3. What Is TEAMWORK?
A kind of work that blends individual STRENGTHS so
that they complement each other,
and in doing so brings people together with a sense
of friendship and shared vision
So That
strengths applied in a common direction
towards meaningful goals.
3
9. A Recipe For Strengths
TALENT
X Investment
time spent practicing
developing your skills
building your knowledge base
= Strength
9
10. What Are Strengths?
By refining our dominant talents
with skill and knowledge,
we can create strengths : the ability to provide
consistent, near-perfect performance in a given
activity (Clifton & Harter, 2003)
10
11. Where We Are Now? (Gallup Survey)
What percentage of typical day do you spend
playing your strengths?
11
“Most of the time:
17%”
“Most of the time:
17%”
12. Where We Are Now? (Gallup Survey)
Which will help you be most successful?
(Weakness Fixing OR Strength Building)
12
Weakness Fixing:
59%
Weakness Fixing:
59%
Strengths Building:
41%
Strengths Building:
41%
13. Strengths Philosophy
“Individuals gain more when they build on their
talents, than when they make comparable efforts
to improve their areas of weakness” (Clifton &
Harter , 2003)
13
14. 14
Weakness Fixing Model
-All behaviors can be learned:
• If you try hard enough, you can do it.
• If you want it badly enough, you can do it.
• If you dream it, you can achieve it.
-Weakness-fixing leads to success.
16. Chance of being engaged at work when the
organization does not focus on Strengths?
(According To Gallup Survey)
16
Results Of Weakness Fixing Model
9%9%
17. 17
Strengths Building Model
-Some behaviors can be learned. Many are nearly
impossible to learn. There is a difference between
talent, skills, and knowledge.
-The best in a role deliver the same outcomes, but use
different behaviors.
-Weakness-fixing prevents failure. Strengths-building
leads to success.
19. 19
Results Of Strengths Building Model
Chance of being engaged at work when the
organization focus on Strengths?
(According To Gallup Survey)
73%73%
20. Engagement At Work
20
“Our team
beat the
record
again?”
ENGAGED
“Let’s go for
lunch early”
NOT-ENGAGED
“Our
leadership is
really
screwed up”
ACTIVELY
DISENGAGED
21. Knowing Our Strengths
Most people think they
know what they are good at.
They are usually wrong….
(Business guru, Peter Drucker
1909-2005)
21
22. What Are Strengths?
Most of us:
Little /no answers of strengths
Confuse strengths with knowledge
Keen awareness of weaknesses (Parents,
Schools, Employers)
22
23. What Are Strengths?
#1:
Myth: As you grow, your
personality changes
Truth: As you grow, you
become more of who you
already are
23
24. What Are Strengths?
#2:
Myth: You will grow
the most in your areas
of greatest weakness
Truth: You will grow
the most in your areas
of greatest strengths
24
25. What Are Strengths?
#3:
Myth: A good team member
does whatever it takes to
help the team
Truth: A good team member
deliberately volunteers his
strengths to the team most
of the time
25
26. What Are Strengths?
Strengths:
Before doing an activity: You look forward to do it
While doing it: You feel effective
After doing it: You feel fulfilled & authentic
26
27. What Are Strengths?
4 S.I.G.N Of Strengths:
1-Success: Self-Efficacy, Activities that
Fulfill and sustain
Energize
Generate positive feelings
2-Instinct: Activities that
You are drawn to
You volunteer for
You look forward to
May be a bit scary 27
28. What Are Strengths?
4 S.I.G.N Of Strengths:
3-Growth: Activities that
Feel easy and effortless
Don’t seem to require you to concentrate
Make time speed by
Bring you happiness
4-Needs: Activities that
Seems to fill innate need
Feel authentic and correct
Feel satisfying
Charge your “batteries”
28
29. Why Focus On Strengths?
29
Speed: People operating from strength learn the
role faster and adapt to more variance in the role
quicker.
Productivity and Precision: People operating
from strength produce significantly more at
higher quality.
Longevity and Attendance: People operating
from strength stay longer, miss less work, and
build stronger customer relationships.
30. Recognizing & Putting Talent
To Work
30
Nearly a decade ago, Gallup unveiled the result of
a landmark 30-year research project that ignited a
global conversation on the topic of strengths.
31. Recognizing & Putting Talent
To Work
31
Results of the research are 34 themes that were
developed that became the common language for
talent. These are very specific terms that describe
what people do well.
33. References:
StrengthsFinder 2.0 ; Tom Rath ; Gallup Press; 2007
Strengths Based Leadership; Tom Rath , Barry Conchie; Gallup Press; 2008
Comprehensive Strengths Based Approach To The First-Year Experience; Laurie
A. Schreiner, Ph.D.; Eileen Hulme, Ph.D.; Azusa Pacific University: 2006 Annual
Conference on the First-Year Experience
Building A Strengths-Based Organization (International Facilities Management
Association Austin, Texas, May 13, 2010, Melinda Figeley Dean, SPHR
National Association of State Auditors, Comptrollers and Treasurers ;August 21,
2006;Omaha, Nebraska
Strengths-Based Performing Teams, Facilitator; Presenter: Chiquita T. Tuttle,
MBA, Marketing Management & Health Care Consulting, LLC, Oakland,
California 94605, Bananactt@comcast.net
Strengths and Leadership; Presented by: Jeremy David Jones
33
