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"People strong in the Maximizer theme focus on strengths as a way to stimulate personal and group excellence. They seek to transform something strong into something superb." (Clifton StrengthsFinder® Quick Reference Card)
"Excellence, not average, is your measure. Taking something from below average to slightly above average takes a great deal of effort and in your opinion is not very rewarding. Transforming something strong into something superb takes just as much effort but is much more thrilling. Strengths, whether yours or someone else's, fascinate you. Like a diver after pearls, you search them out, watching for the telltale signs of a strength. A glimpse of untutored excellence, rapid learning, a skill mastered without recourse to steps -- all these are clues that a strength may be in play. And having found a strength, you feel compelled to nurture it, refine it, and stretch it toward excellence. You polish the pearl until it shines. This natural sorting of strengths means that others see you as discriminating. You choose to spend time with people who appreciate your particular strengths. Likewise, you are attracted to others who seem to have found and cultivated their own strengths. You tend to avoid those who want to fix you and make you well rounded. You don't want to spend your life bemoaning what you lack. Rather, you want to capitalize on the gifts with which you are blessed. It's more fun. It's more productive. And, counterintuitively, it is more demanding." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"People strong in the Achiever theme have a great deal of stamina and work hard. They take great satisfaction from being busy and productive." (Clifton StrengthsFinder Quick Reference Card)
"Your Achiever theme helps explain your drive. Achiever describes a constant need for achievement. You feel as if every day starts at zero. By the end of the day you must achieve something tangible in order to feel good about yourself. And by "every day" you mean every single day -- workdays, weekends, vacations. No matter how much you may feel you deserve a day of rest, if the day passes without some form of achievement, no matter how small, you will feel dissatisfied. You have an internal fire burning inside you. It pushes you to do more, to achieve more. After each accomplishment is reached, the fire dwindles for a moment, but very soon it rekindles itself, forcing you toward the next accomplishment. Your relentless need for achievement might not be logical. It might not even be focused. But it will always be with you. As an Achiever you must learn to live with this whisper of discontent. It does have its benefits. It brings you the energy you need to work long hours without burning out. It is the jolt you can always count on to get you started on new tasks, new challenges. It is the power supply that causes you to set the pace and define the levels of productivity for your work group. It is the theme that keeps you moving." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Work environments that provide incentives for quality or productivity are likely to bring out your best efforts." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Find a place where productivity, stamina, intensity and drive for completion will make you a valued team member." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Select jobs in which you have the leeway to work as hard as you want, and in which you are encouraged to measure your own productivity. You will feel stretched and alive in these environments. Choose to work with other hard workers." "Achiever: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/622/achiever.aspx
"Roles that challenge you and reward your hard work." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS
"Self-Starter - Likes to be busy; enjoys new goals that stretch them (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide)."
Accountant, medical records technician, legal secretary, court reporter, air traffic controller, and budget analyst (if your SDS has 'Conventional')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Achiever talent begins with your tremendous motivation, drive and determination. You are in constant motion to reach your goals. The second aspect of your genius is found in the types of goals you set. You have daily goals in the form of lists of things to do. Then you have future goals tied to your daily goals. Finally you have ultimate goals. Your ultimate goals are always tied to excellence. So the genius of your Achiever talent is the tremendous amount of motivation and drive you have to reach your goals and to move your goals toward being excellent in terms of performance, productivity effectiveness and efficiency. No wonder this talent is called Achiever." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
"You do not require much motivation from your supervisor. Own the fact that you might work longer hours than most people, and that you might not need as much sleep as many other people do." "Achiever: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/622/achiever.aspx
Who needs help from them: Adaptability (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
Caution: Meetings are boring for them (minimize need to attend); keep low producers away from them; beware of promoting them out of their strengths (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Accept that you might be discontented even when you achieve. " Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015.
"Make sure that in your eagerness to do more at work, you do not skimp on quality. Create measurable outcome standards to guarantee that increased productivity is matched by enhanced quality." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 442-443). Gallup Press.
Partner with someone with a strong Discipline or Focus theme. This person can help you use your energy as efficiently as possible. "Achiever: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/622/achiever.aspx
They need help from: Learner, Individualization, Discipline, Focus (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
Shadow Side Protectors for (ACHIEVER): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like ACHIEVER that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for ACHIEVER are LEARNER, INDIVIDUALIZATION, DISCIPLINE, and FOCUS. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with ACHIEVER can get caught spending their time and energy on non-priorities (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"As an achiever, you relish the feeling of being busy, yet you also need to know when you are "done." Attach timelines and measurement to goals so that effort leads to defined progress and tangible outcomes. Remember to build celebration and recognition into your life. Achievers tend to move on to the next challenge without acknowledging their successes. Counter this impulse by creating regular opportunities to enjoy your progress and accomplishments. Your drive for action might cause you to find meetings a bit boring. If that's the case, appeal to your Achiever talents by learning the objectives of each meeting ahead of time and by taking notes about progress toward those objectives during the meeting. You can help ensure that meetings are productive and efficient" More work excites you. The prospect of what lies ahead is infinitely more motivating than what has been completed. Launch initiatives and new projects. Your seemingly endless reserve of energy will create enthusiasm and momentum." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 425-433). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Set your own goals and timelines. They are often larger and more aggressive than those you are assigned. This will help you feel more in charge of sales opportunities Take time to celebrate your successes, even momentarily, before moving on to the next item. Especially in long-term sales cycles, pay attention to small wins You are naturally equipped to work harder and longer than others. Be sure to schedule regular breaks to keep your battery charged so you can stay energized every day You might find sitting still in meetings difficult. Plan ahead, understand the meeting objectives, and help move individuals steadily through information. You will feel that your time is used more efficiently when you can manage the pace." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"When there are times that require extra work, call on this person. Remember that the saying If you want to get a job done, ask a busy person" is generally true. Recognize that he [or she] likes to be busy. Sitting in meetings is likely to be very boring for him. So either let him get his work done or arrange to have him attend only those meetings where you really need him and he can be fully engaged. Help him measure what he gets done. He may well enjoy keeping track of hours, but, more important, he should have a way to measure cumulative production. Simple measures such as number of customers served, customers known by name, files reviewed, prospects contacted, or patients seen will help give him definition. Establish a relationship with this person by working alongside him. Working hard together is often a bonding experience for him. And keep low producers away from him. "Slackers" annoy him. When this person finishes a job, a rest or an easy assignment is rarely the reward he wants. He will be much more motivated if you give recognition for past achievement and then a new goal that stretches him. This person may well need less sleep and get up earlier than most. Look to him when these conditions are required on the job. Also, ask him questions such as How late did you have to work to get this done?" or When did you come in this morning?" He will appreciate this kind of attention. You may be tempted to promote him to higher-level roles simply because he is a self-starter. This may be a mistake if it leads him away from what he does best. A better course would be to pinpoint his other themes and strengths, and look for opportunities for him to do more of what he does well." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 177). Gallup Press. Kindle Edition.
BUILD TRUST
"Others respect your work ethic and dedication. Hard work and productivity are visible signs that you are someone who can be trusted to do things right. Live up to that trust. Deliver when you say you will. Establish relationships with others by working alongside them. Working hard together can be a bonding experience. When others see that youre willing to put your shoulder to the wheel and work beside them, youll make a connection. Showing people that you see yourself as an equal, not a superior, can inspire feelings of trust and respect." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 918-921). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Because setting and achieving goals is of paramount importance to you, apply this way of living to more areas. Not spending enough time with the significant people in your life? Choose someone you care about, take on a project that both of you would like to accomplish, and set a timeline. You'll feel good about what you get done and about the time you spend together. Every day, put at least one personal relationship goal on your list of things to do. Youll make people feel worthy of your time and investment "plus you'll have the satisfaction of checking the 'done' box daily." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 918-921). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
"People strong in the Arranger theme can organize, but they also have a flexibility that complements this ability. They like to figure out how all of the pieces and resources can be arranged for maximum productivity." (Clifton StrengthsFinder® Quick Reference Card)
"You are a conductor. When faced with a complex situation involving many factors, you enjoy managing all of the variables, aligning and realigning them until you are sure you have arranged them in the most productive configuration possible. In your mind there is nothing special about what you are doing. You are simply trying to figure out the best way to get things done. But others, lacking this theme, will be in awe of your ability. "How can you keep so many things in your head at once?" they will ask. "How can you stay so flexible, so willing to shelve well-laid plans in favor of some brand-new configuration that has just occurred to you?" But you cannot imagine behaving in any other way. You are a shining example of effective flexibility, whether you are changing travel schedules at the last minute because a better fare has popped up or mulling over just the right combination of people and resources to accomplish a new project. From the mundane to the complex, you are always looking for the perfect configuration. Of course, you are at your best in dynamic situations. Confronted with the unexpected, some complain that plans devised with such care cannot be changed, while others take refuge in the existing rules or procedures. You don't do either. Instead, you jump into the confusion, devising new options, hunting for new paths of least resistance, and figuring out new partnerships -- because, after all, there might just be a better way." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments that give you contact with people and allow you the freedom and flexibility to work with others and plan events." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"You may be a whiz at juggling schedules and people. Environments that call upon these talents may often be very rewarding to you." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS
"Your Arranger talents may be most obvious during stressful or chaotic times. Environments that encourage multitasking and are relatively unpredictable may bring out your best." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS
When Arranger is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Human Resources (routine and systems builder [Arranger + Discipline]); Start Up / Turnarounds/ Entrepreneur (Able to conceptualize innovations well); Research and Development (likes finding other ways of doing things); Manager or Supervisor (likes responsibility and helping different people work well together, can handle managing lots of things happening at the same time)(routine and systems builder [Arranger + Discipline]), (they commit to their employees and their success [Arranger + Relator + Focus + Self-Assurance]); Event Organizer and Planner (organizer for getting things done, helps get different people to work well together); Event or Meeting Presenter/Entertainment (highly resilient, and can bounce back from failures and difficult situations easier than most [Arranger + Self-Assurance + Futuristic + Focus + Significance]) (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Likes responsibility and getting things done; helps different people work well together; gets the right people in the right spots when launching new projects; can handle managing lots of things happening at the same time; likes finding other ways of doing things. Organizer, Manager or Supervisor - Event organizer for conventions, large parties, or company celebrations. Routine and Systems Builder - especially if they have the theme Discipline in addition to Arranger (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
Event planners, travel agents, human resource directors, city manager, or case work supervisors (StrengthsQuest, 248)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker (if your SDS has 'Social') (SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS
Lawyer, sales representative, journalist, public relations specialist, financial manager, personnel manager, athletic coach, referee, and real estate agent (and careers in the hospitality and travel industry) (if your SDS has 'Enterprising')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Arranger talent begins with what you can see and perceive. You can see patterns and perceive how things go together or could go together. Whereas most people only see things as isolated items, you see groupings and connections. The genius of your arranger perception comes to light in that you can take many different items, bits of information, factors, people, and/or events and then see patterns among and between them. This enables and empowers you to arrange items, facts and information, people, and the many things that must come together for successful events and activities. You are a genius at coordinating people and events because of your Arranger talent. Accordingly you can “multi-task” like few others. You can deal with chaotic situations by seeing how to combine and coordinate as you will see connections and linkages. But the ultimate genius of your Arranger talent is seen in what you do after you have completed a project. You go back and arrange and rearrange in your mind what you did. This results in increased effectiveness and efficiency each time you use your arranger talent." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent.
Ability to identify needs/opportunities in the marketplace and conceptualize solutions (innovation of products, services, methods, etc.); Ability to build prototypes and refine products based on ongoing research; Ability to market and advertise products (specifically event planning); Ability to recruit talent and organize personnel and corporate human relation processes; Ability to manage or supervise talent; Ability to lead existing companies (once the first product or service is established and customers exist) (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers)
Who needs help from them: Activator, Developer, Individualization, Learner, Includer, Command, Positivity, Consistency/Fairness, Communication (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
Caution: May reject someone they believe is dishonest or does shoddy work (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Futuristic, Strategic, Context (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Learn the goals of your coworkers and friends. Let them know that you are aware of their goals, and then help set them up for success. If a team needs to be created, make sure you are involved. You recognize talents, skills, and knowledge in people, and that awareness will help you get the right people in the right spots. You intuitively sense how very different people can work together. Take a close look at groups with divergent personalities and opinions, as they may have the greatest need for your Arranger talents. Be sure to keep track of ongoing deadlines for your many tasks, projects, and obligations. Although you enjoy the chance to juggle lots of activities, others with less powerful Arranger talents may become anxious if they don’t see you working on their projects frequently. Inform them of your progress to ease their fears. Seek complex, dynamic environments in which there are few routines." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 624-632). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
“Pull together the needs, wants, and schedules of the various people involved in the sales process. This will ensure a smooth progression from beginning to end…Let customers see that your flexibility allows you to accommodate their requests. You build advocacy when you find ways to help and support them…You easily sort to the best solutions, so position yourself as the person who can make complicated sales situations feel less cumbersome…Because you are typically comfortable multitasking, you will benefit from having a number of customers who are at different stages in the sales process. Help your manager see how you easily manage a full pipeline." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
“This person will thrive on responsibility, so give him [or her] as much as you are able, according to his knowledge and skill levels. He may well have the talent to be a manager or supervisor. His Arranger theme enables him to figure out how people with very different strengths can work together. When you are launching a project, give him the opportunity to choose and position the members of the project team. He is good at figuring out how each person’s strengths might add greatest value to the team. He is excited by complex, multifaceted assignments. He will thrive in situations where he has many things going on at the same time. He can be resourceful. Feel confident that you can slot him into a role where something is not working, and he will enjoy figuring out other ways of doing things. Pay attention to his other strong themes. If he also has talent for Discipline, he may be an excellent organizer, establishing routines and systems for getting things done. Understand that his modus operandi for team building is through trust and relationship. He may well reject someone who he believes is dishonest or does shoddy work." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 181). Gallup Press. Kindle Edition.
BUILD TRUST
"You want people to tell you the truth because you depend on honest feedback to make important midcourse corrections if necessary. Make sure people know that you expect the truth and that they will not be penalized for telling you exactly what they are thinking. Likewise, foster mutual respect by being honest with them. When you create new systems, plans, or ways to execute, do so with extreme transparency. Being very open about your thought process will help people understand and follow your reasoning." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1041-1050). Gallup Press. Kindle Edition
SHOW COMPASSION
"When you invest your time considering what’s right for other people and how to position them for success, they can’t help but love you for it. You may see far more clearly than they do what they can do easily and well. Tell them what you see, and give them “permission” to be who they are and to do what they do best. You will free them to have a more satisfying life if you can minimize the frustrations and maximize the joys. Sometimes others simply need you to come to the rescue. Overwhelmed with confusion and dissonance, they may be rendered emotionally helpless. When you see someone going into overload, step in and help her simplify her world. Show her how all the pieces can be arranged to fit together “and reduce the chaos.”
Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1041-1050). Gallup Press. Kindle Edition.
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Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology’s fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University ( http://business.gwu.edu/career-management-strategy-course-online/self-assessment/). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute. It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Belief theme have certain core values that are unchanging. Out of these values emerges a defined purpose for their life." (Clifton StrengthsFinder® Quick Reference Card)
"If you possess a strong Belief theme, you have certain core values that are enduring. These values vary from one person to another, but ordinarily your Belief theme causes you to be family-oriented, altruistic, even spiritual, and to value responsibility and high ethics -- both in yourself and others. These core values affect your behavior in many ways. They give your life meaning and satisfaction; in your view, success is more than money and prestige. They provide you with direction, guiding you through the temptations and distractions of life toward a consistent set of priorities. This consistency is the foundation for all your relationships. Your friends call you dependable. "I know where you stand," they say. Your Belief makes you easy to trust. It also demands that you find work that meshes with your values. Your work must be meaningful; it must matter to you. And guided by your Belief theme it will matter only if it gives you a chance to live out your values." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments that are a good fit with your own mission and beliefs will bring out your best. Seek employment in companies and organizations that exhibit a strong sense of mission - that is, a commitment to positively affecting the quality of people's lives." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that are people-oriented, that provide service to others, or that reward personal growth." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS
"Workplaces that respect your commitment to your family and allow for a balance between work and family demands." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS
When Belief is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Coach / Teacher / Mentor / Trainer / Counselor (passionate, purpose, values, and service driven); Corporate Social Responsibility Advocate/Non-Profits (passionate, purpose, values, and service driven); Sellers/Persuaders/Motivators/Advocates (genuine and authentic, has the ability to speak to others hearts); Account Managers (able to foster a values-based relationship with customers); Customer Service (purpose, values, and service driven) (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Customer Service, Mentor, Advocate - Purpose, values, and service driven; very passionate. Non-profits and corporate social responsibility initiatives (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
Clarify your values by thinking about one of your best days ever. How did your values play into the satisfaction that you received from your best day? How can you organize your life to repeat that day as often as possible? Don't be afraid to give voice to your values. This will help others know whom you are and how to relate to you. Actively seek roles that fit your values. In particular, think about joining organizations that define their purpose by the contribution they make to society. Express your values outside of the workplace by volunteering for a hospital board or a school board, or by running for an elected office. Actively cultivate friends who share your basic values. Consider your best friend. Does this person share your value system?" "Belief: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/637/belief.aspx
Providing services to individuals in need, "Helping professions such as medicine, law enforcement, social work, refugee relocation, teaching, ministry, and search-and-rescue (StrengthsQuest, 249)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker (if your SDS has 'Social') (SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Belief talent starts with the fact that you have some very deeply-held beliefs about what is true, what is unchanging, and what can be, and always will be, dependable. These beliefs go very deep. They provide personal power to stand strong no matter what. This is central to your character. But the genius of your Belief strength is what results from those beliefs. From your beliefs, you generate meaning, purpose and direction for your life and all you do. This meaning, purpose and direction translate into a tremendous amount of power, drive and motivation within you. So long as you revolve your life around your deepest values and beliefs, you will experience motivation, drive, and determination to make monumental impacts in the lives of individuals as well as groups and organizations." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to train, mentor, teach, coach, or counsel talent; Ability to build relationships and sell products (sellers, persuaders, motivators, advocates); Ability to maintain accounts and accompanying relationships; Ability to provide quality customer service; Ability to advocate and drive corporate social responsibility initiatives (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Adaptability, and anyone that might need a little more motivation or passion (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Help them understand and keep an eye on the variables that determine sustainability; their challenge is not their passion or values, rather it will be maintaining revenues or donations to maintain their ability to move things forward on the initiatives they care about; their altruism may blind them to certain realities (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
Partner with someone with a strong Futuristic theme. This person can energize you by painting a vivid picture of the direction in which your values will lead. Accept that other people might have values different from your own. Having strong Belief does not equate with being judgmental." "Belief: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/637/belief.aspx
They need help from: Futuristic (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Shadow Side Protectors for (BELIEF): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like BELIEF that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for BELIEF are FUTURISTIC. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with BELIEF develop a judgmental attitude (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"The meaning and purpose of your work will often provide direction for others. Remind people why their work is important and how it makes a difference in their lives and in the lives of others. Your Belief talents allow you to talk to the hearts of people. Develop a “purpose statement” and communicate it to your family, friends, and coworkers. Your powerful emotional appeal can give them a motivating sense of contribution. Create a gallery of letters and/ or pictures of the people whose lives you have substantially influenced. When you are feeling down or overwhelmed, remind yourself of your value by looking at this gallery. It will energize you and revive your commitment to helping others. Set aside time to ensure that you are balancing your work demands and your personal life. Your devotion to your career should not come at the expense of your strong commitment to your family." Tom Rath. StrengthsFinder 2.0 (Kindle Location 672). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
“You are genuine and motivated by more than just money. Let your customers see that you have underlying principles that define who you are, why you sell, and the value you can bring to them…Foster a values-based relationship with your customers. This will be the foundation for long-term partnerships; it will lay the groundwork for future retention and growth…Help team members and customers understand your beliefs about the products or processes you sell. For some, speaking to their hearts will cultivate a feeling of partnership that can lead to long-term commitments...Understand your customers' perspectives. You will find that negotiations are easier when you understand what is important to them and figure out how to sell to their beliefs." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
“This person will have a passion about something. Discover her [or his] passion and tie it to the work to be done. She will have some powerful permanent values. Figure out how to align her values with those of the organization. For example, talk with her about how your products and services make the lives of people better, or discuss how your company embodies integrity and trust, or give her opportunities to go above and beyond to help colleagues and customers. In this way, through her actions and words, she will make visible the values of your organization’s culture. Learn about her family and community. She will have made rock solid commitments here. You will need to understand, appreciate, and honor these commitments, and she will respect you for it. Realize that she may place more value on opportunities to provide greater levels of service than on opportunities to make more money. Find ways to enhance this natural service orientation, and you will see her at her best. You do not have to share this person’s belief system, but you do have to understand it, respect it, and apply it. If you cannot apply her values to either your goals or your organizations, you should perhaps help her find a different work situation. Otherwise, major conflicts will eventually erupt." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 182). Gallup Press. Kindle Edition.
