1. STRENGTHSFINDER: KNOW THY TEAM
Drive your performance | Leverage your natural talents | Enhance your team experience

2. Class Rules: Choice: STAY or GO?
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3. Today’s Materials: Strengths Categories (Leadership Styles)
Dark Side versus Clues to Strengths
My Strengths and My Team
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4. Today Success Is…
Basic understanding of Strengths Dynamics (Self and Team)
Clues and skills for understanding team
Takeaways to improve team communication, efficiency, and productivity
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5. Refresh: Know Thyself My Strengths Profile (5 pages) – Homework! Done?
Short Definitions
Needs
Contributions
Scavenger Hunt
Dark Side Labels
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6. Know Thyself Homework Review
Review, Share, Discuss – My Strengths Profile
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7. Strengths Dynamics
Strengths Dynamics are how each of your Strengths distinctly impact each other to create a unique expression. It’s what makes Person A’s Achiever different from Person B’s.
Combinations bridge gaps
Ex: Analytical + Individualization = Communication
Ex: Team of Strategic, Activator, & Positivity leverages Deliberative
How do you play a role inside your team (filling in the gaps)
Aligning your people’s talents behind their role (goals and objectives), developing strong teams of high performing individual contributors

8. Strengths Dynamics (Individual)
Pairing
Unsophisticated (Antagonistic)
Sophisticated (Complimentary)
Activator + Deliberative
Empathy + Competition
Belief + Harmony
Discipline + Adaptability
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9. Strengths Dynamics (Team):
Leverage each other
Examples:
Car buying: (Deliberative & Focus)
Interview: (Individualization & Connectedness)
Sales: (WOO & Relator)
Project: (Ideation, Activator, Communication, Achiever)
What opportunities exist in your organization?
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10. Dark Side Labels or Clues to Strengths?
Dark Side Labels are terms or phrases we use to describe behavior we may find displeasing.
Often times, these labels are actually underdeveloped, or unsophisticated, Strengths.
It is your job to identify these labels and assess whether or not they are, in fact, clues to Strengths.
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11. Dark Side Labels: Sophistication
Connectedness
Input
Sophisticated
Makes difficult connections, sees big picture, doesn’t sweat the small stuff
Great resource, knowledgeable, excellent memory, adds substance and value to conversations
Unsophisticated
Naïve, passive, too idealistic, hippie, makes unlikely connections
Knows a lot of worthless information, hoarder, cluttered mind, boring conversationalist
Cue slide for Dark Side Labels activity
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12. Dark Side v. Clues to Strength

13. Strengths-Based Ecosystem (SBE)
Evolving culture productively leveraging Strengths for a Thriving work environment.
Our big hairy end goal – the end game of all of this

14. Engagement and Strengths
If your manager primarily:
The chances of you being actively disengaged are:
Ignores you
40%
Focuses on weakness
22%
Focuses on strengths 1%
Actively disengaged: Employees who undermine their jobs and employers; actively participate in behaviors and activities that sink employee morale, performance, and engagement.
Each actively disengaged employee costs $2,000/year
A reported 70% of employees in America are actively disengaged
This costs the U.S. an estimated $450-$550 billion annually
Sources: Tom Rath, StrengthsFinder 2.0 (iv), State of the American Workplace, Gallup (2013)
The business application – why your organization is interested

15. Discussion: What does a Strengths based discussion look like?
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16. Magic Formula
Gallup studied leaders who built great schools, created major nonprofit organizations, led big businesses, and transformed entire nations. They have yet to find two leaders who have the exact same sequence of strengths. While two leaders may have identical expectations, the way they reach their goals is always dependent on the unique arrangement of their strengths.
The point – aligning your talents, knowledge and skills behind your goals

17. Strengths Domains
According to Gallup’s latest research, the 34 StrengthsFinder Themes naturally cluster into four domains of leadership based on a statistical factor analysis and a clinical evaluation by Gallup’s top scientists.
The point – aligning your talents, knowledge and skills behind your goals

