the right outcomes </li></ul></ul><ul><li>Motivation </li></ul><ul><ul><li>Focusing on individual strengths drives engagement </li></ul></ul><ul><li>Development </li></ul><ul><ul><li>Ensuring ones talents are maximized for current & future roles </li></ul></ul>Can be taught - Can’t be taught
  6. 6. Leadership <ul><li>“ A leader needs to know his strengths as a carpenter knows his tools, or as a physician knows the instruments at his or her disposal. What great leaders have in common is that each truly knows his or her strengths – and can call on the right strength at the right time. This explains why there is no definitive list of characteristics that describe all leaders.” </li></ul><ul><li>- Dr. Donald Clifton-father of strengths psychology </li></ul>“ The three greatest leaders of the 20 th century were Hitler, Stalin and Mao. If that is leadership, I want no part of it” - Peter Drucker
  7. 7. Effective Leadership <ul><li>The best leaders live on </li></ul><ul><li>What leader has the most positive influence in your life? </li></ul><ul><ul><li>List three words that best describes what that person contributes to your life? </li></ul></ul><ul><ul><ul><li>_______________________ </li></ul></ul></ul><ul><ul><ul><li>_______________________ </li></ul></ul></ul><ul><ul><ul><li>_______________________ </li></ul></ul></ul><ul><ul><li>How did they shape your thoughts and beliefs? </li></ul></ul><ul><ul><li>How did they alter the course of your life? </li></ul></ul><ul><li>What are the keys to being an effective leader? </li></ul><ul><ul><li>Gallup reviewed decades of data on leadership </li></ul></ul><ul><ul><ul><li>50 years of Gallup polls on most admired leaders </li></ul></ul></ul><ul><ul><ul><li>Initiated study of 10,000 “followers” around the world to understand why they follow </li></ul></ul></ul>
  8. 8. Gallup Research Findings <ul><li>Most effective leaders: </li></ul><ul><li>Always invest in strengths </li></ul><ul><ul><li>73% of Employees are engaged when leadership focuses on strengths </li></ul></ul><ul><ul><ul><li>Only 9% when not focused on strengths </li></ul></ul></ul><ul><li>Surround themselves with the right people to maximize their team </li></ul><ul><li>Understand their followers’ needs </li></ul><ul><ul><li>Build Trust </li></ul></ul><ul><ul><li>Show Compassion </li></ul></ul><ul><ul><li>Provide Stability </li></ul></ul><ul><ul><li>Create Hope </li></ul></ul>
  9. 9. What Strong Teams Have In Common <ul><li>Strong Teams: </li></ul><ul><li>Have a common purpose </li></ul><ul><li>Focus on results </li></ul><ul><li>Prioritize what’s best for the organization </li></ul><ul><li>Committed to work & personal life </li></ul><ul><li>Embrace diversity </li></ul><ul><li>Are magnets for talent </li></ul>
  10. 10. Maximizing Your Team <ul><li>Themes naturally cluster into four domains of leadership </li></ul><ul><ul><li>Executing </li></ul></ul><ul><ul><li>Influencing </li></ul></ul><ul><ul><li>Relationship Building </li></ul></ul><ul><ul><li>Strategic Thinking </li></ul></ul><ul><li>Effective leaders build teams with talent in all four domains </li></ul><ul><ul><li>They then build on each person’s strengths </li></ul></ul>
  11. 11. 34 StrenthsFinder Themes
  12. 12. Talent Line up <ul><li>Have people pick a side of the room: </li></ul><ul><ul><li>Absolutely for the idea </li></ul></ul><ul><ul><li>Absolutely against the idea </li></ul></ul><ul><li>Situations: </li></ul><ul><ul><li>Invited to a party of 100 people, you don’t know anyone that is attending. Would you go? </li></ul></ul><ul><ul><ul><li>WOO vs. Relator </li></ul></ul></ul><ul><ul><li>Asked to compete in a competition Would you do it? </li></ul></ul><ul><ul><ul><li>Competition vs. Harmony </li></ul></ul></ul><ul><ul><li>Decide to buy a new car. Buy today or buy next year? </li></ul></ul><ul><ul><ul><li>Activator vs. Analytical/Ideation/Input) </li></ul></ul></ul><ul><ul><li>Doing a team project. Give instructions or take instructions? </li></ul></ul><ul><ul><ul><li>Command vs. Harmony </li></ul></ul></ul>
  13. 13. <ul><li>One theme is not more valuable than another </li></ul><ul><ul><li>The top 5 are your signature themes </li></ul></ul><ul><ul><ul><li>1:33 million chance that you meet someone with the same top 5 in the same order as yours </li></ul></ul></ul><ul><ul><ul><li>1:250,000 chance of meeting someone who has the same top 5 </li></ul></ul></ul><ul><ul><li>It’s up to you to develop each of your talents into strengths </li></ul></ul><ul><ul><ul><li>Just because something showed up in your top 5 talents, doesn’t necessarily mean it’s one of your strengths </li></ul></ul></ul><ul><ul><ul><ul><li>If you intentionally and repeatedly use one of your top 5, they’ll become strengths </li></ul></ul></ul></ul>Themes & Not Traits
  14. 14. Executing Themes <ul><li>Achiever </li></ul><ul><li>Arranger </li></ul><ul><li>Belief </li></ul><ul><li>Consistency </li></ul><ul><li>Deliberative </li></ul><ul><li>Discipline </li></ul><ul><li>Focus </li></ul><ul><li>Responsibility </li></ul><ul><li>Restorative </li></ul>
