1. Highlights
for
Readers

2. Chapter 1 Introduction: The How and the Why
Purpose of Chapter 1
Look ahead to the book’s strengths-based talent development content
Explore the short-term and long-term benefits of Strengths-Based Project Teams
Get an overview of foundational strengths development building blocks
Understand that the book’s content is adaptable to fit your unique project team

3. Overview of Remaining Chapters
Chapter 2: Definitions
Chapter 3: History
Chapter 4: Starting Point
Chapter 5: Mapping
Chapter 6: Process
Chapter 7: Sustaining
Chapter 8: Action Plan

4. MAPPING: CONNECTING STRENGTHS AND PROJECT MANAGEMENT5
BLOCK 6 – PROJECT TEAM: INTENTIONALLY APPLY
TALENTS – Orchestrate
STRENGTHS – Developing and applying
BLOCK 5 – PROJECT TEAM: ARTICULATE
TALENTS – Articulate the team’s collective talents, themes, and domains
STRENGTHS – Articulate the team’s collective strengths .
BLOCK 4 – PROJECT TEAM: UNDERSTAND AND APPRECIATE
TALENTS – Understand and appreciate one another’s talent lenses (ways of thinking, feeling, behaving)
STRENGTHS – Understand, appreciate, and affirm one another’s strengths
Chapter 6 4 6
Foundation Blocks
MAPPING: CONNECTING STRENGTHS AND PROJECT MANAGEMENT
BLOCK 3 – INDIVIDUAL: INTENTIONALLY APPLY
TALENTS – Invest in Talents to develop Strengths
STRENGTHS –
Leverage strengths toward individual tasks and challenges
Communicate and leverage strengths to work with others
Continue developing existing strengths
BLOCK 2 – INDIVIDUAL: ARTICULATE
TALENTS – Articulate talents
STRENGTHS – Articulate existing and potential strengths
BLOCK 1 – INDIVIDUAL: DISCOVER AND APPRECIATE
TALENTS – Discover and appreciate talents in motion
STRENGTHS – Discover and appreciate existing strengths in motion
Chapter 4 1 2 3
STRENGTHS DEVELOPMENT FOUNDATION: Learn foundational strengths-based development principles, building blocks, and tools
Chapter 3

5. Chapter 1 Key Takeaways
Multifold beneficial outcomes of becoming a Strengths- Based Project Team
Key strengths foundational blocks essential for becoming a Strengths-Based Project Team
A strengths-based project manager’s:
PM Tool Kit includes specific strengths-based tools
Role includes creating a strengths-based plan for their unique project team

6. Chapter 2 Definitions: Staying Aligned
Purpose of Chapter 2
Define and clarify terminology used in the book
Explain the PM’s role in talent development
Demonstrate how to align expectations on a project team

7. Chapter 2: Shared Expectations Example
Exhibit 2.1 Shared expectations document

8. Chapter 2 Key Takeaways Definitions of the book’s key terms
Important to align strengths and PM terminology
Shared Expectations exercise:
Helps the team communicate and stay aligned
Catalyst for maximizing the strengths of the project team

9. Chapter 3 Overview of Strengths Philosophy
Purpose of Chapter 3
Begin adding strength tools to PM Tool Kit
Understand:
Foundational strengths development building blocks for individual (project manager) development
Characteristics of Strengths-Based Project Teams
Strengths-Based Project Team approach

10. Chapter 3 3 2 1 Foundation Blocks for INDIVIDUAL Talent Development
BLOCK 3 – INDIVIDUAL: INTENTIONALLY APPLY
TALENTS – Invest in Talents to develop Strengths
STRENGTHS –
Leverage strengths toward individual tasks and challenges
Communicate and leverage strengths to work with others
Continue developing existing strengths
BLOCK 2 – INDIVIDUAL: ARTICULATE
TALENTS – Articulate talents
STRENGTHS – Articulate existing and potential strengths
BLOCK 1 – INDIVIDUAL: DISCOVER AND APPRECIATE
TALENTS – Discover and appreciate talents in motion
STRENGTHS – Discover and appreciate existing strengths in motion
Chapter 4 1 2 3

11. Chapter 3
Exhibit 3.2 Key elements for strengths development

12. Chapter 3 Key Takeaways Strengths-Based Project Teams understand:
Individual strengths development is fundamental
Strengths begin with dominant talents
Investing in dominant talents yields high return on investment
Talent investment ingredients include:
PM skills and knowledge
Practice
Strengths-Based Project Teams:
Are a collection of complementary partnerships
Maximize their project team’s collective strengths

13. Chapter 4 Developing Your Strengths as a PM
Purpose of Chapter 4
Add more tools to PM Tool Kit
Take CliftonStrengths®
Begin using strengths building blocks from Chapter 3
Discover, appreciate, articulate talents and strengths
Apply strengths in Project Manager role

14. Chapter 4
Exhibit 4.3 Working document for your Strengths Building Blocks List

15. Chapter 4 Exhibit 4.5 My Talents and Strengths Grid - Template Talent
theme
Talent Investment: Skills = Strength
Experience
Knowledge
Practice
Ways I use/could use this specific strength
My specific talent
My specific talent investments
My specific strength

16. Chapter 4
Exhibit Example of strengths building blocks lists

17. Chapter 4 Key Takeaways Strengths-Based:
Project Teams begin with the Project Manager
PMs apply their strengths in their role
PM Tool Kit contains strengths tools:
CliftonStrengths® Reports
Strengths Concepts from Chapter 3
Strengths Exercises from Chapter 4

18. Chapter 5 Connecting Strengths & PM
Purpose of Chapter 5
Connect CliftonStrengths® Themes to Project Management
Understand Theme Dynamics concept
Explore Theme Dynamics in developing Project Management strengths

19. Project Management Themes
Chapter 5
34 Talent Themes
mapped to…
Project Management Themes
Exhibit 5.1 Connecting talent themes to project management
Due to copyright permission, the actual mapping cannot be displayed here. See Exhibit 5.1 in the book on page 82.