BUILD TRUST
"Ethical behavior is the foundation of respect and trust. Integrity is an expectation. To ensure fairness and promote unity, clearly communicate to others the behaviors you will and will not tolerate. Clarity on the front end can prevent misunderstandings and damage to relationships. The talent of Belief is more about an attitude of service than it is about a certain set of moral or spiritual beliefs. Show others what it means to be a servant leader. Get a team involved in doing something outside of themselves --- something they do for the sole reason of helping another person or group. Demonstrate your Belief talents in actions that speak far louder than your words ever can. That level of integrity will earn you true respect." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1072-1081). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Your values are a deep source of meaning for you. Talk with others about what’s most meaningful in their lives. Just being a sounding board about something as important as core values builds relationships. Learn what’s most important to the people in your life, whether you’ve known them a long time or just met them. Recognize that we all come from different backgrounds and go through various stages in our lives, and be accepting. Relationships can always grow. Listening creates a connection. Some bonds will be almost instantaneous. Common values will bring you close to some people quite rapidly --- and sometimes for life. This can be a source of great joy in your life and theirs. Explore beliefs together, ask questions, and have conversations about what matters most in your lives. In these situations, relationships can grow surprisingly fast and remarkably deep. Take care not to create an “in and an” out crowd based on belief systems. Though you can never be “values neutral nor should you be, you should consider the messages you send with the judgments you make." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1072-1081). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder : "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology’s fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota ( http://www.dowhatmatters.umn.edu/), Baylor University ((http://www.baylor.edu/strengths/index.php?id=27417)), and The George Washington University ( http://business.gwu.edu/career-management-strategy-course-online/self-assessment/). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute. It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"(formerly Fairness) People strong in the Consistency theme are keenly aware of the need to treat people the same. They try to treat everyone in the world with consistency by setting up clear rules and adhering to them." (Clifton StrengthsFinder Quick Reference Card)
"Balance is important to you. You are keenly aware of the need to treat people the same, no matter what their station in life, so you do not want to see the scales tipped too far in any one person's favor. In your view this leads to selfishness and individualism. It leads to a world where some people gain an unfair advantage because of their connections or their background or their greasing of the wheels. This is truly offensive to you. You see yourself as a guardian against it. In direct contrast to this world of special favors, you believe that people function best in a consistent environment where the rules are clear and are applied to everyone equally. This is an environment where people know what is expected. It is predictable and evenhanded. It is fair. Here each person has an even chance to show his or her worth." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"(formerly Fairness) People strong in the Consistency theme are keenly aware of the need to treat people the same. They try to treat everyone in the world with consistency by setting up clear rules and adhering to them." (Clifton StrengthsFinder Quick Reference Card)
"Balance is important to you. You are keenly aware of the need to treat people the same, no matter what their station in life, so you do not want to see the scales tipped too far in any one person's favor. In your view this leads to selfishness and individualism. It leads to a world where some people gain an unfair advantage because of their connections or their background or their greasing of the wheels. This is truly offensive to you. You see yourself as a guardian against it. In direct contrast to this world of special favors, you believe that people function best in a consistent environment where the rules are clear and are applied to everyone equally. This is an environment where people know what is expected. It is predictable and evenhanded. It is fair. Here each person has an even chance to show his or her worth." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments that have regulations, policies, procedures, and guidelines firmly established are likely to feel more comfortable to you and enable you to be more effective and efficient. Less controlled environments probably will not be comfortable for you (StrengthsQuest, 254)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that are structured, predictable, and detail-oriented are likely to appeal to you. Search for environments where loyalty is valued and equally applied policies are the norm, as this emphasis on consistency will enable you to get more done (StrengthsQuest, 254)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Consistency is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Human Resources (rules, procedures, and routine creator)(able to deliver not so pleasant news); Manager or Supervisor (rules, procedures, and routine creator)(fair and equal treatment to all, compliance enforcer, recognition giver); Corporate Social Responsibility Advocate/Non-Profits (helps provide disadvantaged people with the platform they need to show their true potential); Leader (the conscience of the organization or group, offering fair and equal treatment to all); Quality Controllers (rules, procedures, and routine creator)(compliance enforcer); Recognition Givers (Identifies levels of contribution and ensures accolades get distributed appropriately); Customer Service (able to deliver not so pleasant news)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Rules, Procedures and Routine Creators - Fair-equal treatment to all; recognition giver; equality driver; identifies levels of contribution and ensures accolades get distributed appropriately; treats diverse people equally so have them help set up rules to avoid favortism; able to deliver not so pleasant news; compliance enforcer; becomes the conscience of the organization or group; helps provide disadvantaged people with the platform they need to show their true potential. Compliance, Non-profits (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
Make a list of the rules of Consistency by which you can live. These rules might be based upon certain values that you have, or upon certain policies that you consider "non-negotiables" within your organization. Counter intuitively, the more clear you are about these rules, the more comfortable you will be with individuality within these boundaries. Seek roles in which you can be a force for leveling the playing field. At work, or in your community, you can be a leader in helping provide disadvantaged people with the platform they need to show their true potential. Cultivate a reputation for pinpointing those who really deserve the credit. Ensure that respect is always given to those who truly performed the work. You can become known as the conscience of your organization. Find a role in which you can enforce compliance to a set of standards. Always be ready to challenge people who break the rules or "grease the wheels" to earn an unfair advantage for themselves. "Consistency: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/652/consistency.aspx
Quality assurance, risk management, safety compliance, law enforcement, and human resource analysis (StrengthsQuest, 254)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Accountant, medical records technician, legal secretary, court reporter, air traffic controller, and budget analyst (if your SDS has 'Conventional')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS
"Your genius strength of Consistency involves both the way you think and process information and the way you see what is fair and equitable. Whereas others often take a long time to determine what is fair and equitable, to you it is obvious. You can quickly determine what should be done so that problems are solved in ways that treat everyone in a just and equal manner. This process of determining what is equitable often involves processing a great deal of information. But the genius of your Consistency talent sorts through information and comes to equitable decisions so quickly that you may not see anything special about what you do because you do it with such ease. In your relationships, you strive to treat everyone equally and consistently. This helps you win the confidence of others. You are a great, fair and just thinker because of your Consistency talent." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to ensure products and processes meet quality requirements or that personnel meet performance expectations; Ability to provide quality customer service; Ability to advocate and drive corporate social responsibility initiatives; Ability to recruit talent and organize personnel and corporate human relation processes; Ability to manage or supervise talent (includes recognition givers and team builders); Ability to lead existing companies (once the first product or service is established and customers exist)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Adaptability (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Do not fail to be supportive to them during times of change because they are most comfortable with predictable patterns that they know work; they prefer getting tasks accomplished and decisions made rather than abstract work like brainstorming or long-range planning (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Partner with someone with a strong Maximizer or Individualization theme. This person can remind you when it is appropriate to accommodate individual differences. Keep your focus on performance. Occasionally, the Consistency theme might lead you to overemphasize how someone gets work done, and ignore what he or she gets done. "Consistency: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/652/consistency.aspx
They need help from: Maximizer, Individualization (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Make a list of the rules of consistency by which you can live. These rules might be based on certain values that you have or on certain policies that you consider “non-negotiables” Counterintuitively, the more clear you are about these rules, the more comfortable you will be with individuality within these boundaries…Cultivate a reputation for pinpointing those who really deserve credit. Make sure that respect is always given to those who truly performed the work. You can become known as the conscience of your organization or group…Keep your focus on performance. Your Consistency talents might occasionally lead you to overemphasize how someone gets work done, and ignore what he or she gets done. Because you value equality, you find it hard to deal with individuals who bend the rules to fit their situation. Your Consistency talents can help you clarify rules, policies, and procedures in ways that will ensure that they are applied uniformly across the board. Consider drafting protocols to make sure that these rules are clearly stated." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 904-906). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
“Stay committed to what you and your sales organization have promised. Customers will appreciate that you stay focused on the fair thing to do, even in difficult situations…Be the one to communicate bad news to customers. You understand the rationale behind decisions, and you can help others see why the decision was right and reasonable…You understand that at times, stronger personalities garner more attention and accolades. Steer praise to the person who has earned it--both inside the customer organization and within your own company. Others will appreciate your support, and you will develop advocates for the future…Find partners who can help you understand individual differences in customers. you can be the voice for evenhandedness while remaining aware that unique circumstances may dictate different solutions." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
“When it comes time to recognize the team after the completion of a project, ask this person to pinpoint each person’s contribution. She [or he] will ensure that each person receives the accolades he or she truly deserves. When you need to put consistent practices in place, ask her to help establish the routine ways of doing things for your organization. Be supportive of her during times of great change because she is most comfortable with predictable patterns that she knows work well. When in an analytical role, ask this person to work on group data rather than individual data. She is likely to be more adept at discovering generalizations that can be made about the group rather than particulars about a certain individual. If as a manager you struggle with situations where rules must be applied equally and absolutely and no favoritism must be shown, ask her to step in and deal with them. The explanations and justifications will come naturally to her. In those situations where it is necessary to treat diverse people equally, ask her to contribute to the development of the rules. She has a practical bent and thus will tend to prefer getting tasks accomplished and decisions made rather than more abstract work such as brainstorming or long-range planning." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 186). Gallup Press. Kindle Edition.
BUILD TRUST
"Cultivate trust by subjecting yourself to whatever rules or programs you approve for your group or organization. When you live by the rules, it demonstrates your respect for principle, sets the tone for equality, and encourages peaceful compliance. Though others may take advantage of the perks of their position, your egalitarian mindset likely rejects them and prefers to live by the same set of expectations and standards as the larger population in your organization. Fully adapt this “equal footing‿ policy to win respect and solidify your constituency." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition
SHOW COMPASSION
"Being able to predict how another person will act --- and react --- helps us confidently plot the course for a relationship. Think about how Consistency influences the relationships others are able to build with you. Are you always there in times of need? Do you consistently show compassion and caring? Analyze the foundations of your closest relationships, and see what you discover about the role your Consistency talents play. Then consider how you can use this pattern to expand the number of friendships in your life. When you show your appreciation for the value another person places on fairness and equity, you validate who he or she is and form the foundation of support and understanding. You may fare best in relationships with others who live their lives according to similar principles. Seek out opportunities to commend those whose values and ideals you admire. Tell them how they make the world a better place. By doing so, you show them that you notice what they do best and that you care about them." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder : "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology’s fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)"
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota ( http://www.dowhatmatters.umn.edu/), Baylor University ( http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University ((http://business.gwu.edu/career-management-strategy-course-online/self-assessment/)). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute. It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Deliberative theme are best described by the serious care they take in making decisions or choices. They anticipate the obstacles." (Clifton StrengthsFinder® Quick Reference Card)
"You are careful. You are vigilant. You are a private person. You know that the world is an unpredictable place. Everything may seem in order, but beneath the surface you sense the many risks. Rather than denying these risks, you draw each one out into the open. Then each risk can be identified, assessed, and ultimately reduced. Thus, you are a fairly serious person who approaches life with a certain reserve. For example, you like to plan ahead so as to anticipate what might go wrong. You select your friends cautiously and keep your own counsel when the conversation turns to personal matters. You are careful not to give too much praise and recognition, lest it be misconstrued. If some people don't like you because you are not as effusive as others, then so be it. For you, life is not a popularity contest. Life is something of a minefield. Others can run through it recklessly if they so choose, but you take a different approach. You identify the dangers, weigh their relative impact, and then place your feet deliberately. You walk with care." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press. Pg. 83
"Environments in which you can independently conduct thorough analysis are likely to help you be most effective (StrengthsQuest, 256)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Where you can be "a good questioner of actions, helping others to think through their decisions before moving ahead to quickly (StrengthsQuest, 256)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"You tend to be a private person, so environments where people are known for being discreet and trustworthy. Environments that expect a lot of socializing or interpersonal interaction or that demand persuasion or selling will not be as comfortable for you (StrengthsQuest, 256)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Deliberative is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Team and Culture Builders (selective and discriminating in relationships); Quality Controllers (cautious decision maker that is considerate of sensitive topics, good at handling delicate issues and conflicts, risk identifier); Negotiators (rigorous thinker and cautious decision maker capable of crafting sound business deals); Human Resources (cautious decision maker that is considerate of sensitive topics, good at handling delicate issues and conflicts)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Negotiator - Rigorous thinkers and cautious decision makers; legal, safety, accuracy; highlights risk in order to take control and reduce it; considerate of sensitive topics; handles delicate issues and conflicts; a help to people that are normally impulsive and need help thinking through their decisions; land mine identifier; selective and discriminating in their relationships. Lawyer - legal work, crafting sound business deals, ensuring compliance to regulations (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"You have naturally good judgment, so consider work in which you can provide advice and counsel. You might be especially adept at legal work, crafting sound business deals, or ensuring compliance of regulations. During times of change, consider the advantages of being conservative in your decision making. Be ready to explain these advantages to others when pressed. You have confidence in your own judgment, so always do what you think is sensible, regardless of the impact on your popularity. You see things that others do not. Whatever your role, take responsibility for helping others think through their decisions. You will soon be sought as a valuable sounding board. Don't let anyone push you into revealing too much of yourself too soon. Check people out carefully before sharing confidential information. You naturally build friendships slowly, so take pride in your small circle of good friends. "Deliberative: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/658/deliberative.aspx
"Risk analysis, financial officers, judges, and others whose work benefits from careful thinking and deliberation (StrengthsQuest, 256)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Deliberative talent is found in the quality of your decisions, choices, values, and the directions you decide to pursue. Your deliberative genius involves thinking and the fact that you will take multiple things into consideration every time you make a decision or a plan. The genius of your Deliberative talent allows you to look at an issue from multiple sides. You will “play the devil’s advocate” as you think through alternatives, values, and propositions, and you will look at multiple sides as you are learning. You will slow down the process whenever you are learning, planning or deciding. But this does not mean you are “slow minded”. Quite the opposite. This is part of your genius and results in very high quality decisions and a depth of understanding." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to ensure products and processes meet quality requirements or that personnel meet performance expectations; Ability to negotiate terms of the sale and crafting agreements; Ability to recruit talent and organize personnel and corporate human relation processes; Ability to manage or supervise talent (culture builders)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Self-assurance (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Not a greeter, rainmaker or networker; a private person; do not push to become too familiar with them too quickly; do not move them from team to team quickly as they need to be confident that those they surround themselves with can be trusted and competent; often has high expectations; give them permission to withhold their opinion until they get all the facts and have an opportunity to ponder their stance (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Partner with someone with a strong Command, Self-Assurance, or Activator theme. Together you will make many decisions, and these decisions will be sound. Explain your process of careful decision making. Clarify that you highlight risk in order to take control and reduce it. You don't want others to misconstrue your Deliberative theme for tentativeness or fear of action." "Deliberative: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/658/deliberative.aspx
They need help from: Command, Self-Assurance, Activator (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Shadow Side Protectors for (DELIBERATIVE): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like DELIBERATIVE that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for DELIBERATIVE are COMMAND, SELF-ASSURANCE, and ACTIVATOR. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with DELIBERATIVE may struggle to meet and build quality relationships with others, and to help generate revenue for their organization. Potential conflicts will arise between DELIBERATIVE and ACTIVATOR (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"Whatever your role, take responsibility for helping others think through their decisions. You can see factors that others may not see. You will soon be sought as a valuable sounding board. Explain your process of careful decision making --- that you highlight risk in order to take control and reduce it. You don’t want others to misconstrue your Deliberative talents for tentativeness or fear of action. You inspire trust because you are cautious and considerate about sensitive topics. Use these talents by taking on opportunities to handle delicate issues and conflicts. Rather than take foolhardy risks, you are apt to approach a decision cautiously. Trust your instincts when you believe that something is too good to be true. During times of change, consider the advantages of being conservative in your decision making. Be ready to explain these advantages to others. Don’t let anyone push you into revealing too much about yourself too soon. Check people out carefully before sharing confidential information. You naturally build friendships slowly, so take pride in your small circle of good friends…Give yourself permission to withhold your opinion until you get all the facts and have an opportunity to ponder your stance. You are not someone who embraces change immediately; you are apt to reflect on possible outcomes so that all the angles are covered. As a deliberative person, you function as a “brake” for more impulsive types who wish to move quickly." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1009-1018). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"You readily provide a great deal of detailed information, so make yourself ask the customer, 'Should I explain more, or is that enough for your needs?' The sales process may move forward more quickly if you take cues from the customer…Before you step in front of your customers and prospects, thoroughly gather information pertaining to them. This will help you classify which prospects have potential and which customers can grow…Invest care and precision when planning your sales approach. With your homework completed, you are more likely to respond easily to objections and proceed with confidence…Take the time to understand individual styles, motivations, and personalities. Recognizing these differences up front could help move the sales process forward smoothly." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"Do not position this person in a role that requires snap judgments. She [or he] is likely to feel uncomfortable making decisions on gut alone. Ask her to join teams or groups that tend to be impulsive. She will have a temporizing effect, adding much-needed thoughtfulness and anticipation to the mix. She is likely to be a rigorous thinker. Before you make a decision, ask her to help you identify the land mines that may derail your plans. In situations where caution is required, such as situations that are sensitive to legal, safety, or accuracy issues, ask her to take the lead. She will instinctively anticipate where the dangers might lie and how to keep your flanks protected. She is likely to excel at negotiating contracts, especially behind the scenes. As far as you can within the confines of her job description, ask her to play this role. Honor that she may be quite a private person. Unless invited, do not push to become too familiar with her too quickly. And by the same token, do not take it personally if she keeps you at arm’s length. Do not ask her to be a greeter, rainmaker, or networker for your organization. The kind of effusiveness that this role requires may not be in her repertoire. In her relationships she will be selective and discriminating. Consequently, do not move her quickly from team to team. She needs to be confident that the people she surrounds herself with are competent and can be trusted, and this confidence takes time to build. As a manager she will be known as someone who gives praise sparingly, but when she does, it is truly deserved." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 188). Gallup Press. Kindle Edition.