  15. 15. Executing <ul><li>Leaders dominant in “Executing” domain, know how to make things happen. </li></ul><ul><ul><li>Implement solutions </li></ul></ul><ul><ul><li>Ability to “catch” an idea and make it reality </li></ul></ul><ul><li>Examples: </li></ul><ul><ul><li>Leader may excel at establishing a quality process using Deliberative or Discipline themes </li></ul></ul><ul><ul><li>Leader may work tirelessly toward a goal with the Achiever theme </li></ul></ul><ul><ul><li>Leader with strong Arranger theme may determine the optimal configuration of people to complete a project </li></ul></ul>
  16. 16. Influencing Themes <ul><li>Activator </li></ul><ul><li>Command </li></ul><ul><li>Communication </li></ul><ul><li>Competition </li></ul><ul><li>Maximizer </li></ul><ul><li>Self-Assurance </li></ul><ul><li>Significance </li></ul><ul><li>Woo </li></ul>
  17. 17. Influencing <ul><li>Leaders dominant in “Influencing” domain help their team reach a much broader audience. </li></ul><ul><ul><li>Sell ideas inside & outside organization </li></ul></ul><ul><ul><li>Ability to take charge and speak up </li></ul></ul><ul><li>Examples: </li></ul><ul><ul><li>Leader with Command or Self-Assurance theme will project authority and win followers </li></ul></ul><ul><ul><li>Leader using Woo or Communication theme might get people involved by getting individuals to feel comfortable and connected to the issues at hand </li></ul></ul>
  18. 18. Relationship Builder Themes <ul><li>Adaptability </li></ul><ul><li>Developer </li></ul><ul><li>Connectedness </li></ul><ul><li>Empathy </li></ul><ul><li>Harmony </li></ul><ul><li>Includer </li></ul><ul><li>Individualization </li></ul><ul><li>Positivity </li></ul><ul><li>Relator </li></ul>
  19. 19. Relationship Builder <ul><li>Leaders with dominant strength in “Relationship Building” domain are the essential glue that holds a team together. </li></ul><ul><ul><li>Unique ability to create groups </li></ul></ul><ul><ul><li>Minimize distractions </li></ul></ul><ul><li>Examples: </li></ul><ul><ul><li>Leader with Positivity or Harmony theme may work hard to minimize distractions & keep team energy high </li></ul></ul><ul><ul><li>Leader with strong Relator or Developer theme may be a great mentor and guide as they push others toward bigger and better achievements. </li></ul></ul>
  20. 20. Strategic Thinking Themes <ul><li>Analytical </li></ul><ul><li>Context </li></ul><ul><li>Futuristic </li></ul><ul><li>Ideation </li></ul><ul><li>Input </li></ul><ul><li>Intellection </li></ul><ul><li>Learner </li></ul><ul><li>Strategic </li></ul>
  21. 21. Strategic Thinking Domain <ul><li>Leaders with dominant strength in “Strategic Thinking” keep others focused on what could be </li></ul><ul><ul><li>Constantly absorbing and analyzing data </li></ul></ul><ul><ul><li>Continually stretch our thinking for the future </li></ul></ul><ul><li>Examples: </li></ul><ul><ul><li>Leader with Context or Strategic theme might explain how past events influence present circumstances </li></ul></ul><ul><ul><li>Leader with strong Ideation or Input theme may see countless opportunities for growth based on all the information </li></ul></ul>
  22. 22. Top 5 Themes Team Grid
  23. 23. Next Steps <ul><li>Roll-out StrengthsFinder 2.0 at POA </li></ul><ul><ul><li>Objective and Outline </li></ul></ul><ul><ul><li>“ Four Keys Guide” – additional copies shipped to Managers post POA </li></ul></ul><ul><li>Discuss individual contributor survey results </li></ul><ul><li>Conduct Four Keys Interview with team </li></ul><ul><ul><li>Incorporate insights into action plan </li></ul></ul><ul><li>Q & A </li></ul>

Editor's Notes

  • (Patrick-Chris-Eric) Talent is defined as, “a recurring pattern of thought, feeling, or behavior that can be productively applied.” Skills, Knowledge, and Talents - What is the difference? Skills and knowledge can be taught, talents cannot Skills are the “how to’s” of a role and can be transferred Knowledge is simply “what you are aware of” Factual knowledge is things you know Experimental knowledge is understandings picked up along life
  • Eric
  • Chris Tie in the OZ principle Start, Stop &amp; Continue
  • (Patrick-Chris) Talent is defined as, “a recurring pattern of thought, feeling, or behavior that can be productively applied.” Skills, Knowledge, and Talents - What is the difference? Skills and knowledge can be taught, talents cannot Skills are the “how to’s” of a role and can be transferred Knowledge is simply “what you are aware of” Factual knowledge is things you know Experiential knowledge is understandings picked up along life
  • Chris
  • (Chris- Patrick) Take a few moments to think about this question if you need to. Once you have someone in mind, please list his/her initials. Now list the three words that best describes that person contributes to your life. Wait for group to finish. Ask for a few example of words they wrote? Gallup, in their initial studies surveyed 10,004 people. The following key themes or basic needs emerged: TRUST COMPASSION STABILITY HOPE
  • (Chris-Patrick)
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  • Eric
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  • Eric
  • Eric- Throw it out to the group
  • Chris-Patrick
  • Chris-Patrick
  • Eric
  • Eric
  • Chris-Patrick
  • Chris Patrick Eric- Hand out abbreviated notes on all 34 themes
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