20. Chapter 5 Team Member A Achiever® Focus® Harmony® Input® Maximizer® B
Theme Dynamics
Team Member A
Achiever®
Focus®
Harmony®
Input®
Maximizer® B
Analytical®
Arranger®
Relator®
Responsibility®
Gallup, Clifton Strengths® and the 34 theme names of Clifton Strengths® are trademarks of Gallup, Inc.  All rights reserved.  To discover your Top 5 CliftonStrengths, please visit the

21. Chapter 5 Key Takeaways
CliftonStrengths® Themes can be applied in Project Management
PM Theme Map references
Connect each Theme to Project Management
Important role of Project Manager and Team Members to:
Maximize talent potential
Apply Themes to PM roles
Pay attention to Theme Dynamics
Theme Dynamics:
Themes do not operate in silos
Dominant Themes influence each other
Essential component for teams to maximize collective talent

22. Chapter 6 Cultivating a Strengths-Based Project Team
Purpose of Chapter 6
Learn how to:
Facilitate team members’ personal strengths development
Dive into the team’s collective talent themes and strengths
Understanding
Appreciating
Articulating
Apply the collective strengths of the project team
Further develop the project team’s collective strengths

23. Chapter 6 6 5 4 Foundation Blocks for TEAM Talent Development
BLOCK 6 – PROJECT TEAM: INTENTIONALLY APPLY
TALENTS – Orchestrate
STRENGTHS – Developing and applying
BLOCK 5 – PROJECT TEAM: ARTICULATE
TALENTS – Articulate the team’s collective talents, themes, and domains
STRENGTHS – Articulate the team’s collective strengths .
BLOCK 4 – PROJECT TEAM: UNDERSTAND AND APPRECIATE
TALENTS – Understand and appreciate one another’s talent lenses (ways of thinking, feeling, behaving)
STRENGTHS – Understand, appreciate, and affirm one another’s strengths
Chapter 6 4 6

24. Chapter 6
Exhibit 6.2 A project team’s combined PM tool kit

25. Chapter 6 Key Takeaways
Apply individual strengths-based development steps to team development
Strengths-Based Project Teams:
Engage in project team strengths development
Add to and use their PM Tool Kits
Weave strengths conversations into their meetings
Apply their collective strengths toward the project
Recognize and acknowledge talents/strengths in motion

26. Chapter 7 Sustaining a Strengths-Based Culture
Purpose of Chapter 7
Explore various PM roles that impact the sustainability of a Strengths-Based Project Team culture:
Project sponsor
Functional managers
Project manager
All project team members

27. Roles for Sustaining a Strengths-Based Project Team Culture

28. Chapter 7 Key Takeaways
PM roles required for strengths-based sustainability:
Project Sponsor supports and celebrates project team accomplishments
Functional managers provide long-term consistent mentorship and development for team members
Project manager guides the project team members to function as a strengths-based team
Project team members take ownership of their strengths development and contribution to the team

29. Chapter 8 Action Plan: Make an Investment
Purpose of Chapter 8
Equip project managers and team members to:
Prepare to take strengths-based action
Break down Strengths-Based Project Team development into manageable pieces
Develop a focused action plan

30. Focused Action Plan Suggestions
Chapter 8
Focused Action Plan Suggestions
Chapter 1
Strengths List
Chapter 2
Shared Expectations
Chapter 4
CliftonStrengths® Assessment & Reports
Tabletop Name Card
Strengths Building Blocks
Talent Theme a Day
Mirror Activity
Strengths Partnership
My Talent and Strengths Grid
Chapters 4 & 6
Talents and Strengths in Motion
Chapter 5
PM Connection Map
Chapter 6
Project Team Talent Theme Wall
Project Team Collective Strengths
Chapter 6 & 7
Functional Manager Meeting
Chapter 8
Professional Development Plan

31. Organizational Knowledge Strengths Development
Chapter 8
Exhibit 8.1 Professional development plan template
Category
Organizational Knowledge
Functional Skills
Project Management
Strengths Development
Short-term goals
(1 to 6 months)
Mid-term goals
(6 months to 1 year)
Long-term goals
(Greater than 1 year)

32. Chapter 8 Key Takeaways Strengths-Based Project Team Development:
Ongoing and continuous developmental cycle
Requires investment of time and energy:
Practice, experiment, and adjust
Engage in ongoing strengths-based conversations
Continue to develop as a project manager (individual) and project team
Build on current strengths and develop new strengths
Work together to leverage strengths
Celebrate successes
Requires strengths sustainability tools, such as a Professional Development Plan

33. Appendix Appendix A: Resources Appendix B: Templates and Examples
Appendix C: Connecting Strengths to Project Management
Appendix D: Conversational Prompts for Project Teams

34. The Authors CONTACT US Martha Buelt
Website:
Connie Plowman