BUILD TRUST
"You inspire trust because you are cautious and considerate regarding sensitive topics. Use these talents by taking on opportunities to handle delicate issues and conflicts. Others respect the time you dedicate to doing things right and to doing the right things. Let them know when you need time to think before making a decision. Trust them to appreciate that you have their best interests in mind." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition.
SHOW COMPASSION
"You understand the importance and weight of each relationship, and you take this responsibility seriously. Once you’ve chosen to add someone to your life, tend the relationship well. Invest in activities and conversations that keep you close, and reveal your heart to the people who matter most. Lifetime relationships are hard to find, as you know, and they deserve and require your attention and love. Understand that your praise is rare • and precious to many. So when you commend others, consider marking the occasion with a tangible reminder of your recognition. Giving them a visible token of your appreciation will help the memory of your rare praise last for a long time." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder : ""What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology’s fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)"
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota ( http://www.dowhatmatters.umn.edu/), Baylor University ( http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University ((http://business.gwu.edu/career-management-strategy-course-online/self-assessment/)). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute. It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Discipline theme enjoy routine and structure. Their world is best described by the order they create." (Clifton StrengthsFinder® Quick Reference Card)
"Your world needs to be predictable. It needs to be ordered and planned. So you instinctively impose structure on your world. You set up routines. You focus on timelines and deadlines. You break long-term projects into a series of specific short-term plans, and you work through each plan diligently. You are not necessarily neat and clean, but you do need precision. Faced with the inherent messiness of life, you want to feel in control. The routines, the timelines, the structure, all of these help create this feeling of control. Lacking this theme of Discipline, others may sometimes resent your need for order, but there need not be conflict. You must understand that not everyone feels your urge for predictability; they have other ways of getting things done. Likewise, you can help them understand and even appreciate your need for structure. Your dislike of surprises, your impatience with errors, your routines, and your detail orientation don't need to be misinterpreted as controlling behaviors that box people in. Rather, these behaviors can be understood as your instinctive method for maintaining your progress and your productivity in the face of life's many distractions." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments in which you can maintain order for yourself and others…Your organizational talents can be useful in a wide variety of settings (StrengthsQuest, 258)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that are structured and detail-oriented, with clearly established routines and procedures, will likely bring out your best. Cluttered, unpredictable environments may not allow your Discipline talents to flourish (StrengthsQuest, 258)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Work that demands high levels of abstract thinking probably will not be comfortable for you. A daily routine and concrete expectations from others likely will enable you to be most productive (StrengthsQuest, 258)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that value attention to detail and commitment to accuracy will be a good fit for you (StrengthsQuest, 258)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Discipline is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Quality Controllers (prioritizer that increases efficiencies)(brings order to chaotic situations)(perfectionist)(preventer of costly mistakes); Human Resources (routine and systems builder [Discipline + Arranger]), (prioritizer, quality controller); Manager or Supervisor (routine and systems builder [Discipline + Arranger); Content and Presentation Creation (proof-readers)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Prioritizer, Quality Controller - Efficient routine and structure creator; establishes order and predictability; brings order to chaotic situations increasing efficiencies. As a perfectionist they should seek opportunities to peruse contracts, important communications, or financial documents for errors to help prevent costly mistakes (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Seek out roles and responsibilities where structure exists. Don't hesitate to check as often as necessary to ensure that things are right. You feel an urge to do it anyway, and soon enough others will come to expect it of you. Learn how to use a time management system. It will make you even more efficient and give you more confidence. Create routines that make you follow through systematically. Over time, people will come to appreciate this kind of rigorous predictability. Recognize that mistakes might depress you. Precision is a core part of who you are; however, you must find ways to move through these moments of annoyance to prevent becoming dragged down. Help other people add a little order to their lives. Do it in the right way and they will appreciate it." "Discipline: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/664/discipline.aspx
"Air traffic controllers, brain surgeons, tax specialists, and executive assistants (StrengthsQuest, 258)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Accountant, medical records technician, legal secretary, court reporter, air traffic controller, and budget analyst (if your SDS has 'Conventional')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Discipline talent involves your level of personal productivity and the accuracy with which you produce things. Your level of productivity and your level of accuracy stem from the way you can structure tasks and your environment. This ability to structure is key to you being productive and to your accuracy. You can take complex tasks with multiple stages and identify the steps needed to complete the tasks. Next, you structure the environment and organize the actions needed to complete the tasks. Finally, you begin organizing, re-organizing and structuring each action step that must be complete in order to produce things accurately. Finally, the genius of your discipline talent identifies the fastest and most efficient methods while maintaining the highest quality." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to ensure products and processes meet quality requirements or that personnel meet performance expectations; Ability to market and advertise products (content and presentation creators); Ability to build relationships and sell products (content and presentation creators); Ability to recruit talent and organize personnel and corporate human relation processes; Ability to manage or supervise talent (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Input, Responsibility (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Do not expect them to be comfortable in shapeless messy circumstances, or cluttered environments, they will not rest until order and predictability are restored; likes predictable responsiveness, not flexibility; mistakes might depress them; find ways to move them through these moments of annoyance to prevent them from becoming discouraged; others' clumsy processes may frustrate them, so encourage them to look beyond processes others use, to the results achieved (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Explain your Discipline theme to your close associates. Initially they might resent your perfectionism, but once you have explained how it works for you, do not be afraid to let your perfectionism show. Others will want to see it in action. Recognize that many others are not as disciplined as you are. More than likely, their clumsy process will frustrate you, so try to look beyond it, and instead assess them on their results, not on their process." "Discipline: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/664/discipline.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from:Individualization, Developer (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Accept that mistakes might depress you. Precision is a core part of who you are; however, you must find ways to move through these moments of annoyance to prevent becoming discouraged. Recognize that others may not be as disciplined as you are. More than likely, their clumsy process will frustrate you, so try to look beyond it, and focus on their results, not on their process. Exactitude is your forté; you enjoy poring over details. Seek opportunities to peruse contracts, important communications, or financial documents for errors. You can save yourself and others from making costly mistakes and looking foolish. Increasing efficiency is one of your hallmarks. You are a perfectionist at heart. Discover situations in which time or money is being wasted because of inefficiency, and create systems or procedures to improve efficiency. You not only create order, you probably also crave it in the form of a well-organized space. To completely free your Discipline talents, invest in furniture and organization systems that enable you to have “a place for everything and everything in its place.” Others may confuse your Discipline talents with rigidity. Help them understand that your discipline helps you pack more effectiveness into a day • often because you prioritize your time. When working with others who are not as disciplined, ask them to clarify deadlines so you can adjust your workload to accommodate their requests." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1108-1118). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Whether you are involved in short-term or long-term sales cycles, you will want to establish and define objectives. Use your sense of structure to help maintain control as you move through the sales process…Institute a management system to stay aware of what is happening with each customer and prospect. Clients and prospects will see that you are dependable as you track commitments and deadlines…Tell your manager and partners that you prefer structure to surprise. This will keep your internal connections running smoothly as you work sequentially through the sales cycle." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
“Give this person the opportunity to bring structure to a haphazard or chaotic situation. Since she [or he] will never be comfortable in such shapeless, messy situations --- and don’t expect her to --- she will not rest until order and predictability are restored. Clutter will annoy her. Don’t expect her to last long in a physically cluttered environment. Either charge her with cleaning it up or find her a different environment. Always give her advance notice of deadlines. She feels a need to get work done ahead of schedule, and she can’t do this if you don’t tell her the schedule. In the same vein, try not to surprise her with sudden changes in plan and priority. Surprises are distressing to her. They can ruin her day. When there are many things that need to get done in a set time period, remember her need to prioritize. Take the time to prioritize together and then, once the schedule is set, stick to it. If appropriate, ask her to help you plan and organize your own work. You might ask her to review your time management system or even your proposal for reengineering some of your department’s processes. Tell her colleagues that this is one of her strengths and encourage them to ask her for similar help. She excels at developing routines that help her work efficiently. If she is forced to work in a situation that requires flexibility and responsiveness, encourage her to devise a set number of routines, each appropriate for a certain situation. In this way she will have a predictable response to fall back on, no matter what the surprise." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 190). Gallup Press. Kindle Edition
BUILD TRUST
"You never let yourself off the hook, and others will respect you for your uncompromising standards. Hold yourself to the standards you set, and your actions will reflect your integrity. Others can count on you to make sure every detail is executed exactly right. Discipline can become the basis for trust when people see that their expectations are met time and time again. They will learn to respect your consistent delivery." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Your powerful sense of order can make you a tremendous partner to those who rely on your discipline to supplement their own. Find and celebrate the positive traits others possess that you do not, and build a relationship based on mutual appreciation. Someone learns to rely on you, and you on them, when a complementary partnership is at its best. You can show others kindness by attending to the details that they are sure to miss. Adopt the mindset of a caring friend, and seek ways to free others from the details that bog them down. You can make their lives better ---- and win appreciation at the same time." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder : "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology’s fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)"
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota ( http://www.dowhatmatters.umn.edu/), Baylor University ( http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University ((http://business.gwu.edu/career-management-strategy-course-online/self-assessment/)). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute. It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Focus theme can take a direction, follow through, and make the corrections necessary to stay on track. They prioritize, then act." (Clifton StrengthsFinder® Quick Reference Card)
"Where am I headed?" you ask yourself. You ask this question every day. Guided by this theme of Focus, you need a clear destination. Lacking one, your life and your work can quickly become frustrating. And so each year, each month, and even each week you set goals. These goals then serve as your compass, helping you determine priorities and make the necessary corrections to get back on course. Your Focus is powerful because it forces you to filter; you instinctively evaluate whether or not a particular action will help you move toward your goal. Those that don't are ignored. In the end, then, your Focus forces you to be efficient. Naturally, the flip side of this is that it causes you to become impatient with delays, obstacles, and even tangents, no matter how intriguing they appear to be. This makes you an extremely valuable team member. When others start to wander down other avenues, you bring them back to the main road. Your Focus reminds everyone that if something is not helping you move toward your destination, then it is not important. And if it is not important, then it is not worth your time. You keep everyone on point." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"You are capable of prolonged concentration and persistence, which flourishes in environments with few interruptions and little need to multi-task (StrengthsQuest, 260)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Structured environments that are predictable, detail-oriented, and reward your dependability and follow-through are likely to bring out your best (StrengthsQuest, 260)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"You might be most satisfied in roles that have identifiable goals, purposes, and objectives, and that provide opportunities to meet your longer-term goals (StrengthsQuest, 260)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Focus is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Manager or Supervisor (they commit to their employees and their success [Focus + Relator + Arranger + Self-Assurance); Leader (highly resilient, and can bounce back from failures and difficult situations easier than most [Focus + Self-Assurance + Futuristic + Significance + Arranger]); Competitors/Producers (goal setter); Quality Controllers (takes direction, follows through, makes adjustments to stay on track by keeping priorities in line), (honors deadlines); Works Well Independently (ability to work independently)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Follower/Doer - Takes direction, follows through, makes adjustments to stay on track by keeping priorities in line; honors deadlines; excellent at goal setting, summarizing decisions made during meetings, defining when actions will be taken, and setting dates for groups to reconvene and report. They should seek roles that permit them to function independently (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"When you set goals, discipline yourself to attach timelines and measurements. These will provide regular proof that you are indeed making progress. Take the time to write down your goals and refer to them often. You will feel more in control of your life this way. Seek roles in which you are asked to function independently. With your strong Focus theme you will be able to stay on track with little supervision. Be sure to tell your manager your mid-term and short-term goals. This might well give your manager the confidence to give you the room you need. Your greatest worth as a team member might be to help others set goals. At the end of each meeting, take responsibility for summarizing what was decided, for defining when these decisions will be acted upon, and for setting a date when the group will reconvene. Identify your role models. Write down in detail why you want to focus your career toward similar kinds of achievement." "Focus: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/670/focus.aspx
Accountant, medical records technician, legal secretary, court reporter, air traffic controller, and budget analyst (if your SDS has 'Conventional')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Focus talent begins with what you can do with your mind. You can focus your attention to an unusual level of concentration. That concentration enables you to amass facts and information, read with clarity of understanding, and solve problems with great precision. You can concentrate to the extent that people may come into a room you are in, and you may not hear or see them. While others pride themselves with their ability to multi-task, you know that for you, you are most productive when you concentrate on one thing at a time. Your focusing talent results in prolonged concentration to address and solve complex problems and planning processes. You learn in great depth, and because of your focusing, when you learn, plan and solve problems, your recall is remarkable." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to ensure products and processes meet quality requirements or that personnel meet performance expectations; Ability to build relationships and sell products (sellers, persuaders, motivators, advocates, competitors and high level producers); Ability to manage or supervise talent (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Adaptability, Activator, Input, Responsibility (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Don't expect this person to always be sensitive to the feelings of others; getting their work done often takes top priority (they may trample on others' feelings as they march toward the goal); does not thrive in constantly changing situations; be sure to check in on them on a regular basis; does not like unstructured meetings so stick to the agenda; encourage them to pay attention during "detours" in conversations as they may lead to valuable unanticipated discoveries (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Allow others to think, act, and talk less efficiently than you do. Sometimes their "detours" will lead to discoveries and delights. Stretch your goal-setting beyond work. If you find yourself becoming too focused on work goals, set goals regarding your personal life as well. These goals will give weight to your personal priorities and thereby help restore balance in your life." "Focus: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/670/focus.aspx
They need help from: Empathy (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Shadow Side Protectors for (FOCUS): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like FOCUS that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for FOCUS are EMPATHY. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with FOCUS may trample over others feelings causing contention, resentment, or drama in organizations (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"When you set goals, discipline yourself to include timelines and measurements. These will provide regular proof that you are indeed making progress… Your greatest worth as a team member might be helping others set goals. At the end of meetings, take responsibility for summarizing what was decided, for defining when these decisions will be acted on, and for setting a date when the group will reconvene. Others will think, act, and talk less efficiently than you do. Pay attention. Sometimes their “detours” will lead to discoveries and delights. Stretch your goal setting beyond work. If you find yourself becoming too focused on work goals, set goals for your personal life. They will give weight to your personal priorities and thereby help create balance in your life. Hours can disappear when you are intent on a task; you lose track of time. Make sure that all of your objectives are met and all of your priorities are followed by scheduling your efforts and sticking to that schedule." Tom Rath. StrengthsFinder 2.0 (Kindle Location 1203). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Put a quarterly or yearly plan into place that defines short-term and long-term goals. Then surround that plan with benchmarks that help you make those targets become reality…Think ahead three to five years, and attach quantifiable sales objectives to the future. When you clarify your definition of sales success and how you want to get it, you are likely to stay the course and make it happen…Share short-term and long-term goals with your manager and other work partners. With a tangible game plan in place, you can ask your manager to support your success…Focus on learning from the best in your environment. Knowing what you do well and incorporating it with the success model of other top performers keeps you on track as you assess long-term opportunities." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
“Set goals with timelines and then let this person figure out how to achieve them. He [or she] will work best in an environment where he can control his work events. Check in with him on a regular basis, as often as he indicates would be helpful. He will thrive on these regular check-ins because he likes talking about goals and his progress toward them. Ask him how often you should meet to discuss goals and objectives. Do not always expect him to be sensitive to the feelings of others because getting his work done often takes priority over feelings. If he also possesses a talent for Empathy, this effect will obviously be lessened. Nonetheless, always be aware of the possibility that he may trample on feelings as he marches toward his goal. He does not revel in situations of constant change. To manage this, use language that he can understand when describing the change. For example, talk about change in terms of “new goals” and “new measures of success”. Terms like this give the change trajectory and purpose. This is the way he naturally thinks. When there are projects with critical deadlines, ask him to get involved. He instinctively honors deadlines. As soon as he comes to own a project with a deadline, he will concentrate all his energies on it until it is completed. Arrange for him to attend a time management seminar. He may not naturally excel at this, but because his Focus theme pushes him to move toward his goals as fast as possible, he will appreciate the greater efficiency that time management brings. Be aware that unstructured meetings will bother him, so when he is in a meeting, try to follow the agenda." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 193). Gallup Press. Kindle Edition.
