1. Mohawk College Strengths and Innovation Conversations

2. The Four Drivers of Innovation
Finding and Fostering Talent
Managers Matter
Relationships Matter Too
Keeping the Right Leaders

3. Sign in with YOUR Signature!

4. Why Learn About Strengths?
Strengths are qualities that empower people to do specific things very well
Gallup research shows that highly successful people learn to play to their strengths and manage/minimize their weaknesses

5. Research on the Best of the Best Indicates . . .
High achievers excel because they more fully develop and apply their strengths and talents
High achievers find ways to apply their strengths to their tasks
High achievers build their lives around their strengths

6. What is a Strength?
Attitudes that sustain efforts toward achievement and excellence
Behavior patterns that make a person effective
Beliefs that empower a person to succeed
Motivations that propel a person to take action and maintain the energy needed to achieve
Thought patterns that make a person efficient/effective

7. Definition of a Strength
A recurring pattern of thought feeling or behavior . . .
When productively applied . . .
Predict “near perfect” performance.

8. Go Put Your Strengths to Work

9. Are YOU a 20%er?

10. Strengths Lens Myth #1: As you grow, your personality changes
Truth: As you grow, you become more of who you already are.
Myth #2: You will grow the most in your areas of greatest weakness.
Truth: You will grow the most in your areas of greatest strength.
Myth #3: A good team member does whatever it takes to help the team.
Truth: A good team member deliberately volunteers his or her strengths to the team most of the time.

11. Five Clues to Talent Rapid Yearning Learning Flow Glimpses of
Excellence
Satisfaction

12. Balconies and Basements

13. Think of a Time When You Were at Your Best . . .
Linking Strengths to Performance
Discover/Integrate

14. Critical Activities and Strengths
Can see link between strengths and past or current behavior?

15. Talent and Performance
Can use knowledge of strengths to strategize, analyze, and direct performance?

16. Talents and Performance

17. What if INNOVATION is the Performance Target?

18. The Four Drivers of Innovation
Finding and Fostering Talent
Managers Matter
Relationships Matter Too
Keeping the Right Leaders

19. Three Types of Employees
Engaged
Not-Engaged
Actively Disengaged

21. Maximizing Team Effectiveness!

22. Rule of 5

23. The Potential
How might engagement be facilitated with a focus on strengths leading to excellent value-added experiences, versus a focus on deficiency?

24. The Potential
How might leadership be enhanced on campuses and in organizations with a collaborative focus on learning and applying strengths across the life of the college and organization?

25. The Potential
What might happen if you and the change agents on your campus/organization introduce and develop strengths to build the momentum toward everyone’s potential in becoming the “best of the best” in the process of learning, working and living?