18. Leadership Domains Mark your top five on your sheet. Executing
Influencing
Relationship Building
Strategic Thinking
Achiever
Activator
Adaptability
Analytical
Arranger
Command
Developer
Context
Belief
Communication
Connectedness
Futuristic
Consistency
Competition
Empathy
Ideation
Deliberative
Maximizer
Harmony
Input
Discipline
Self-Assurance
Includer
Intellection
Focus
Significance
Individualization
Learner
Responsibility
Woo
Positivity
Strategic
Restorative
Relator
Have individual mark where their Top 5 Talents are -

19. Executing Make things happen Implement Work tirelessly to get it done
“Catch" an idea and make it a reality
The point – aligning your talents, knowledge and skills behind your goals

20. Influencing Reach a much broader audience
Sell the team's ideas inside and outside
Take charge, speak up, and make sure your group is heard
The point – aligning your talents, knowledge and skills behind your goals

21. Relationship Building
Glue that holds a team together
Create groups and organizations that are much greater than the sum of their parts
The point – aligning your talents, knowledge and skills behind your goals

22. Strategic Thinking Keep us all focused on what could be.
Constantly absorbing and analyzing information
Continually stretch our thinking for the future.
The point – aligning your talents, knowledge and skills behind your goals

23. Discussion: What’s your Domain?
YOUR Impact on the Team
Where do your Strengths land in the domains?
Is one domain dominant?
Do you have any potential blind spots?
What does this mean for you and your team?
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24. Leadership Domains Executing Influencing Relationship Building
Strategic Thinking
Achiever
Activator
Adaptability
Analytical
Arranger
Command
Developer
Context
Belief
Communication
Connectedness
Futuristic
Consistency
Competition
Empathy
Ideation
Deliberative
Maximizer
Harmony
Input
Discipline
Self-Assurance
Includer
Intellection
Focus
Significance
Individualization
Learner
Responsibility
Woo
Positivity
Strategic
Restorative
Relator
Have individual mark where their Top 5 Talents are -

25. Strengths Matrix: Strengths, Blind Spots, Success Looks Like…
Strong Points:
Gets things done
Strong close relationships
Tight group
Potential Blind Spots:
– may appear cliquish and may not often be open to new ideas
- May struggle in communicating what they’ve accomplished and obtaining buy-in on new initiatives
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26. Strengths Pie Chart: Strengths, Blind Spots, Success Looks Like…
See notes on previous page
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27. Strengths Matrix: Strengths, Blind Spots, Success Looks Like…
Strong Points:
Gets things done
Leader provides confidence and drive
Team may be good at developing and acting on new ideas
Potential Blind Spots:
- Leader may lack follow through to ensure true completion and may need support from team
Leader may come across aggressive and not sensitive to relationships and others
Team may not be good at developing relationships with other teams, inside their team, or with customers
may appear cliquish and may not often be open to new ideas
- May struggle in communicating what they’ve accomplished and obtaining buy-in on new initiatives
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28. Strengths Pie Chart: Strengths, Blind Spots, Success Looks Like…
See notes on previous page
Some material provided by Gallup, Inc. Copyright © All rights reserved.

29. Example Team #3: Strengths, Blind Spots, Success Looks Like…
High percentage of Executing and Strategic thinking = thinks of new ideas and executes on them
Learner and Input strengths indicate depth of knowledge and information
Deliberative leader may make calculated, careful decisions – not impulsive
Arranger, Responsibility, Achiever make it happen and “own” whatever they take on
Potential Blind Spots:
Leader may miss opportunities if Deliberative is unsophisticated
High Responsibility and Achiever may burn out others
Significance and Competition unsophisticated may contribute to burnout of others and be overbearing in conversation
Low % of team in Relationship Building could indicate need to be work on relationships and strategically schedule time to truly connect as a team
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30. Your Team… Go fast alone… Go FAR together!
Where does your team land in the domains?
Are one or two domains dominant?
What are the potential blind spots for the team?
What does this mean for you and your team?
Who or What might need to be leveraged?
The point – aligning your talents, knowledge and skills behind your goals

31. My Strengths and My Team

32. Today Success Is…
Basic understanding of Strengths Dynamics (Self and Team)
Clues and skills for understanding team
Takeaways to improve team communication, efficiency, and productivity
Some material provided by Gallup, Inc. Copyright © All rights reserved.

33. Homework:
Anything you did not finish!

34. Do more than just survive. Thrive.