BUILD TRUST
"Others will respect you because you know what’s important, and you keep your attention there. Make sure that you’re not delegating non-essentials. Before you ask someone to do something, ask yourself if it affects ultimate performance. If it’s not worth your time, perhaps it’s not worth anyone’s time, and you don’t even have to ask. Others will trust your judgment. As a person with strong Focus talents, you know that life is about choices. Remember that everyone is responsible for their own decisions. Demonstrate to others that you understand and respect their choices in life." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (p. 163). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Take a step back and think broadly about the priorities in your life. Use your Focus talents to target not only the projects that are important, but also the people. Set goals and strategies for giving those people the time and attention they deserve as partners in your life. Include these goals on your daily to-do lists, and check off what you accomplish. In whom should you be investing at work? Who makes your life better every day through their efforts on the job? Show appreciation to those who enable you to be so efficient. Acknowledge their role in your effectiveness, and don’t forget to reach out when they need your help too." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (p. 163). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder : "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology’s fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)"
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota ( http://www.dowhatmatters.umn.edu/), Baylor University ( http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University ((http://business.gwu.edu/career-management-strategy-course-online/self-assessment/)). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute. It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Responsibility theme take psychological ownership of what they say they will do. They are committed to stable values such as honesty and loyalty. " (Clifton StrengthsFinder® Quick Reference Card)
"Your Responsibility theme forces you to take psychological ownership for anything you commit to, and whether large or small, you feel emotionally bound to follow it through to completion. Your good name depends on it. If for some reason you cannot deliver, you automatically start to look for ways to make it up to the other person. Apologies are not enough. Excuses and rationalizations are totally unacceptable. You will not quite be able to live with yourself until you have made restitution. This conscientiousness, this near obsession for doing things right, and your impeccable ethics, combine to create your reputation: utterly dependable. When assigning new responsibilities, people will look to you first because they know it will get done. When people come to you for help -- and they soon will -- you must be selective. Your willingness to volunteer may sometimes lead you to take on more than you should." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"You often take the initiative, and you always follow through, so you do not need a lot of supervision. Select work in which you can be given more and more responsibility as you progressively achieve." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Building trusting relationships with others is important to you, so choose environments in which you can surround yourself with dependable, trustworthy people. When selecting a team to join, be sure the other members are known for pulling their weight." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Managing others could be a frustrating experience for you, as their standards of responsibility might not match your own." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"You will be most productive in environments where you can fully follow through on the commitments you make to others." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Choose a work environment that focuses on outcomes rather than processes." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Responsibility is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Start Up / Turnarounds/ Entrepreneur (committed self-starters); Project Manager(likes to be accountable for the success or failure of projects), (dependable, ethical, and committed self-starter)(will not trade quality of work for speed); Competitors Producers (likes to be accountable for the success or failure of a project), (committed self-starters); Quality Controllers (will not trade quality of work for speed), (dependable and ethical); Works Well Independently (committed self-starters)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Dependable, Ethical, and Committed Self-Starters/Project Managers - Takes psychological ownership of what they say they will do, especially to their values of honesty and loyalty; will not trade quality of work for speed; likes to volunteer; does not like unfinished work; if a commitment is not met, they will "make it right". A role where they can be accountable for the success or failure of projects (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Emphasize your sense of Responsibility when job hunting. During interviews, describe your desire to be held fully accountable for the success or failure of projects, your intense dislike of unfinished work, and your need to "make it right" if a commitment is not met. Keep volunteering for more responsibility than your experience seems to warrant." "Responsibility: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/706/responsibility.aspx
"Law clerks, librarians, and executive assistants (StrengthsQuest, 272)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Accountant, medical records technician, legal secretary, court reporter, air traffic controller, and budget analyst (if your SDS has 'Conventional')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Responsibility theme is found in the depth and the quality of relationships you are able to form with people. Because you are a person of your word, people trust you. It is this trust that bonds you to others and bonds others to you. Your ability to build trusting relationships is foundational to any influence relationship. Therefore you tend to have a highly persuasive and influential impact on people. This talent can be used in leadership as people will only willingly follow those they trust, and trust is what you have the genius to generate in others. The final aspect of the genius of your Responsibility theme involves the level of commitment you can generate in others. This stems from the fact that you make such deep commitments to others and from the fact that you make such deep commitments to their full development and personal fulfillment." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
"You thrive on Responsibility and can deal with it very effectively. Align yourself with others who share your sense of Responsibility. You will thrive on the feeling of being surrounded by hands as strong as your own. Tell your manager that you work best when given the independence and freedom to follow through on your commitments. Tell your manager that you don't need to check in during a project, just at the end. You can be trusted to get it done. Take time to enjoy the completion of your commitments. Responsibility is a source of motivation for you." "Responsibility: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/706/responsibility.aspx
Ability to take an idea and convert it into customers (starting from a non-existent company or customer base); Ability to ensure products and processes meet quality requirements or that personnel meet performance expectations; Ability to build relationships and sell products (competitors and high level producers); Ability to manage or supervise projects; Ability to advocate and drive corporate social responsibility initiatives (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Responsibility (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Do no place them with lackadaisical colleagues; do not over supervise; do not over promote; may not like managing other people (it will be frustrating to them), protect them from taking on too much; sometimes they need to say no to opportunities to protect their time and energy, so help them be selective so they keep focusing on areas that matter the most to them; make sure their desire and capacity to own projects does not keep them from sharing responsibility, thereby contributing to the growth and development of others; be sure to have them clarify expectations and boundaries so they can work effectively with others without interference; be sure to create solid metrics and goals so they can gauge how effective they are at delivering on their commitments (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Push yourself to say "no." Because you are instinctively responsible, it might sometimes be very difficult to refuse opportunities. For this reason you must be selective. Ask for more responsibility in only the areas that matter most to you. Partner with someone with a strong Discipline or Focus theme. This person can help you stay on track and prevent you from becoming overloaded." "Responsibility: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/706/responsibility.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Responsibility, Discipline, Focus, Achiever (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Choose a career in which you can help others envision the future and inspire them to create it." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"You are capable of investing lots of time in producing original or creative works. Environments that reward vision and creativity, allowing you freedom to dream and invent, are likely to enable your Futuristic talents to flourish." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"People strong in the Futuristic theme are inspired by the future and what could be. They inspire others with their visions of the future." (Clifton StrengthsFinder® Quick Reference Card)
"Wouldn't it be great if... You are the kind of person who loves to peer over the horizon. The future fascinates you. As if it were projected on the wall, you see in detail what the future might hold, and this detailed picture keeps pulling you forward, into tomorrow. While the exact content of the picture will depend on your other strengths and interests -- a better product, a better team, a better life, or a better world -- it will always be inspirational to you. You are a dreamer who sees visions of what could be and who cherishes those visions. When the present proves too frustrating and the people around you too pragmatic, you conjure up your visions of the future and they energize you. They can energize others, too. In fact, very often people look to you to describe your visions of the future. They want a picture that can raise their sights and thereby their spirits. You can paint it for them. Practice. Choose your words carefully. Make the picture as vivid as possible. People will want to latch on to the hope you bring." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
When Futuristic is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Leader (highly resilient, and can bounce back from failures and difficult situations easier than most [Futuristic + Self-Assurance + Focus + Significance + Arranger]); Sellers/Persuaders/Futuristic/Motivators/Advocates (ability to inspire others through their vision)(helps others rise out of their uncertainties), (helps others embrace change); Start Up / Turnarounds/ Entrepreneur (able to conceptualize innovations well)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"Choose roles in which you can contribute your ideas about the future. For example, you might excel in entrepreneurial or start-up situations. Take time to think about the future. The more time you spend considering your ideas about the future, the more vivid your ideas will become. The more vivid your ideas, the more persuasive you will be. Seek audiences who appreciate your ideas for the future. They will expect you to make these ideas a reality, and these expectations will motivate you." "Futuristic: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/673/futuristic.aspx
Dreamer, Planner, Presentation Creator - Helps others embrace change by inspiring others with their vision of the future and what could be for their career, the organization, and the market; helps others rise out of their uncertainties. A role in which they can contribute their ideas about the future such as a guide or coach for others (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Architects, designers, commercial artists, city planners, and others whose careers provide the opportunity to envision the future." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Futuristic talent begins with your incredible ability to see the future. Your ability to envision the future provides an unusual and creative way of planning and problem solving. When confronted by a problem, you will envision where you are heading and then structure your problem solving so that each solution provides a stepping stone into the future. Likewise, all planning is done in light of the visions you have about the future. Of course your futuristic talent genius gives you a powerful basis for leadership. As Robert Greenleaf noted long ago, the great leader has a ready answer to the profound question: "What are you trying to do?" You know what you are trying to do because your futuristic talent gives you clear pictures of the future you want to build. Never forget that your visions of the future will excite the imagination of others and they will be inspired because of what your genius of Futuristic can help them see. Make your visions known to everyone because they give others hope and optimism." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to identify needs/opportunities in the marketplace and conceptualize solutions (innovation of products, services, methods, etc.); Ability to build relationships and sell products (sellers, persuaders, motivators, advocates); Ability to lead existing companies (once the first product or service is established and customers exist)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
"Motivate your colleagues with things that can be done in the future. For example, include some Futuristic ideas in each of your group meetings, or write your vision for the future and share it with your colleagues. Find a friend or colleague who possesses this theme. Set aside an hour a month for "future" discussions. Together you can push each other to greater heights of creativity and vividness." "Futuristic: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/673/futuristic.aspx
Who needs help from them: Activator, Belief, Context, Ideation, Intellection, Self-Assurance, Futuristic (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Don't expect them to think up solutions instantly, rather given them time to think, write about, and plan for the products and services your organization will need in the future; have them create sketches, step-by-step action plans, or mock-up models so others can readily grasp their intent and concept; others will need to see logical support for their futuristic thinking; get them talking about what they see for other peoples future and for the organizations future as most people are not aware of their own potential and therefore they could all benefit from this inspiring new vision of possibilities (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"When you have an opportunity to describe the future in a speech, an article, or a presentation, use as much detail as possible, because not everyone can intuitively fill the gaps like you can. "Futuristic: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/673/futuristic.aspx
"Partner with someone with a strong Activator theme. This person can remind you that you do not discover the future; you create it with the actions that you take today." "Futuristic: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/673/futuristic.aspx
They need help from: Activator, Context, Input, Intellection, Analytical (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Shadow Side Protectors for (FUTURISTIC): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains Wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like FUTURISTIC that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for FUTURISTIC are ACTIVATOR, CONTEXT, INPUT, INTELLECTION, ANALYTICAL, and FUTURISTIC. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with FUTURISTIC may fail to enjoy the present moments they experience, or remain in discovery, versus moving on to creation mode (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"People strong in the Learner theme have a great desire to learn and want to continuously improve. In particular, the process of learning, rather than the outcome, excites them." (Clifton StrengthsFinder® Quick Reference Card)
"You love to learn. The subject matter that interests you most will be determined by your other themes and experiences, but whatever the subject, you will always be drawn to the process of learning. The process, more than the content or the result, is especially exciting for you. You are energized by the steady and deliberate journey from ignorance to competence. The thrill of the first few facts, the early efforts to recite or practice what you have learned, the growing confidence of a skill mastered -- this is the process that entices you. Your excitement leads you to engage in adult learning experiences -- yoga or piano lessons or graduate classes. It enables you to thrive in dynamic work environments where you are asked to take on short project assignments and are expected to learn a lot about the new subject matter in a short period of time and then move on to the next one. This Learner theme does not necessarily mean that you seek to become the subject matter expert, or that you are striving for the respect that accompanies a professional or academic credential. The outcome of the learning is less significant than the "getting there."" Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Choose a work environment that encourages constant learning or where study is a way of life." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that value the learning process will bring out your best, particularly if you will have opportunities to develop strengths." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Learner is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Sellers/Persuaders/Motivators/Advocates (catalyzer for change to boost productivity and loyalty), (helps others embrace change); Human Resources (able to develop Team Member Training and Rewards programs for achievement in learning to boost productivity and loyalty from employees); Start Up / Turnarounds/ Entrepreneur (able to conceptualize innovations well); Consultant (a trend tracker that is good at entering into new situations and picking up new competencies or languages quickly [becoming a resident expert]); Research and Development (Trend Trackers and critical catalyzers for change)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Resident Expert, Trend Tracker, Presentation and Discussion Group Conductor, Team member Productivity and Loyalty Booster - Has a desire to learn and improve; the process of learning, rather than the outcome, excites them; may learn best through quiet reflection or by teaching others; their willingness to soak up newness can calm the fears of team members and spur them to action thereby making these individuals critical catalysts for change. A role that requires some form of technical competence, with constantly changing technologies or regulations; consulting - where they go into new situations and pick up new competencies or languages quickly; develop team member training and rewards programs for achievements in learning to boost productivity and loyalty (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Seek roles that require some form of technical competence. You will enjoy the process of acquiring and maintaining this competence. As far as possible, shift your career toward a field with constantly changing technologies or regulations. You will be energized by the challenge of keeping up. Because you are not threatened by unfamiliar information, you might excel in a consulting role (either internal or external), in which you are paid to go into new situations and pick up new competencies or languages very quickly. Refine how you learn. For example, you might learn best by teaching; if so, seek out opportunities to present to others. You might learn best through quiet reflection; if so, carve out this quiet time. Find ways to track the progress of your learning. If there are distinct levels or stages of learning within the discipline or skill, take a moment to celebrate your progression from one level to the next. If no such levels exist, create them for yourself (e.g., reading five books on the subject, or making three presentations on the subject)." "Learner: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/694/learner.aspx
"College professor (StrengthsQuest, 268)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Learner talent begins with the fact that you love to learn in many areas. It doesn't matter to you what you are learning, just so that you keep on learning something each and every day. But the genius of your learning doesn't stop there. You have thought a lot about the learning process. You know how you learn and you know what best contributes to you learning effectively and efficiently. This self- understanding provides a basis for understanding and helping other learn. With little effort, you can analyze the learning habits of others and think through how they can learn most effectively. Based on this understanding of the learning process in yourself and others, you can establish ingenious programs and services to help others become better learners, high achievers, and be better prepared for the future." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to identify needs/opportunities in the marketplace and conceptualize solutions (innovation of products, services, methods, etc.); Ability to build prototypes and refine products based on ongoing research; Ability to market and advertise products (loyalty programs); Ability to build relationships and sell products (sellers, persuaders, motivators, advocates); Ability to recruit talent and organize personnel and corporate human relation processes; Ability to provide valued insights from an outsiders
perspective, via consultation on projects (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Be a catalyst for change. Others might be intimidated by new rules, new skills, or new circumstances. Your willingness to soak up this "newness" can calm their fears and spur them to engage. Take this responsibility seriously. "Learner: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/694/learner.aspx
Who needs help from them: Achiever (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Do not let them pass their days without learning or they will look for a richer learning environment (don't need to promote them to keep them happy, just keep them learning and recognize their learning with certificates); teaching others will help refine their learning; as research supports the link between learning and performance, have them measure the degree to which they and others feel that their learning needs are being met (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
Honor your desire to learn. If you can't fulfill this need at work, take advantage of the adult educational opportunities in your community. Discipline yourself to sign up for at least one new academic or adult learning course each year. "Learner: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/694/learner.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: INDIVIDUALIZATION and DEVELOPER to ensure their talent is recognized and given the opportunity to grow (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Develop ways to track the progress of your learning. If there are distinct levels or stages of learning within a discipline or skill, take a moment to celebrate your progression from one level to the next. If no such levels exist, create them for yourself (e.g., reading five books on the subject or making three presentations on the subject). Be a catalyst for change. Others might be intimidated by new rules, new skills, or new circumstances. Your willingness to soak up this newness can calm their fears and spur them to action. Take this responsibility seriously. Research supports the link between learning and performance. When people have the opportunity to learn and grow, they are more productive and loyal. Look for ways to measure the degree to which you and others feel that your learning needs are being met, to create individualized learning milestones, and to reward achievements in learning. Honor your desire to learn. Take advantage of adult educational opportunities in your community. Discipline yourself to sign up for at least one new academic or adult learning course each year. Time disappears and your attention intensifies when you are immersed in studying or learning. Allow yourself to "follow the trail" by scheduling learning sessions during periods of time that will not be interrupted by pressing engagements." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1585-1589). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Figure out how you learn best. If you can understand and use your learning system efficiently, you will gain customer and prospect knowledge and quickly become productive. Study what has made you successful in the past. Concentrating on how you moved a former prospect to a successful close will allow you to recreate that strategy in the future.Thoroughly research your prospects before cold calls. You are at your best when you know your stuff, and this knowledge will impress decision makers and help set the stage for an efficient negotiation phase.Learn alongside your prospects and customers. Ask smart questions. When they see that you willingly invest time to learn about who they are and what they need, you may gain an edge over other sales people.Look for complicated sales roles that push you to know more. The challenge is in the knowing, and you typically find complex selling situations stimulating." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
“Position this person in roles that require him [or her] to stay current in a fast-changing field. He will enjoy the challenge of maintaining his competency. Regardless of his role, he will be eager to learn new facts, skills, or knowledge. Explore new ways for him to learn and remain motivated, lest he start hunting for a richer learning environment. For example, if he lacks opportunities to learn on the job, encourage him to take courses that interest him at the local college or association. Remember, he doesn't necessarily need to be promoted; he just needs to be learning. It is the process of learning, not the result, that energizes him. Help him track his learning progress by identifying milestones or levels that he has reached. Celebrate these milestones. In the same vein encourage this person to become the "master of trade" or "resident expert" in his field. Arrange for him to take the relevant classes. Be sure to recognize his learning with the appropriate certificates and plaques. Have this person work beside a master who will continuously push him to learn more. Ask him to conduct internal discussion groups or presentations. There may be no better way to learn than to teach others. Help him secure financial support to continue his education." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 201). Gallup Press. Kindle Edition.
BUILD TRUST
"Be honest enough to admit that you're still learning. Being vulnerable and open about your own learning puts you on par with others and indicates a mutual, not a one-sided, expectation. Respect knowledge that is superior to your own. Some leaders feel the need to be more "advanced" than their followers in every area. This is unrealistic and unproductive; it impedes progress. Show your respect through your interest and appreciation of what others know and are capable of knowing. Listen to them, and trust them to be experts in these topics." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 918-921). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Co-learning creates mutual vulnerability and discovery. When you "sign up" for learning, always consider whom you can invite to learn with you. When you care enough to ask someone else to join in your learning, you create a shared memory and a common opportunity that forges a bond. Appreciate and celebrate others' learning, be it a project completed, a certification, a good spelling test, or an improvement on a report card. Let others know that you understand the hard work and effort that goes into personal growth. Emphasize that the outcome is exciting, but you recognize the merit of their journey as well. Affirm that learning has value, as does the learner." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 918-921). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
"People strong in the Strategic theme create alternative ways to proceed. Faced with any given scenario, they can quickly spot the relevant patterns and issues." (Clifton StrengthsFinder® Quick Reference Card)
"The Strategic theme enables you to sort through the clutter and find the best route. It is not a skill that can be taught. It is a distinct way of thinking, a special perspective on the world at large. This perspective allows you to see patterns where others simply see complexity. Mindful of these patterns, you play out alternative scenarios, always asking, "What if this happened? Okay, well what if this happened?" This recurring question helps you see around the next corner. There you can evaluate accurately the potential obstacles. Guided by where you see each path leading, you start to make selections. You discard the paths that lead nowhere. You discard the paths that lead straight into resistance. You discard the paths that lead into a fog of confusion. You cull and make selections until you arrive at the chosen path -- your strategy. Armed with your strategy, you strike forward. This is your Strategic theme at work: "What if?" Select. Strike." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments that are flexible and encourage creative thought and strategy will bring out your best. Opportunities to see the big picture and plan new approaches will energize you." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Your ability to create new programs and generate multiple alternatives will be an asset to any organization you join." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that allow originality and focus more on the outcome than on the specific procedures." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Strategic is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Sellers/Persuaders/Futuristic/Motivators/Advocates (able to help others see a way when others are convinced there is no way to success); Marketers/Advertisers (dreamer and planner that is good at putting ideas into words); Start Up / Turnarounds/ Entrepreneur (dreamer and planner that is good at putting ideas into words), (able to conceptualize innovations well); Research and Development (quickly spots relevant patterns and issues, then creates alternative ways to proceed, identifying the best route forward quickly), (able to help others see a way when others are convinced there is no way to success), (dreamer and planner that is good at putting ideas into words); Content and Presentation Creation (dreamer and planner that is good at putting ideas into words)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Revolutionary Thinker and Presentation Creator, Problem Anticipator and Solver, Planner - Quickly spots relevant patterns and issues, then creates alternative ways to proceed; identifies the best route forward and does it quickly; helps others see a way when others are convinced there is no way to success; good at putting ideas into words; able to help keep a vivid vision for the future from deteriorating into an ordinary pipe dream. Needs to work for a group they feel does important work; give them access to those who feel stumped by a problem or hindered by a barrier (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Psychology, law, and consulting (StrengthsQuest,276)." Clifton, D., Anderson, E.,Schreiner, L. (2006).StrengthsQuest. New York:GALLUP PRESS.
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director (if your SDS has 'Artistic')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298) Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Strategic talent involves the way you think and generate alternatives. When faced with a problem or a dilemma you can quickly generate multiple alternatives to circumvent obstacles that prevent your progress. Sometimes you think in a backwards manner by first visualizing the outcome you want to produce and then generating multiple alternative paths to get to that objective. But your genius of Strategic doesn't simply begin and end with generating alternatives. The real genius of this strength is found in the way that you can quickly sort through the various alternative paths and determine the one that will work best and most efficiently." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
"Take the time to fully reflect or muse about a goal that you want to achieve until the related patterns and issues emerge for you. Remember that this musing time is essential to Strategic thinking. You can see repercussions more clearly than others. Take advantage of this ability by planning your range of responses in detail. There is little point in knowing where events will lead if you are not ready when they do. Talk with others about the alternative directions you see. Detailed conversations like this can help you become even better at anticipating. Trust your intuitive insights as often as possible. Even though you might not be able to explain them rationally, your intuitions are created by a brain that instinctively anticipates and projects. Have confidence in these intuitions. When the time comes, seize the moment and state your strategy with confidence. Find a group that you think does important work and contribute your Strategic thinking. You can be a leader with your ideas." "Strategic: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/718/strategic.aspx
Ability to identify needs/opportunities in the marketplace and conceptualize solutions (innovation of products, services, methods, etc.); Ability to build prototypes and refine products based on ongoing research; Ability to take an idea and convert it into customers (starting from a non-existent company or customer base); Ability to market and advertise products; Ability to market and advertise products (content and presentation creators); Ability to build relationships and sell products (sellers, persuaders, motivators, advocates); Ability to build relationships and sell products (content and presentation creators) (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Activator, Adaptability, Context, Ideation, Self-Assurance, Intellection (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Do not fail to place them at the leading edge of your organization as their ability to anticipate problems and their solutions will be invaluable; give them time to think through a situation before asking for input; have them plan their range of responses to repercussions in detail so they are ready to continue on not matter the outcome; their anticipation of potential dangers might be viewed as negativity by some but they still must share their insights and can prevent misperception of intent by pointing out not only the future obstacle, but a way to prevent or overcome it; they need to trust their insights and others should too even when they can't explain everything rationally (the reality is their brain instinctively anticipates and projects so everyone should have confidence in their projections); they need to help others understand that their strategic thinking is not an attempt to belittle others ideas (or be a naysayer), but is instead a natural propensity to consider all the facets of a plan objectively while keeping the end goal in sight; be sure to position them at the front end of new initiatives and enterprises as their insights will keep the new venture creators from developing deadly tunnel vision (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Learn how to describe what you see "down the road." Others who do not possess a strong Strategic theme may not anticipate often or well. You will need to be very persuasive if you are to help them avoid future obstacles, or to exploit the opportunities you have seen. Partner with someone with a strong Activator theme. With this person's need for action and your need for anticipation, you can forge a powerful partnership." "Strategic: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/718/strategic.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Activator, Woo, Communication (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Take the time to fully reflect or muse about a goal that you want to achieve until the related patterns and issues emerge for you. Remember that this musing time is essential to strategic thinking. You can see repercussions more clearly than others can. Take advantage of this ability by planning your range of responses in detail. There is little point in knowing where events will lead if you are not ready when you get there Your strategic thinking will be necessary to keep a vivid vision from deteriorating into an ordinary pipe dream. Fully consider all possible paths toward making the vision a reality. Wise forethought can remove obstacles before they appear. Make yourself known as a resource for consultation with those who are stumped by a particular problem or hindered by a particular obstacle or barrier. By naturally seeing a way when others are convinced there is no way, you will lead them to success. You are likely to anticipate potential issues more easily than others. Though your awareness of possible danger might be viewed as negativity by some, you must share your insights if you are going to avoid these pitfalls. To prevent misperception of your intent, point out not only the future obstacle, but also a way to prevent or overcome it. Trust your insights, and use them to ensure the success of your efforts. Help others understand that your strategic thinking is not an attempt to belittle their ideas, but is instead a natural propensity to consider all the facets of a plan objectively. Rather than being a naysayer, you are actually trying to examine ways to ensure that the goal is accomplished, come what may. Your talents will allow you to consider others' perspectives while keeping your end goal in sight. Trust your intuitive insights as often as possible. Even though you might not be able to explain them rationally, your intuitions are created by a brain that instinctively anticipates and projects. Have confidence in these perceptions." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1983-1984). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Consider alternatives as you explore the potential of your sales partnerships and the greatest opportunities for growth. This helps you understand your return on time invested as you cold call and prospect Use your 'what if' thinking to generate an extensive list of potential customers. This allows you to keep your pipeline full of new prospects Cut to the chase quickly and logically. Keep your sales presentation thorough yet to the point, thus maximizing your time discussing solutions that make sense Anticipate roadblocks and obstacles that might arise throughout the sales process. Evaluate the deals you are working on for possible hold-ups or glitches. Because you can foresee issues before they arise, this anticipation should keep the process moving toward a successful close." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
“Position this person on the leading edge of your organization. His [or her] ability to anticipate problems and their solutions will be valuable. For example, ask him to sort through all of the possibilities and find the best way forward for your department. Suggest that he report back on the best strategy. Involve him in organizational planning. Ask him, "If this happened, what should we expect?" "If that happened, what should we expect?" Always give him ample time to think through a situation before asking for his input. He needs to play out a couple of scenarios in his mind before voicing his opinion. Recognize this person's strength in the Strategic theme by sending him to a strategic planning or futurism seminar. The content will sharpen his ideas. This person is likely to have a strength for putting his ideas and thoughts into words. To refine his thinking, ask him to present his ideas to his colleagues or to write them for internal distribution. When you hear or read of strategies that worked in your field, share them with this person. It will stimulate his thinking. Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (pp. 208-209). Gallup Press. Kindle Edition.
BUILD TRUST
"When making decisions, discuss options candidly and thoroughly with those involved. Help them learn to trust your process of examining all alternatives and then working toward the optimal solution. Be aware of your own biases. Are you weighting possibilities objectively or leaning toward personal desires and comfort levels? Give each option its due. Enlist the help of a good thinking partner to ensure that your decisions are made for the right reasons. Others will respect your integrity and your desire for objectivity." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (p. 229). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Apply your strategic thinking to your relationships. Write down a list of the people who have the most positive influence in your life, and then map out specific things you can do to reinvest even more time and effort in each relationship. What are your goals for family? Close friends? What are their goals? Turn your strategic thinking talents toward these intimate partners in your life. Does someone have a dream but is seeing only obstacles? Does someone feel stuck somewhere with no options? You can help others circumvent a rocky path by pointing out alternate routes. Show that you care by helping them discover the possibilities." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (p. 229). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes). The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
"Realistic types like realistic occupations such as mechanical engineer, landscape gardener, sound technician, cook, exterminator, plumber, locksmith, or safety inspector. They usually have mechanical and athletic abilities, and they like to work outdoors and with tools and machines. They typically like to work with things more than people. The Realistic type is described as: Conforming, Frank, Genuine, Hardheaded, Honest, Materialistic, Modest, Normal, Persistent, Practical, Shy, Thrifty." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-r-occupations
Animal caretakers, mechanical engineers, airline pilots, correctional officers, fish and game wardens, ship engineers, firefighters, veterinary assistants, ski patrol, and forest rangers. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
High School students that used it, reported feeling more satisfied with their current occupational choice, were considering more alternatives than the control group, and reported less need to see a counselor immediately. Zener, T. B., Schnuelle, L. (1976). Effects of the self-directed search on high school students. Journal of Counseling Psychology. 23(4), 353-359. doi: 10.1037/0022-0167.23.4.353
College students that used it showed a greater frequency of career exploratory behavior and an increased number of occupations being considered. Dozier, V. C., Sampson Jr., J. P., Lenz, J.G., Peterson, G. W., Reardon, R.C. (2015). The Impact of the Self-Directed Search Form R Internet Version on Counselor-Free Career Exploration. Journal of Career Assessment. 23 (2), 210-224. doi:10.1177/1069072714535020
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes). The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
"Artistic types like artistic occupations such as writer, graphic designer, fashion designer, public relations representative, editor, or architect. They usually have artistic skills, enjoy creating original work and have a good imagination. The Artistic type is described as: Complicated, Disorderly, Emotional, Idealistic, Imaginative, Impractical, Impulsive, Independent, Introspective, Intuitive, Nonconforming, Open, Original." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-a-occupations
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes). The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes). The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
"Social types like social occupations such as teacher, counselor, nanny, librarian, speech therapist, or home health aide. They usually like to be around other people, are interested in how people get along, and like to help other people with their problems. They typically like to help, teach, and counsel people more than engage in mechanical or technical activities. The Social type is described as: Convincing, Cooperative, Friendly, Generous, Helpful, Idealistic, Kind, Patient, Responsible, Social, Sympathetic, Tactful, Understanding, Warm." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-s-occupations
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS
High School students that used it, reported feeling more satisfied with their current occupational choice, were considering more alternatives than the control group, and reported less need to see a counselor immediately. Zener, T. B., Schnuelle, L. (1976). Effects of the self-directed search on high school students. Journal of Counseling Psychology. 23(4), 353-359. doi: 10.1037/0022-0167.23.4.353
College students that used it showed a greater frequency of career exploratory behavior and an increased number of occupations being considered. Dozier, V. C., Sampson Jr., J. P., Lenz, J.G., Peterson, G. W., Reardon, R.C. (2015). The Impact of the Self-Directed Search Form R Internet Version on Counselor-Free Career Exploration. Journal of Career Assessment. 23 (2), 210-224. doi:10.1177/1069072714535020
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes). The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
"Enterprising types like enterprising occupations such as salesperson, contractor, entrepreneur, human resources specialist, lawyer, newscaster, or lobbyist. They usually have leadership and speaking abilities, are interested in money and politics, and like to influence people. They typically like to persuade or direct others more than work on scientific or complicated topics. The Enterprising type is described as: Acquisitive, Adventurous, Ambitious, Attention-getting, Domineering, Energetic, Extroverted, Impulsive, Optimistic, Pleasure-seeking, Popular, Self-confident, Sociable." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-e-occupations
Lawyer, sales representative, journalist, public relations specialist, financial manager, personnel manager, athletic coach, referee, and real estate agent (and careers in the hospitality and travel industry). Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
High School students that used it, reported feeling more satisfied with their current occupational choice, were considering more alternatives than the control group, and reported less need to see a counselor immediately. Zener, T. B., Schnuelle, L. (1976). Effects of the self-directed search on high school students. Journal of Counseling Psychology. 23(4), 353-359. doi: 10.1037/0022-0167.23.4.353
College students that used it showed a greater frequency of career exploratory behavior and an increased number of occupations being considered. Dozier, V. C., Sampson Jr., J. P., Lenz, J.G., Peterson, G. W., Reardon, R.C. (2015). The Impact of the Self-Directed Search Form R Internet Version on Counselor-Free Career Exploration. Journal of Career Assessment. 23 (2), 210-224. doi:10.1177/1069072714535020
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes). The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
"Conventional types like conventional occupations such as accountant, cashier, fire inspector, data manager, or proofreader. They usually have clerical and math abilities, and they like to work indoors and organize things. They typically like to follow orderly routines and meet clear standards, avoiding work that does not have clear directions. The Conventional type is described as: Careful, Inhibited, Persistent, Conforming, Obedient, Practical, Conscientious , Orderly, Thrifty, Efficient, Unimaginative." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-c-occupations
Accountant, medical records technician, legal secretary, court reporter, air traffic controller, and budget analyst. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
It is a behavior assessment tool based on the DISC theory of psychologist William Moulton Marston. He was educated at Harvard University, receiving his PhD in Psychology in 1921. In 1928, he published Emotions of Normal People, which elaborated on the DISC Theory. More than 50 million have reportedly taken the assessment since it was first introduced in 1972. Although William Moulton Marston contributed to the creation of the DISC Assessment, he did not create it. In 1956, Walter Clarke, an industrial psychologist, was able to accidentally construct the DISC assessment using William Moulton Marstons theory of the DISC model. DISC is commonly used as a tool to get to know oneself, others and behavior in interpersonal situations better. Also, some companies use the assessment as a way to screen job applicants, lead or manage their teams. Retrieved from (11/17/2015) - https://en.wikipedia.org/wiki/DISC_assessment
“Tell your manager that you work best when given the freedom to follow through on your commitments - that you don't need to check in during a project, just at the end. You can be trusted to get it done. Push yourself to say no. Because you are instinctively responsible, it might sometimes be difficult to refuse opportunities. For this reason, you must be selective. Ask for more responsibility in only the areas that matter most to you. You naturally take ownership of every project you are involved in. Make sure that your capacity to own does not keep you from sharing responsibility. Allow others the opportunity to experience the challenges of ownership. In doing so, you will contribute to their growth and development. Learn to manage your Responsibility talents by considering whether you really are the person who should be handling a particular issue. Defer to your existing responsibilities and goals before undertaking additional burdens, as you may end up skimping on quality if you have too many tasks or competing demands...Working with a like-minded, responsible colleague is satisfying for you. Be sure to clarify expectations and boundaries so that each person can feel ownership for his or her particular tasks - without stepping on each other's toes. Responsible individuals like to know they have "delivered" on their commitments, so create metrics and Responsibility to gauge how effectively you meet your obligations. Also, make sure you have explicit and concrete expectations so that there is no question regarding quality outcomes and so that you can hit the mark as promised." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1794-1797). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
“You want to be responsible for everything that happens with your customers and prospects. Look for consultative selling situations that allow you to be closely involved with all aspects of the sales cycle. You need to do what you have committed to do. Pay attention to your customer load, and allow yourself to focus where you can most effectively and efficiently spend your time... Because you are committed to quality and service, take on accounts and product lines that call for post-sale follow-through... You will embrace the feeling of following up and following through... People will easily see and value your dependability. Draw on the trust you have established with your satisfied customers by asking for referrals." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press
“This person defines himself [or herself] by his ability to live up to his commitments. It will be intensely frustrating for him to work around people who don't. As far as possible try to avoid putting him in team situations with lackadaisical teammates. He defines himself by the quality of his work. He will resist if you force him to rush his work so much that quality suffers. He dislikes sacrificing quality for speed. In discussing his work, talk about its quality first. Recognize that he is a self-starter and requires little supervision to ensure that assignments are completed. Put him in positions requiring unimpeachable ethics. He will not let you down. Periodically ask him what new responsibility he would like to assume. It is motivational for him to volunteer, so give him the opportunity. Protect him from taking on too much, particularly if he lacks a theme such as Discipline. Help him see that one more burden may result in his dropping the ball, a notion he will loathe. He may well impress you with his ability to deliver time and again. You may be so impressed that you decide to promote him to management. Be careful. He may much prefer to do a job himself than be responsible for someone else's work, in which case he will find management frustrating. Faced with this situation, help him find other ways to grow." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (pp. 204-205). Gallup Press. Kindle Edition.
BUILD TRUST
“You may be the moral conscience for others. When a person or an organization is involved in something that seems wrong, an alarm in your head will go off, and you will feel compelled to address that issue. Go to the source first; ask questions to ascertain the reality and the motive. State your concerns honestly. Whenever possible and ethical, allow the person to correct the situation on his or her own. If necessary, take the next step to right the wrong and assuage your conscience. It's important to appreciate and recognize people of moral strength and integrity. Make sure you acknowledge and affirm what's right at least as often - and preferably more often - than you point out what's wrong. Others will notice and respect you for this." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (p. 215). Gallup Press. Kindle Edition.
SHOW COMPASSION
“You can't help but feel responsible for others, especially for the people you care about most. Check in with them frequently: How are they doing? How can you help? Show your compassion every day, if you can, and know that you are adding warmth to their lives. When you make a mistake that affects someone else, go to that person as quickly as you can and try to make it right. Apologize, certainly, but go beyond apology to restitution. Own your errors in relationships and you will find yourself more easily forgiven. Intimacy will be more quickly restored." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (p. 215). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota ((http://www.dowhatmatters.umn.edu/)), Baylor University ((http://www.baylor.edu/strengths/index.php?id=27417)), and The George Washington University ((http://business.gwu.edu/career-management-strategy-course-online/self-assessment/)). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute. It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
Gallup's Clifton StrengthsFinder:"What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota ((http://www.dowhatmatters.umn.edu/)), Baylor University ((http://www.baylor.edu/strengths/index.php?id=27417)), and The George Washington University ((http://business.gwu.edu/career-management-strategy-course-online/self-assessment/)). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute. It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota ((http://www.dowhatmatters.umn.edu/)), Baylor University ((http://www.baylor.edu/strengths/index.php?id=27417)), and The George Washington University ((http://business.gwu.edu/career-management-strategy-course-online/self-assessment/)). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute. It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota ((http://www.dowhatmatters.umn.edu/)), Baylor University ((http://www.baylor.edu/strengths/index.php?id=27417)), and The George Washington University ((http://business.gwu.edu/career-management-strategy-course-online/self-assessment/)). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute. It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
BUILD TRUST
"When helping others imagine what could be, make sure that your visions are grounded in reality. Many people do not find it as easy as you do to envision what things will look like decades later, so provide as much detail as you can about what they can do to be a part of the future. A realistic attitude will help build trust and confidence in your visionary ideas. Given your natural ability to look ahead, at times you may see disturbing trends on the horizon. Even if you enjoy talking about possibilities more than problems, you may be able to help people see and eliminate potential roadblocks before they cause any difficulties. Others will come to depend on you for this and trust what you see." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 918-921). Gallup Press. Kindle Edition.
SHOW COMPASSION
"One of the best ways to make a connection with another human being is to listen. Ask the people you lead about their dreams. Have them describe their ideal future to you. Somewhere in their story, your Futuristic talents are likely to find a connection. Build on that connection by asking questions, helping them find more clarity as they put feelings to words. They will feel closer to you simply because you took an interest in their hopes and dreams for the future. You see the future more clearly than others. Do a little dreaming for people. Tell them that these dreams are possible if they set their sights on them. Perhaps you see talents in them that they are blind to, or opportunities they have not considered. Investing your time and energy in thinking about possibilities and what is good for other people shows caring and friendship. It shows you are a leader." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 918-921). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
“When you have career conferences or performance meetings with this person, keep in mind that she [or he] lives for the future. Ask her to share her vision with you--- her vision about her career, about your organization, and about the marketplace/ field in general. Give her time to think, write about, and plan for the products and services needed in the future. Carve out opportunities for her to share her perspective in company newsletters, meetings, or industry conventions. Send her any data or articles you spot that would be of interest to her. She needs grist for her futuristic mill. Put her on the organization's planning committee. Have her present her data-based vision of what the organization might look like three years hence. Have her repeat this presentation every six months or so. In this way she can refine it with new data and insight. Stimulate her by talking with her often about what could be. Ask lots of questions. Push her to make the future she sees as vivid as possible. When the organization needs its people to embrace change, ask her to put these changes in the context of the organization's future needs. Have her make a presentation or write an internal article that puts these changes in perspective. She can help others rise above their present uncertainties and become almost as excited as she is about the possibilities of the future. Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 194). Gallup Press. Kindle Edition.
"Ask your customers intelligent questions about their future. Whether they are thinking about stock price, growth in sales dollars, or increase in number of clients served, they will appreciate your connection to their future state... Help prospects and customers visualize where your products or services can take them. Explain possibilities, and link that information to retention, growth, market penetration, or other future plans. When you discuss future options, be sure to stay grounded in the present. Customers may be more willing to buy when they see how your far-reaching ideas take root in their world today Involve yourself whenever possible in the product or solution design stage with customers.You can push them beyond the here and now toward exploring opportunities and solutions for the long term... Understand your market. When you show aptitude and knowledge in the environment where you sell, you will more readily help prospects tap into what could be as they look toward the future." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"Take time to think about the future. The more time you spend considering your ideas about the future, the more vivid your ideas will become. The more vivid your ideas, the more persuasive you will be. Seek audiences who appreciate your ideas for the future. They will expect you to make these ideas a reality, and these expectations will motivate you. Find a friend or colleague who also has powerful Futuristic talents. Set aside an hour each month for "future" discussions. You can push each other to greater heights of creativity and vividness Surround yourself with people who are eager to put your vision into motion. They will feel exhilarated by your Futuristic talents, and you can harness their energy to propel the vision toward reality Your Futuristic talents could equip you to be a guide or coach for others. Unlike you, they might not be able to easily see over the horizon. If you catch a vision of what someone could be or do, don't assume that he or she is aware of that potential. Share what you see as vividly as you can. In doing so, you may inspire someone to move forward." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1254-1258). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes). The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
"Realistic types like realistic occupations such as mechanical engineer, landscape gardener, sound technician, cook, exterminator, plumber, locksmith, or safety inspector. They usually have mechanical and athletic abilities, and they like to work outdoors and with tools and machines. They typically like to work with things more than people. The Realistic type is described as: Conforming, Frank, Genuine, Hardheaded, Honest, Materialistic, Modest, Normal, Persistent, Practical, Shy, Thrifty." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-r-occupations
Animal caretakers, mechanical engineers, airline pilots, correctional officers, fish and game wardens, ship engineers, firefighters, veterinary assistants, ski patrol, and forest rangers. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
High School students that used it, reported feeling more satisfied with their current occupational choice, were considering more alternatives than the control group, and reported less need to see a counselor immediately. Zener, T. B., Schnuelle, L. (1976). Effects of the self-directed search on high school students. Journal of Counseling Psychology. 23(4), 353-359. doi: 10.1037/0022-0167.23.4.353
College students that used it showed a greater frequency of career exploratory behavior and an increased number of occupations being considered. Dozier, V. C., Sampson Jr., J. P., Lenz, J.G., Peterson, G. W., Reardon, R.C. (2015). The Impact of the Self-Directed Search Form R Internet Version on Counselor-Free Career Exploration. Journal of Career Assessment. 23 (2), 210-224. doi:10.1177/1069072714535020
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes).. The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
"Investigative types like investigative occupations such as biologist, surgeon, veterinarian, airplane pilot, translator, pharmacist, or actuary. They usually have mathematical and scientific ability but like to work alone. They typically like to explore and understand things or events rather than persuade others. The Investigative type is described as: Analytical, Cautious, Complex, Curious, Independent, Intellectual, Introverted, Methodical, Modest, Pessimistic, Precise, Rational, Reserved." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-i-occupations
Chemist, biologists, computer programmers, and researchers of all kinds. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
High School students that used it, reported feeling more satisfied with their current occupational choice, were considering more alternatives than the control group, and reported less need to see a counselor immediately. Zener, T. B., Schnuelle, L. (1976). Effects of the self-directed search on high school students. Journal of Counseling Psychology. 23(4), 353-359. doi: 10.1037/0022-0167.23.4.353
College students that used it showed a greater frequency of career exploratory behavior and an increased number of occupations being considered. Dozier, V. C., Sampson Jr., J. P., Lenz, J.G., Peterson, G. W., Reardon, R.C. (2015). The Impact of the Self-Directed Search Form R Internet Version on Counselor-Free Career Exploration. Journal of Career Assessment. 23 (2), 210-224. doi:10.1177/1069072714535020
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes). The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
"Artistic types like artistic occupations such as writer, graphic designer, fashion designer, public relations representative, editor, or architect. They usually have artistic skills, enjoy creating original work and have a good imagination. The Artistic type is described as: Complicated, Disorderly, Emotional, Idealistic, Imaginative, Impractical, Impulsive, Independent, Introspective, Intuitive, Nonconforming, Open, Original." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-a-occupations
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS. New York: GALLUP PRESS.
High School students that used it, reported feeling more satisfied with their current occupational choice, were considering more alternatives than the control group, and reported less need to see a counselor immediately. Zener, T. B., Schnuelle, L. (1976). Effects of the self-directed search on high school students. Journal of Counseling Psychology. 23(4), 353-359. doi: 10.1037/0022-0167.23.4.353
College students that used it showed a greater frequency of career exploratory behavior and an increased number of occupations being considered. Dozier, V. C., Sampson Jr., J. P., Lenz, J.G., Peterson, G. W., Reardon, R.C. (2015). The Impact of the Self-Directed Search Form R Internet Version on Counselor-Free Career Exploration. Journal of Career Assessment. 23 (2), 210-224. doi:10.1177/1069072714535020
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes). The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
"Social types like social occupations such as teacher, counselor, nanny, librarian, speech therapist, or home health aide. They usually like to be around other people, are interested in how people get along, and like to help other people with their problems. They typically like to help, teach, and counsel people more than engage in mechanical or technical activities. The Social type is described as: Convincing, Cooperative, Friendly, Generous, Helpful, Idealistic, Kind, Patient, Responsible, Social, Sympathetic, Tactful, Understanding, Warm." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-s-occupations
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
High School students that used it, reported feeling more satisfied with their current occupational choice, were considering more alternatives than the control group, and reported less need to see a counselor immediately. Zener, T. B., Schnuelle, L. (1976). Effects of the self-directed search on high school students. Journal of Counseling Psychology. 23(4), 353-359. doi: 10.1037/0022-0167.23.4.353
College students that used it showed a greater frequency of career exploratory behavior and an increased number of occupations being considered. Dozier, V. C., Sampson Jr., J. P., Lenz, J.G., Peterson, G. W., Reardon, R.C. (2015). The Impact of the Self-Directed Search Form R Internet Version on Counselor-Free Career Exploration. Journal of Career Assessment. 23 (2), 210-224. doi:10.1177/1069072714535020
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes). The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
"Enterprising types like enterprising occupations such as salesperson, contractor, entrepreneur, human resources specialist, lawyer, newscaster, or lobbyist. They usually have leadership and speaking abilities, are interested in money and politics, and like to influence people. They typically like to persuade or direct others more than work on scientific or complicated topics. The Enterprising type is described as: Acquisitive, Adventurous, Ambitious, Attention-getting, Domineering, Energetic, Extroverted, Impulsive, Optimistic, Pleasure-seeking, Popular, Self-confident, Sociable." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-e-occupations
Lawyer, sales representative, journalist, public relations specialist, financial manager, personnel manager, athletic coach, referee, and real estate agent (and careers in the hospitality and travel industry). Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
High School students that used it, reported feeling more satisfied with their current occupational choice, were considering more alternatives than the control group, and reported less need to see a counselor immediately. Zener, T. B., Schnuelle, L. (1976). Effects of the self-directed search on high school students. Journal of Counseling Psychology. 23(4), 353-359. doi: 10.1037/0022-0167.23.4.353
College students that used it showed a greater frequency of career exploratory behavior and an increased number of occupations being considered. Dozier, V. C., Sampson Jr., J. P., Lenz, J.G., Peterson, G. W., Reardon, R.C. (2015). The Impact of the Self-Directed Search Form R Internet Version on Counselor-Free Career Exploration. Journal of Career Assessment. 23 (2), 210-224. doi:10.1177/1069072714535020
Self-Directed Search (SDS): John Lewis Holland, former Professor Emeritus of Sociology at John Hopkins University created the development model known as, Holland Occupational Themes (Holland Codes). The US Department of Labor ETA has been using a version of the model in the "Interests" section of the Occupational Information Network (O*NET), since its inception during the late 1990s. The University of Missouri is now using Holland Codes to categorize their majors to make it easier for students to decide what to study. Over 35 million people are reported to have taken the Self-Directed Search.
"Conventional types like conventional occupations such as accountant, cashier, fire inspector, data manager, or proofreader. They usually have clerical and math abilities, and they like to work indoors and organize things. They typically like to follow orderly routines and meet clear standards, avoiding work that does not have clear directions. The Conventional type is described as: Careful, Inhibited, Persistent, Conforming, Obedient, Practical, Conscientious , Orderly, Thrifty, Efficient, Unimaginative." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-c-occupations
Accountant, medical records technician, legal secretary, court reporter, air traffic controller, and budget analyst. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
High School students that used it, reported feeling more satisfied with their current occupational choice, were considering more alternatives than the control group, and reported less need to see a counselor immediately. Zener, T. B., Schnuelle, L. (1976). Effects of the self-directed search on high school students. Journal of Counseling Psychology. 23(4), 353-359. doi: 10.1037/0022-0167.23.4.353
College students that used it showed a greater frequency of career exploratory behavior and an increased number of occupations being considered. Dozier, V. C., Sampson Jr., J. P., Lenz, J.G., Peterson, G. W., Reardon, R.C. (2015). The Impact of the Self-Directed Search Form R Internet Version on Counselor-Free Career Exploration. Journal of Career Assessment. 23 (2), 210-224. doi:10.1177/1069072714535020
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected ( http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1) ."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University ( http://business.gwu.edu/career-management-strategy-course-online/self-assessment/). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute. It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
People strong in the Restorative theme are adept at dealing with problems. They are good at figuring out what is wrong and resolving it. " (Clifton StrengthsFinder® Quick Reference Card)
"You love to solve problems. Whereas some are dismayed when they encounter yet another breakdown, you can be energized by it. You enjoy the challenge of analyzing the symptoms, identifying what is wrong, and finding the solution. You may prefer practical problems or conceptual ones or personal ones. You may seek out specific kinds of problems that you have met many times before and that you are confident you can fix. Or you may feel the greatest push when faced with complex and unfamiliar problems. Your exact preferences are determined by your other themes and experiences. But what is certain is that you enjoy bringing things back to life. It is a wonderful feeling to identify the undermining factor(s), eradicate them, and restore something to its true glory. Intuitively, you know that without your intervention, this thing-this machine, this technique, this person, this company-might have ceased to function. You fixed it, resuscitated it, rekindled its vitality. Phrasing it the way you might, you saved it." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
“Salvaging bad situations, turning companies around, or stepping in to solve problems no one else can seem to handle (StrengthsQuest, 273)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"An organization that needs someone to 'breathe new life' into their work. This often what you do best (StrengthsQuest, 273)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments in which you are called upon to diagnose problems and design solutions (StrengthsQuest, 273)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Restorative is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Account Managers (able to anticipate and prevent problems before they occur; does not panic under stress); Customer Service (problem identifier and solver; does not panic under stress); Quality Controllers (does not panic under stress)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Client Retention, Customer Service - Problem identifiers and solvers; discovers and removes obstacles; able to revitalize a flagging project, organization, business, or team; able to anticipate and prevent problems before they occur; does not panic under stress; engage them quickly when your organization needs immediate improvements made. A role where they get paid to solve problems, restore, and resolve: medicine, consulting, computer programming, customer service (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Seek roles in which you are paid to solve problems. You might particularly enjoy roles in medicine, consulting, computer programming, or customer service, in which your success depends on your ability to restore and resolve. Study your chosen subject closely to become adept at identifying what causes certain problems to recur. This sort of expertise will lead you to the solution that much faster. In all of your relationships, do not be afraid to let others know that you enjoy fixing problems. It comes naturally to you, but many people shy away from problems. You can help. Think through the ways you can improve your skills and knowledge. Identify the courses you can take to plug your gaps. Make a list of ways that you could help people who are disadvantaged, such as volunteering in your community or fund-raising." "Restorative: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/709/restorative.aspx ,
"Customer service reps, surgeons, or television producers (StrengthsQuest, 273)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Restorative talent is found in the way you can think and fix things. This is key to all problem solving. But your ability to fix goes beyond patching things together. The way you restore things involves bringing them back to life. Accordingly, you can have a restorative effect on relationships and in fact, entire organizations. The genius of your Restorative strength is that you are so good at figuring out what is not working, resolving that, and then guiding people to a way of being healthy and highly functional." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to ensure products and processes meet quality requirements or that personnel meet performance expectations; Ability to maintain accounts and accompanying relationships; Ability to provide quality customer service (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Maximizer (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: They should let others know they enjoy fixing problems; do not fail to celebrate each achievement; help them continually improve; don't let them be overly self-critical; encourage them to let other people solve their own problems so they can learn from their own challenges (especially if they are a manager, coach, teacher, or parent); they need to constantly improve themselves and their skills and knowledge (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Give yourself a break. Your strong Restorative theme might lead you to be overly self-critical. Try to redirect this theme either toward things about yourself that can be fixed, such as knowledge or skills (but not talent), or toward external, tangible problems. Allow other people to solve their own problems. You might want to rush in and solve things for them, but in so doing you might hinder their learning. Watch out for this, particularly if you are in a manager, coach, teacher, or parenting role." "Restorative: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/709/restorative.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: ? (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Don't be afraid to let others know that you enjoy fixing problems. It comes naturally to you, but many people shy away from problems. You can help. Give yourself a break. Your Restorative talents might lead you to be overly self-critical. Try to redirect this either toward things about yourself that can be fixed, such as knowledge or skill deficits, or toward external, tangible problems. Let other people solve their own problems. You might want to rush in and solve things for them, but by doing that, you might hinder their learning. Watch out for this, particularly if you are in a manager, coach, teacher, or parent role... Leverage your Restorative talents not only to tackle existing problems, but also to anticipate and prevent problems before they occur. Share your foresight and your solutions with others, and you will prove yourself a valuable partner. Study your chosen subject closely to become adept at identifying what causes certain problems to recur. This sort of expertise will lead you to the solution that much faster... Constant improvement is one of your hallmarks. Seek opportunities to enhance your abilities through a demanding field, activity, or endeavor that requires exceptional skill and/ or knowledge. Use your Restorative talents to think of ways to "problem proof" your work. Identify existing and potential issues, and design systems or processes to prevent errors in the future." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1840-1845). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"You're most energized when you can figure out an obstacle and overcome it. Consider taking on big challenges that give you the opportunity and reward of turning things around...You have a natural foresight for potential trouble. So tackle not only existing problems, but also anticipate and prevent difficulties before they occur...Because you naturally want to find the reasons why something did not work, routinely review your sales process. Identify why you didn't win a certain sale or grow a particular opportunity with a customer. Thinking about the 'why nots' should give you valuable insights...You have a natural awareness of challenges and solutions, so consciously apply your Restorative talents when you are cold calling. This will give you a head start as you assess opportunities and identify solutions before others do." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
“Ask this person for her [or his] observations when you want to identify a problem within your organization. Her insights will be particularly acute. Position her where she is paid to solve problems for your best customers. She enjoys the challenge of discovering and removing the obstacles. When a situation within your organization needs immediate improvement, turn to her for help. She will not panic but instead will respond in a focused, businesslike way. When she resolves a problem, make sure to celebrate the achievement. Every wrong situation righted is a success for her, and she will need you to view it as such. Show her that others have come to rely on her ability to dismantle obstacles and move forward. Offer your support when she meets a particularly thorny problem. Since she defines herself by her ability to cope, she may well feel personally defeated if the situation remains unresolved. Help her through it. Ask her in what ways she would like to improve. Agree that these improvements should serve as goals for the following six months. She will appreciate this kind of attention." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (pp. 205-206). Gallup Press. Kindle Edition.
BUILD TRUST
"People trust you because you close the loop, reinstate order, and clean up messes. You restore integrity to systems and make certain that they perform reliably. Let people know that you're willing to do this whenever the need occurs, and they will come to depend on you. You're attracted to situations that others may deem "impossible." Tell others that the more it seems like the odds are against you, the more motivated you are to resolve the problem and make things right. They will respect the intensity of your desire to tackle the tough jobs and learn to rely on you." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 207-208). Gallup Press. Kindle Edition.
"People have such appreciation for your willingness to jump in and solve problems. Your desire to put things right is a sign that you care. Solve problems before others are even aware they exist, and let people know that you did. It will demonstrate your concern and commitment. Perhaps you are most needed when people themselves feel broken. Your instincts are to run to them and offer your emotional support. Be a first responder - reach people in need as quickly as you can, and offer your support and love. They will always remember that you helped them heal from physical or emotional pain, and they will count you among their closest supporters." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 207-208). Gallup Press. Kindle Edition.
PROVIDE STABILITYPurchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPEPurchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
"People strong in the Activator theme can make things happen by turning thoughts into action. They are often impatient." (Clifton StrengthsFinder® Quick Reference Card)
"When can we start?" This is a recurring question in your life. You are impatient for action. You may concede that analysis has its uses or that debate and discussion can occasionally yield some valuable insights, but deep down you know that only action is real. Only action can make things happen. Only action leads to performance. Once a decision is made, you cannot not act. Others may worry that "there are still some things we don't know," but this doesn't seem to slow you. If the decision has been made to go across town, you know that the fastest way to get there is to go stoplight to stoplight. You are not going to sit around waiting until all the lights have turned green. Besides, in your view, action and thinking are not opposites. In fact, guided by your Activator theme, you believe that action is the best device for learning. You make a decision, you take action, you look at the result, and you learn. This learning informs your next action and your next. How can you grow if you have nothing to react to? Well, you believe you can't. You must put yourself out there. You must take the next step. It is the only way to keep your thinking fresh and informed. The bottom line is this: You know you will be judged not by what you say, not by what you think, but by what you get done. This does not frighten you. It pleases you." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Powerful Activator talents make you good at the starting line. Look for work environments that will reward you for getting people out of the blocks quickly." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Where quick decision-making is valued and there is not a lot of hierarchial structure." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Seek work in which you can make your own decisions and act upon them." "Activator: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/625/activator.aspx
When Activator is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Sellers/Persuaders/Motivators/Advocates (Stirs people into action [Activator + Command]), (Brings an aura of certainty and stability to give others comfort and security even during tough times [Activator +Command +Self-Assurance]), (Good at getting others to commit [Activator +Relator + Woo]); Closers (Good at getting others to commit [Activator +Relator + Woo]); Human Resources (Good at stirring people into action - Recruiter [Activator + Relator + Woo); Start Up / Turnarounds/ Entrepreneur (Initiates and organizes projects, makes things happen [Activator + Command])(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"Consider becoming an entrepreneur. Make a list of possible businesses you could start, grow, and sell once they show a profit. Understand that you may lose interest once an enterprise is so fine-tuned to the point that it runs on its own (StrengthsQuest, 245)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Initiates and organizes projects; makes things happen; persuader; and stirs people into action. Start-up or turnaround situations. Sales - especially if they have Command as a theme in addition to Activator. Recruiter - especially if they have Relator and Woo as themes in addition to Activator (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide)."
"Look for start-up or turn-around situations." "Activator: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/625/activator.aspx
Sellers/Persuaders/Motivators/Advocates/Closers/Human Resources (Recruiter) (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide ).
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director (if your SDS has 'Artistic')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker (if your SDS has 'Social') (SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Lawyer, sales representative, journalist, public relations specialist, financial manager, personnel manager, athletic coach, referee, and real estate agent (and careers in the hospitality and travel industry) (if your SDS has 'Enterprising')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Activator talent begins with the concept of action. You want action and you can make things happen. Most of all, the genius of your activator talent gives you the ability to see how to make things happen. Whereas others have ideas that only swim around in their minds, you can quickly see how to turn ideas into actions, programs, and services. This points to the greatest aspect of the genius of your Activator talent. You are creative and very innovative. Finally, you have a tremendous amount of motivation, energy and personal power when it comes to taking an idea and then putting it into action. You are particularly motivated to be innovative in turning your ideas into action, programs, and services. You are a dynamo in turning ideas into actions that generate revolutionary changes." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Good at stirring people into action; Good at getting others to commit (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide ).
"You can easily energize the plans and ideas of others. Consider partnering with focused, futuristic, strategic, or analytical people who will lend their direction and planning to your activation, thereby creating an opportunity to build consensus and get others behind the plan. By doing this, you complement each other." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 487-489). Gallup Press.
Ability to take an idea and convert it into customers (starting from a non-existent company or customer base); Ability to build relationships and sell products (sellers, persuaders, motivators, advocates; Ability to close sales; Ability to recruit talent and organize personnel and corporate human relation processes (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Analytical, Empathy, Deliberative, Futuristic, Harmony, Ideation, Includer, Intellection, Adaptability, Focus, Strategic (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
“Understand that some supervisors and managers may feel threatened by your insistence on making decisions and acting without delay (StrengthsQuest, 245)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Take responsibility for your intensity by always asking for action when you are a part of a group. To avoid conflict later, ensure that your manager judges you on measurable outcomes rather than your process. Your process is not always pretty. Prepare a simple explanation as to why any decision, even the wrong one, will help you learn, and therefore will make the next decision more informed. Use it when people challenge you and tell you to slow down. Prepare a simple explanation as to why any decision, even the wrong one, will help you learn, and therefore will make the next decision more informed. Use it when people challenge you and tell you to slow down. Try to work only on committees that are action-oriented. Much committee work might prove very boring for you." "Activator: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/625/activator.aspx
"Give the reasons why your requests for action must be granted; otherwise, others might dismiss you as impatient and label you a "ready, fire, aim" person. Recognize that your "pushiness" might sometimes intimidate others. Partner with someone with a strong Strategic or Analytical theme. This person can help you see how high the cliff is before you fall off it. Avoid activity for activity's sake. If you want people to join in your activity, you will need to provide them with a purpose for their actions." "Activator: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/625/activator.aspx
Caution: Unchecked they can quickly stir up negativity when they get off track (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
They need help from: Strategic, Analytical, Focus, Futuristic (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
Shadow Side Protectors for (ACTIVATOR): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking).The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like ACTIVATOR that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for ACTIVATOR are STRATEGIC and ANALYTICAL. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with ACTIVATOR can quickly stir up negativity when they get off track. Potential conflicts will arise between ACTIVATOR and DELIBERATIVE (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
At work, make sure that your manager judges you on measurable outcomes rather than your process. Your process is not always pretty. You can transform innovative ideas into immediate action. Look for creative and original thinkers, and help them move their ideas from conceptual theory to concrete practice. Look for areas that are bogged down by discussion or blocked by barriers. End the stalemate by creating a plan to get things moving and spur others into action. You learn more from real experience than from theoretical discussions. To grow, consciously expose yourself to challenging experiences that will test your talents, skills, and knowledge. Remember that although your tenacity is powerful, it may intimidate some. Your Activator talents will be most effective when you have first earned others' trust and loyalty. Identify the most influential decision makers in your organization. Make it a point to have lunch with each of them at least once a quarter to share your ideas. They can support you in your activation and provide critical resources to make your ideas happen." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 477-486). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
“Look for ways to be independent. Freedom and autonomy allow you to think about and act on sales opportunities without interference...Find secondary activities to keep you interested when you are in a holding pattern as part of a long-term sales cycle. Time when you have nothing to do is not good for you...Seek creative ways to keep your sales pipeline full. Proactively prospect and cold call to stay ahead of the game...Move quickly to identify solutions when your prospects or customers seem to be indecisive. This will rapidly build advocacy as people look to you for answers." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press
“Ask this person what new goals or improvements should be achieved by your division. Select an area that fits and give her [or him] the responsibility for initiating and organizing the project. Let her know that you know she is a person who can make things happen and that you will be asking her for help at key times. Your expectations will energize her. Assign her to a team that is bogged down and talks more than it performs. She will stir them into action. When this person complains, listen carefully - you may learn something. But then get her on your side by talking about new initiatives that she can lead or new improvements she can make tomorrow. Do this quickly because, unchecked, she can quickly stir up negativity when she gets off track. Examine her other dominant themes. If she is strong in the Command talent, she may have the potential to sell and persuade very effectively. If she is also strong in Relator or Woo, she may become an excellent recruiter for you, drawing in the recruit and then pressing him to commit. To prevent her from running into too many obstacles, partner her with people strong in Strategic or Analytical talent. They can help her look around the corner. However, you may have to intercede for her in these partnerships so that her instinct to act is not stymied by their desire to project and analyze." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 178). Gallup Press. Kindle Edition.
BUILD TRUST
"Action is what you are all about. Show people that you are someone whose ideals and principles are not just talk. Do something that promotes the values that are important to you. Make a difference. Demonstrate your integrity. Make your actions a reflection of your words. Action for action's sake is not enough. Honoring the desires of others is a way of demonstrating respect. Is this the direction they want to take? Are they willing to carry out what you start? Making certain that you are truly on their side, not merely promoting your own agenda, will build the trust and respect that allow you to lead." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 936-945). Gallup Press. Kindle Edition.
"Activator talents can be a catalyst for creating one-on-one relationships and then taking them to the next level. Is there someone you can help? Reach out and offer. Make the first move, and you can boost the number of people in your network or deepen a connection that leads to an important friendship. Your rapid actions, on behalf of another person, send a powerful message. By showing that you care, you can create bonds much more rapidly than idle words." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 936-945). Gallup Press. Kindle Edition.
PROVIDE STABILITYPurchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People especially talent in the Command theme have presence. They can take control of a situation and make decisions." (Clifton StrengthsFinder® Quick Reference Card)
"Command leads you to take charge. Unlike some people, you feel no discomfort with imposing your views on others. On the contrary, once your opinion is formed, you need to share it with others. Once your goal is set, you feel restless until you have aligned others with you. You are not frightened by confrontation; rather, you know that confrontation is the first step toward resolution. Whereas others may avoid facing up to life's unpleasantness, you feel compelled to present the facts or the truth, no matter how unpleasant it may be. You need things to be clear between people and challenge them to be clear-eyed and honest. You push them to take risks. You may even intimidate them. And while some may resent this, labeling you opinionated, they often willingly hand you the reins. People are drawn toward those who take a stance and ask them to move in a certain direction. Therefore, people will be drawn to you. You have presence. You have Command." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
“Careers that offer upward mobility. You probably are unlikely to be intimidated by others - including people in positions considered superior to yours (StrengthsQuest, 250)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Assume a role that permits you to create and control your own and others' work. Environment that encourage your leadership will bring out your best (StrengthsQuest, 250)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Your comfort in 'calling the shots' can be especially useful in crises. Environments that regularly deal with crises or rapid decision making (StrengthsQuest, 250)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Leader - Can jar a project loose or get things moving again; persuader; not a head nodder; good at evaluating what is going on; good at passing on bad news in tough situations. Selling or Non-profits (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Law, sales, politics, or theatre (StrengthsQuest, 250)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Seek roles in which you will be asked to persuade others. Consider whether selling would be a good career for you. You will always be ready to confront. Practice the words, the tone, and the techniques that will turn your ability to confront into real persuasiveness. In your relationships, seize opportunities to speak plainly and directly about sensitive subjects. Your unwillingness to hide from the truth can become a source of strength and constancy for your colleagues and friends. Strive to become known as a candid person. Help your colleagues and friends make commitments. You can provide the spark that will inspire them to act. Find a cause you believe in and support it. You might discover yourself at your best when defending a cause in the face of resistance." "Command: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/640/command.aspx
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director (if your SDS has 'Artistic')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Lawyer, sales representative, journalist, public relations specialist, financial manager, personnel manager, athletic coach, referee, and real estate agent (and careers in the hospitality and travel industry) (if your SDS has 'Enterprising')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Command talent begins with the fact that you can and will impact others, and you will do so with great power. Your genius strength of Command gives you great courage to boldly enter into a crisis and dangerous situations. It is as if you have even more clarity of thought about what needs to be done when there is an emergency. You have the courage to step in and take charge when people are threatened and when there are threatening circumstance. In emergencies, you have clarity, a willingness to voice your ideas and people appreciate your willingness to step up and confront dangers. In these situations you will impact all around you. Similarly, you are willing to see the way through conflicts and misunderstandings by bringing to light what is often hidden. While some get nervous because you can be so powerful, everyone is grateful when your strength of command addresses emergencies, crises, conflicts, and danger." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to take an idea and convert it into customers (starting from a non-existent company or customer base); Ability to lead existing companies (once the first product or service is established and customers exist); Ability to build relationships and sell products (sellers, persuaders, motivators, advocates); Ability to provide quality customer service; Ability to advocate and drive corporate social responsibility initiatives (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Deliberative, Empathy, Harmony, Includer (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Do not supervise closely; be firm and help them get over mistakes quickly; do not push them to be empathetic or polite (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Ask people for their opinions. Sometimes your candor will prove intimidating, causing others to tread very lightly for fear of your reaction. Watch for this. If necessary, explain that you are candid simply because it feels so uncomfortable to keep things bottled up, not because you want to frighten other people into silence. Partner with someone with a strong Woo or Empathy theme. Some obstacles do not need to be confronted; they can be circumvented. This person can help you to circumvent obstacles through relationships." "Command: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/640/command.aspx
They need help from: Woo, Empathy (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Shadow Side Protectors for (COMMAND): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like COMMAND that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for COMMAND are WOO and EMPATHY. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with COMMAND become bossy (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide)
"In your relationships, seize opportunities to speak plainly and directly about sensitive subjects. Your unwillingness to hide from the truth can become a source of strength and constancy for your colleagues and friends. Strive to become known as a candid person. Ask people for their opinions. Sometimes your candor will be intimidating, causing others to tread lightly for fear of your reaction. Watch for this. If necessary, explain that you are upfront simply because it feels uncomfortable to keep things bottled up, not because you want to frighten other people into silence...Your "take charge" attitude steadies and reassures others in times of crisis. When faced with a particularly trying challenge, use your Command talents to assuage others' fears and convince them you have things under control...Step up and break bottlenecks. Others count on your natural decisiveness to get things moving. When you remove roadblocks, you often create new momentum and success that would not have existed without you." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 715-720). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
“You are likely to be direct and outspoken. Moving quickly to the close may come naturally as you get to the heart of the matter. Be mindful that your natural presence can be intimidating to some. Take a moment to tailor your approach when necessary...Step up and break bottlenecks. You get customers moving, so use that decisive force to get them to say yes...Control discussions, address vital points on the agenda, and summarize key objectives as you assess opportunities, negotiate, and move people toward a decision. Prospects are likely to appreciate your to-the-point, make-it-happen style...You have a compelling presence, so ask for in-person meetings with customers, especially in your initial interactions. You are more likely to move face-to-face sales opportunities forward." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
“When you need to jar a project loose and get things moving again or when people need to be persuaded, ask this person to take charge. Always ask him [or her] for evaluations of what is happening in your organization. He is most likely to give you a straight answer. In the same vein, look to him to raise ideas different from your own. He isn't likely to be a head nodder. As much as you can, give him the room to lead and make decisions. He will not like to be supervised closely. If he starts empire building, upsetting colleagues, veering from focus, or ignoring his commitments, meet him head-on. Confront him directly with specific examples. Take firm action and, if necessary, require immediate restitution. Then arrange for him to be productive as soon as possible. He will get over his mistake quickly, and so should you. Never threaten him unless you are 100 percent ready to follow through. This person may intimidate others with his up-front, assertive style. You may need to weigh whether or not the contribution of this person who makes things happen justifies the occasional ruffled feather. Rather than pushing him to learn how to be empathic and polite, your time may be better spent helping his colleagues understand that his assertiveness is part of what makes him effective - as long as he remains assertive rather than aggressive or offensive." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 183). Gallup Press. Kindle Edition.
BUILD TRUST
"Because you're known for saying what you think, others trust that you won't play games. They can take what you say at face value, and they can be confident that you won't change your stripes once they've left the room. This directness builds trust, and trust builds relationships. Examine the correlations between your stated values and your actions. Are they consistent? Do they demonstrate integrity? Jot down the values that are most important to you. Can you think of recent examples of actions you have taken that confirm the integrity of your beliefs? Make this "walk the talk" checklist a regular part of your self-assessment, and ensure that others should trust what you say and respect your actions." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1105-1114). Gallup Press. Kindle Edition.
SHOW COMPASSION"You feel things intensely and are capable of expressing great emotion. Do what you do naturally. Tell people how you feel and why they are important to you. Express the connection that others may be too reserved to say out loud. Your saying it first may free them to acknowledge that the feeling is mutual. And even if they are not there yet, you can launch the opportunity for a meaningful relationship. An expression of genuine caring, affection, or regard can be a powerful step toward initiating or deepening a bond between a leader and a follower. You use strong words. Express your sentiments to form a bond with others who will value what you stand for as a human being. Significant relationships are often formed on the basis of shared values, so stating your beliefs or passions can be a way for others to "find" you as a potential friend and champion. Invite others to join you based on your strong feelings and passionate beliefs - they may need the nudge. Sometimes others see the tough exterior of an individual with high Command and assume it's an impenetrable shell that protects him or her from all hurt. They may feel vulnerable and see you as invulnerable. Yet relationships depend on mutual vulnerability. Be open. Share your own pain and struggles. Letting others see the soft underbelly gives them equal power in the relationship and demonstrates trust." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1105-1114). Gallup Press. Kindle Edition.
PROVIDE STABILITYPurchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1)."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Communication theme generally find it easy to put their thoughts into words. They are good conversationalists and presenters." (Clifton StrengthsFinder® Quick Reference Card)
"You like to explain, to describe, to host, to speak in public, and to write. This is your communication theme at work. Ideas are a dry beginning. Events are static. You feel a need to bring them to life, to energize them, to make them exciting and vivid. And so you turn events into stories and practice telling them. You take the dry idea and enliven it with images and examples and metaphors. You believe that most people have a very short attention span. They are bombarded by information, but very little of it survives. You want your information -- whether an idea, an event, a product's features and benefits, a discovery, or a lesson -- to survive. You want to divert their attention toward you and then capture it, lock it in. This is what drives your hunt for the perfect phrase. This is what draws you toward dramatic words and powerful word combinations. This is why people like to listen to you. Your word pictures pique their interest, sharpen their world, and inspire them to act." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Opportunities to serve as the spokesperson for an organization, product, political candidate, company, school district, hospital, or elected official (StrengthsQuest, 251)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that allow for significant social interaction on a daily basis...steer clear of environments that do not offer this opportunity, as they might drain your energy (StrengthsQuest, 251)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Cooperative, interactive, educational, and political environments (StrengthsQuest, 251)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Communication is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Networkers (able to carry on conversations at social gatherings/dinners/events to help entertain prospects or customers); Event or Meeting Presenter/Entertainment (good at storytelling, entertaining prospects and customers, good at public speaking); Leader (culture builder); Content and Presentation Creation (writing or brainstorming flow of a presentation, good at storytelling and building a culture); Team and Culture Builders (able to convey and share the desired environmental characteristics with words) (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Presenter, Networker, Storyteller - assists specialists with presentation building [and sometimes even delivering the presentations]; culture builder; able to carry on conversations at social gathers/dinners/events to help entertain prospects or customers; good at helping plan entertainment and messaging at events; possibly good at writing or public speaking. Teaching, sales, marketing, ministry, or media (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Story tellers such as stand-up comedians, actors, motivational speakers, teachers, public relations specialists, politicians, ministers, and corporate trainers (StrengthsQuest, 251)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"You will always do well in roles in which you are paid to capture people's attention. Your strengths will probably flourish in teaching, sales, marketing, ministry, or the media. Start a collection of stories or phrases that resonate with you. For example, cut out magazine articles that move you, or write down powerful word combinations. Practice telling these stories or saying these words by yourself, out loud. Listen to yourself actually saying the words. Refine. When you are presenting, listen closely to your audience. Watch their reactions to each part of your presentation. You will see that some parts prove especially engaging. After the presentation, take time to identify the parts that particularly caught the audience's attention. Re-draft your next presentations around these highlights." "Communication: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/643/communication.aspx
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director (if your SDS has 'Artistic')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker (if your SDS has 'Social') (SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Lawyer, sales representative, journalist, public relations specialist, financial manager, personnel manager, athletic coach, referee, and real estate agent (and careers in the hospitality and travel industry) (if your SDS has 'Enterprising')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Communication talent is found in the profound fact that you can find words for your thoughts and your feelings. Whereas many people have lots of good ideas, they often stumble in finding the words that capture and convey their good thoughts. Even more people suffer from not being able to find the words that best describe and transmit their feelings. Yet, you can do this with ease. But the genius of your Communication talent doesn't end with your ability to find words for your thoughts and feelings. You can find words for the thoughts and feelings of others. This means that in interactions, you can help other people express their thoughts and feelings as is seen in the way that you can often complete people's sentences or find the word that they cannot find in expressing their feelings. As a result of these aspects of the genius of your Communication talent, you can form deep, meaningful and bonded relationships and help others do the same." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to market and advertise products (specifically Networking, event entertainment, content and presentation creators); Ability to build relationships and sell products (sellers, persuaders, motivators, advocates), content and presentation creators; Ability to manage or supervise talent (culture builders); Ability to lead existing companies (once the first product or service is established and customers exist) (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Connectedness, Analytical, Intellection, Strategic, Futuristic (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Do not fail to ask them about their life and experiences. Avoid remedial beginner classes for public speaking (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Practice. Improvisation has a certain appeal, but, in general, an audience will respond best to a presenter who knows where he or she is headed. Counter intuitively, the more prepared you are, the more natural your improvisations will appear. Volunteer for opportunities to present. You can become known as someone who helps people express their thoughts and ambitions in a captivating way." "Communication: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/643/communication.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: ? (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)." >
“Start a collection of stories or phrases that resonate with you. For example, cut out magazine articles that move you, or write down powerful word combinations. Practice telling these stories or saying these words out loud, by yourself. Listen to yourself actually saying the words. Refine. When you are presenting, pay close attention to your audience. Watch their reactions to each part of your presentation. You will notice that some parts are especially engaging. Afterwards, take time to identify the moments that particularly caught the audience's attention. Draft your next presentation around these highlights...Your Communication talents can be highly effective when your message has substance. Don't rely on your talents alone; take your communication to the level of strength by developing your knowledge and expertise in specific areas. You are gifted in fostering dialogue among peers and colleagues. Use your Communication talents to summarize the various points in a meeting and to build consensus by helping others see what they have in common." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 765-770). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Develop an effective catchphrase that drives the point of your sales approach home. You may find that prospecting is more productive when prospects remember your message...Tell stories based on customer experiences. Prospects and customers alike may be more attentive when you tell stories that have relevance to their culture...Be aware of what form of communication works best with each customer. Use that information to customize your message for your target audience...You enjoy talking, so make sure your sales efforts are interactive rather than one-sided. As you assess your opportunities and look for solutions with customers, ask questions and listen." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
“Explore with this person how her [or his] communication strengths can be developed so she can make an even more significant contribution to the organization. She finds it easy to carry on a conversation. Ask her to come to social gatherings, dinners, or any events where you want to entertain prospects or customers. Ask her to learn the folklore, the stories of interesting events within your organization, and then give her the opportunity to tell these stories to her colleagues. She will help bring your culture to life, and thereby strengthen it. Take the time to hear about her life and experiences. She will enjoy the telling. You will enjoy the listening. And your relationship will be closer because of it. Discuss your plans with her for your organization's social events. She is likely to have good ideas both for entertainment and for what should be communicated at the event. Ask her to help some of the specialists in your organization make more engaging presentations. In some situations she should actually make the presentation for the specialist. If you send her to public speaking training, make sure to place her in a small class with advanced students and a top-level trainer. She will quickly chafe in a remedial beginners class." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 184). Gallup Press. Kindle Edition.
BUILD TRUST
"You are able to use language to "spin" and to manipulate. But this is wearying over time. Remember that while spin can be persuasive in the short term, it exacts an emotional price. Make sure that you are not only effective, but ethical. Mutual respect is yours to build. Help people appreciate each other. Spend time "advertising" what they truly do well and what they are capable of contributing. Bear in mind that genuine praise encourages people, but false praise undermines them and is not taken seriously. Speak the same way about people to their faces as you do when they are not around. The consistency and honor of your words convey your integrity and shape the trust you build." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1142-1152). Gallup Press. Kindle Edition.
SHOW COMPASSION
"You have the power to capture people's emotions and put words to what they feel - sometimes words they cannot find themselves. This naturally draws others to you. So ask questions. Try to pinpoint the key issues people are trying to communicate, what joys or struggles they want to convey. Then give voice to those feelings. Helping people find the words to describe feelings is a powerful way to get them to express and process their own emotions, and it can support them on the way to making a plan of action. Language is a clue to culture. In any group, from a family to a corporation, think about what the words you use suggest. Names convey expectations. Do you tag your weekly meetings "department meetings," "staff meetings," "team meetings," "quality meetings"? Are they held in a "meeting room," a "conference room," a "break room," a "training center," or a "learning center"? Do you frame questions positively to help others see how much you care?" Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1142-1152). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Competition theme measure their progress against the performance of others. They strive to win first place and revel in contests." (Clifton StrengthsFinder® Quick Reference Card)
"Competition is rooted in comparison. When you look at the world, you are instinctively aware of other people's performance. Their performance is the ultimate yardstick. No matter how hard you tried, no matter how worthy your intentions, if you reached your goal but did not outperform your peers, the achievement feels hollow. Like all competitors, you need other people. You need to compare. If you can compare, you can compete, and if you can compete, you can win. And when you win, there is no feeling quite like it. You like measurement because it facilitates comparisons. You like other competitors because they invigorate you. You like contests because they must produce a winner. You particularly like contests where you know you have the inside track to be the winner. Although you are gracious to your fellow competitors and even stoic in defeat, you don't compete for the fun of competing. You compete to win. Over time you will come to avoid contests where winning seems unlikely." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments that challenge you and in which your success can be quantified with scores, ratings, and rankings. Avoid situations lacking meaningful, objective measurement criteria, as you often desire a 'yardstick' with which you can measure your progress and compare it to that of others (StrengthsQuest, 252)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Decide whether you prefer to compete as an individual or as a team member. Select employment that matches your preferences either for total or shared control over final results (StrengthsQuest, 252)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that reward your achievement and offer status or prestige are likely to bring out your best (StrengthsQuest, 252)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Select work environments in which you can measure your achievements. You might never be able to discover how good you can be without competing. List the performance scores that can help you know where you stand every day. What scores should you pay attention to daily? Identify an achieving person against whom you can measure your own achievement. If there is more than one, list all the people with whom you currently compete. Without measurement, how will you know if you won? Take the time to celebrate your wins. In your world, there is no victory without celebration. Seek competitive friends. Try to turn ordinary tasks into competitive games. You will get more done this way. When you win, take the time to investigate why you won. Counter intuitively, you can learn a great deal more from a victory than from a loss." "Competition: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/646/competition.aspx
When Competition is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Competitors/Producers (thrives on the pursuit of goals tied to a competition)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Producer - Record breakers; doesn't like losing; enjoys contests against others or self (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Sales reps, politicians, lawyers, athletes, and business leaders (StrengthsQuest, 252)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Lawyer, sales representative, journalist, public relations specialist, financial manager, personnel manager, athletic coach, referee, and real estate agent (and careers in the hospitality and travel industry) (if your SDS has 'Enterprising')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Competition talent begins with the tremendous energy, drive and determination within you. You want to succeed. You demand success for yourself and you measure that success in terms of where you stand in comparison to others. For you, second place is sometimes seen as another word for "loser". But the drive to win, succeed and achieve isn't focused on you alone. This can be a basis for leadership and impacting the lives of others. First, your "win attitude" is a model for others. Second, your competition is often turned into being a source of inspiration for others. And finally, you can use your competition talent to stimulate others to strive for higher levels of performance and productivity. You are someone who grabs the attention of others and they begin to believe that they too can achieve." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to build relationships and sell products (competitors and high level producers)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Competition (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: If they lose often they may stop competing and need to mourn for a bit; let them and then move them to another opportunity to win; it is a win-lose world for them, so from their perspective, achieving a goal is winning, and missing a goal is losing; remember, in the contests that matter to them, they don't compete for the fun of it, they compete to win (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Design some mental strategies that can help you deal with a loss. Armed with these strategies, you will be able to move on to the next challenge much more quickly. Let people know that being competitive does not equate with putting other people down. Explain that you derive your satisfaction from pitting yourself against good, strong competitors and winning. It is not satisfying to outperform a "hobbled" player." "Competition: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/646/competition.aspx
They need help from: Competition (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Shadow Side Protectors for (COMPETITION): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like COMPETITION that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for COMPETITION are COMPETITION. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with COMPETITION can become complacent and not push themselves (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"Try to turn ordinary tasks into competitive games. You will get more done this way. When you win, take the time to investigate why you won. You can learn a great deal more from a victory than from a loss. Let people know that being competitive does not equate with putting others down. Explain that you derive satisfaction from pitting yourself against good, strong competitors and winning. Develop a "balanced metric" - a measurement system that will monitor all aspects of your performance. Even if you are competing against your own previous numbers, this measurement will help you give proper attention to all aspects of your performance. When competing with others, create development opportunities by choosing to compare yourself to someone who is slightly above your current level of expertise. Your competition will push you to refine your skills and knowledge to exceed those of that person. Look one or two levels above you for a role model who will push you to improve." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 816-825). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more
"You want to know how you stack up against others, so consistently look at the numbers that make the most sense for your sales environment. Find ways to compare yourself to something or someone. Whether you compete against your own performance numbers or those of a colleague, you will be energized when you know how you are doing...When possible, go head-to-head with others. If direct competition is not feasible, identify the targets you want to overtake. It will keep you thinking about how close you are to winning..Identify what types of recognition are likely to energize you. Tell your manager what you need from him or her to stay excited about your achievements...Monitor your sales performance. If your manager does not routinely keep an eye on numbers, share your accomplishments to keep him or her in the loop and your eye on the prize." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
“Use competitive language with this person. For example, it is a win-lose world for this person, so from his perspective, achieving a goal is winning and missing a goal is losing. When you need to engage him [or her] in planning or problem solving, use the competitive word "outsmart." Measure him against other people, particularly other competitive people. You may decide to post the performance records of all your people, but remember that only your competitive people will get a kick out of this public comparison. Others may resent it and be mortified by the comparison. Set up contests for him. Pit him against other competitors even if you have to find competitors in business units other than your own. Highly charged competitors want to compete with others who are very close to their skill level. Matching them against modest achievers will not motivate them. Find places where he can win. If he loses repeatedly, he may stop playing. Remember, in the contests that matter to him, he doesn't compete for the fun of competing. He competes to win. Consider that one of the best ways to manage him is to hire another competitive person who produces more. Talk about talents with him. Like all competitors he knows that it takes talent to be a winner. Name his talents. Tell him that he needs to marshal his talents to win. Do not "Peter Principle" this person by suggesting that "winning" means getting promoted. Help him focus on winning where his true talents lie. When this person loses, he may need to mourn for a while. Let him. Then quickly move him into another opportunity to win." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 185). Gallup Press. Kindle Edition.
BUILD TRUST
"Cheaters never prosper. Remember that winning at all costs isn't winning; it's defeating yourself. The price of winning can be greater than the pain of losing, so make sure your integrity remains intact when you push for that ultimate victory. Protect the trust that you have created with others. Sometimes you may need to "walk off the court" to keep your competitive emotions from damaging the respect you seek from others. Do it. Give yourself the release of an emotional reaction, but make sure you do it where the "judges" won't see you." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1178-1187). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Competitors recognize one another almost immediately. When you find someone who shares your desire to win, you might choose to compete and push each other, or you might combine forces to create a championship team. Either way, it's an opportunity to form a bond based on a shared outlook. Can you engage others in a weekly competitive activity they enjoy? This is a way to create a lasting connection based on mutual interests and a shared approach to life's challenges. Engage the competitor, and build on that relationship opportunity. Competition, despite all the effort it produces, can leave a bad taste in the mouths of many. Try to bring out the fun side of competition; help it create emotional bonds rather than barriers. Remember that not everyone assigns the same emotional intensity to every activity they undertake, and remember to show that you accept and respect that they may have different reasons for being in the "game."" Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1178-1187). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Maximizer theme focus on strengths as a way to stimulate personal and group excellence. They seek to transform something strong into something superb." (Clifton StrengthsFinder® Quick Reference Card)
"Excellence, not average, is your measure. Taking something from below average to slightly above average takes a great deal of effort and in your opinion is not very rewarding. Transforming something strong into something superb takes just as much effort but is much more thrilling. Strengths, whether yours or someone else's, fascinate you. Like a diver after pearls, you search them out, watching for the telltale signs of a strength. A glimpse of untutored excellence, rapid learning, a skill mastered without recourse to steps -- all these are clues that a strength may be in play. And having found a strength, you feel compelled to nurture it, refine it, and stretch it toward excellence. You polish the pearl until it shines. This natural sorting of strengths means that others see you as discriminating. You choose to spend time with people who appreciate your particular strengths. Likewise, you are attracted to others who seem to have found and cultivated their own strengths. You tend to avoid those who want to fix you and make you well rounded. You don't want to spend your life bemoaning what you lack. Rather, you want to capitalize on the gifts with which you are blessed. It's more fun. It's more productive. And, counterintuitively, it is more demanding." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments that encourage 'best practices' and in which you can work collaboratively with others to continually improve the organization (StrengthsQuest, 269)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Choose a workplace that is known for being among the best in its field. Workplaces with lesser standards probably would frustrate you (StrengthsQuest, 269)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Find work in which you can help others see their talents and how their talents make a difference (StrengthsQuest, 269)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Maximizer is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Coach / Teacher / Mentor / Trainer / Counselor (takes something that works and figures out how to maximize its performance); Recognition Givers (able to devise ways to measure performance and celebrate productivity); Human Resources (best practices identifier, able to devise ways to measure performance and celebrate productivity)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Best Practices Identifier - Coach, Teacher, Mentor, Manager - Devises ways to measure performance and identify strengths; stimulates personal and group excellence; designs programs to measure and celebrate productivity for each employee/role; have them study success and spend time with people who have discovered their strengths. Find a role where they can turn top potential into true and lasting greatness (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Seek roles in which you are helping other people succeed. In coaching, managing, mentoring, or teaching roles, your focus on strengths will prove particularly beneficial to others. For example, because most people find it difficult to describe what they do best, start by arming them with vivid descriptions. Devise ways to measure your performance and the performance of your colleagues. These measures will help you spot strengths, because the best way to identify a strength is to look for sustained levels of excellent performance. Devise ways to measure your performance and the performance of your colleagues. These measures will help you spot strengths, because the best way to identify a strength is to look for sustained levels of excellent performance. Once you have identified your own strengths, stay focused on them. Refine your skills. Acquire new knowledge. Practice. Keep working toward mastery in a few areas. Develop a plan to use your strengths outside of work. In doing so, consider how your strengths relate to the mission in your life, and how they might benefit your family or the community. Study success. Deliberately spend time with people who have discovered their strengths. The more you understand how marshaling strengths leads to success, the more likely you will be to create success in your own life." "Maximizer: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/697/maximizer.aspx
"Business leaders, athletic or executive coaches (StrengthsQuest, 269)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Maximizer talent starts with what you can see in people. You can see the strengths and talents, the potentials and the capabilities, and you can see the emerging abilities within people even before they can see them. But this is only the beginning of the genius of your Maximizer talent. You can literally see what people could be like if they were to fully develop and maximize the talents, potential and emerging abilities within them. This results in you having an incredible impact in the lives of others. As you hold up pictures and mirrors of what you see in others, you help them form new concepts of themselves that build hope and motivation to achieve and be what they have the capacity to be. Moreover, you are a great "coach" in moving people to their greatest potential and in moving people into roles where their potential can be lived out." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to recruit talent and organize personnel and corporate human relation processes; Ability train, mentor, teach, coach, or counsel talent; Ability to manage or supervise talent (includes recognition givers and team builders)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Consistency (fairness) (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Do not fail to customize a career path and compensation plan that will allow them to keep growing toward excellence; they are not necessarily interested in fixing broken things versus improving things already working well; avoid putting them in roles that demand continual problem solving (it will drain them of energy); encourage them to use their talents outside of work to benefit family and community; have them explain to others why they spend more time building on great talent rather than fixing weaknesses, otherwise others might confuse what they are doing with complacency; don't let conventional wisdom stifle their talents by encouraging them to find what is broken and fix it (their talent lies in identifying the parts of your organization or community that are working so you can invest more in them); keep their focus on long-term relationships and goals (not low-hanging fruit of short-term success) (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Make your weaknesses irrelevant. For example, find a partner, devise a support system, or use one of your stronger themes to compensate for one of your weaker ones. Explain to others why you spend more time building on strengths rather than fixing weaknesses. Initially, they might confuse what you are doing with complacency." "Maximizer: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/697/maximizer.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Restorative (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Shadow Side Protectors for (MAXIMIZER): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains Wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like MAXIMIZER that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for MAXIMIZER are RESTORATIVE. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with MAXIMIZER turn their efforts into relentless perfectionism (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"Devise ways to measure your performance and the performance of others. These measures will help you spot strengths, because the best way to identify a strength is to look for sustained levels of excellent performance. Once you have identified your own greatest talents, stay focused on them. Refine your skills. Acquire new knowledge. Practice. Keep working toward strength in a few areas. Develop a plan to use your most powerful talents outside of work. In doing so, consider how your talents relate to the mission in your life and how they might benefit your family or the community... Study success. Deliberately spend time with people who have discovered their strengths. The more you understand how marshaling strengths leads to success, the more likely you will be to create success in your own life. Explain to others why you spend more time building on great talent rather than fixing weaknesses. Initially, they might confuse what you are doing with complacency... Keep your focus on long-term relationships and goals. Many make a career out of picking the low-hanging fruit of short-term success, but your Maximizer talents will be most energized and effective as you turn top potential into true and lasting greatness." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1637-1642). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"You will be most energized when you can turn a potential customer into a long-lasting customer. Keep your focus where you have the greatest opportunity to develop long-term relationships and to reach top levels of success...Identify the aspects of your product or service that will be most beneficial to your prospects. You will naturally focus on what is relevant to your customers, so make sure that what you are offering is the best possible solution...You have a good sense of who has potential as you explore top prospects. Figure out who is likely to benefit the most from your products and services, and determine which decision makers you should give the most attention...Always think about how you can make things a little better or move them along a little faster. You want to improve and excel, so look for ways to maximize your efforts so that you can add value for your customers and prospects." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"This person is interested in taking something that works and figuring out ways to maximize its performance. She [or he] may not be particularly interested in fixing things that are broken. Avoid positioning her in roles that demand continual problem solving. She will expect you to understand her strengths and to value her for those strengths. She will become frustrated if you spend too much time focusing on her weaknesses. Schedule time to discuss her strengths in detail and to strategize how and where these strengths can be used for the organization's advantage. She will enjoy these conversations and offer many practical suggestions for how her strengths can best be used. As much as possible, help her develop a career path and a compensation plan that will allow her to keep growing toward excellence in her current role. She will instinctively want to stay on her strengths' path and thus may dislike career structures that force her off this path in order to increase her earning power. Ask her to lead a task force to investigate the best practices within your organization. She is naturally inquisitive about excellence. Ask her to help design a program for measuring and celebrating the productivity of each employee. She will enjoy thinking about what excellence should look like in each role." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 202). Gallup Press. Kindle Edition.
BUILD TRUST
"Admit that you do some things well and others not so well. Allow people to admit that they too have areas where they consistently struggle. Simply being open can give others permission to be themselves in an honest way. Others will need to hear your message more than once before they believe that you're truly expecting them to shine where they shine and that you're avoiding their "dull spots." Repeat the message so it is heard, understood, and trusted. Some people may need to know that you're not going to surprise them later with an accounting of where they are weak or how they have failed. Continually focus on their excellence until they can truly trust that this will always be your emphasis." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 203-204). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Use your Maximizer talents to set others free. Too often, people think they have to live up to expectations to be a jack of all trades, a straight-A student, or a well-rounded citizen. Make it clear that you appreciate their unique gifts, their personal brilliance. You don't expect all things from all people - you expect people to be more of who they already are. You may be the only one in people's lives who sees their gifts and talents this way. Sometimes people don't recognize their own areas of brilliance. You can be the one who leads them to the light. Point out moments of excellence you see in others' performance. Tell them that you see the areas where they are truly gifted. We sometimes limit the notion of "talent" to obvious areas like sports or music. Broaden people's view of giftedness. Tell people if they are a gifted friend, a gifted organizer, or a gifted accommodator. Broaden their view of self. You can change a life and become a personal champion." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 203-204). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Self-assurance theme feel confident in their ability to manage their own lives. They possess an inner compass that gives them confidence that their decisions are right. " (Clifton StrengthsFinder® Quick Reference Card)
"Self-Assurance is similar to self-confidence. In the deepest part of you, you have faith in your strengths. You know that you are able -- able to take risks, able to meet new challenges, able to stake claims, and, most important, able to deliver. But Self-Assurance is more than just self-confidence. Blessed with the theme of Self-Assurance, you have confidence not only in your abilities but in your judgment. When you look at the world, you know that your perspective is unique and distinct. And because no one sees exactly what you see, you know that no one can make your decisions for you. No one can tell you what to think. They can guide. They can suggest. But you alone have the authority to form conclusions, make decisions, and act. This authority, this final accountability for the living of your life, does not intimidate you. On the contrary, it feels natural to you. No matter what the situation, you seem to know what the right decision is. This theme lends you an aura of certainty. Unlike many, you are not easily swayed by someone else's arguments, no matter how persuasive they may be. This Self-Assurance may be quiet or loud, depending on your other themes, but it is solid. It is strong. Like the keel of a ship, it withstands many different pressures and keeps you on your course." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Workplaces and tasks that will challenge you and provide you with freedom are likely to energize you most (StrengthsQuest, 274)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that focus on prominent or critical projects that could intimidate others seem to bring out your best (StrengthsQuest, 274)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"You don't have a great need for direction or support from others, which makes you particularly effective in situations that call for independence of thought and action (StrengthsQuest, 274)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Self-Assurance is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Start Up / Turnarounds/ Entrepreneur (willing to work exceptionally hard and long hours because of their passion and confidence felt toward their work), (able to reach for what others see as impractical and impossible and believe they can achieve it), (doesn't need a lot of direction or support from others making them great for roles that require independent thinking and action), (has a sense of confidence and self control); Manager or Supervisor (they commit to their employees and their success [Self-Assurance +Relator + Focus + Arranger); Leader (highly resilient, and can bounce back from failures and difficult situations easier than most [Self-Assurance + Futuristic + Focus + Significance + Arranger]); Competitors/Producers (willing to work exceptionally hard for long hours), (able to reach for what others see as impractical and impossible believing they can achieve it), (persistent), (confident), (low-maintenance); Quality Controllers (doesn't give into pressure, shows self-control); Works Well Independently (low maintenance, doesn't need a lot of direction or support from others making them great for roles that require independent thinking and action); Sellers/Persuaders/Motivators/Advocates (brings an aura of certainty and stability to give others comfort and security even during tough times [Self-Assurance + Command + Activator]); Closers (able to get others to see their point of view, emits calm and certainty giving others comfort/security, bounces back from failure easier than most) (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Persistent, Confident, Low Maintenance - Doesn't give in to pressure; able to manage their own lives via their inner compass, and that helps them have confidence that their decisions are right; brings an aura of certainty and stability even during chaotic and distracting times; likes making many decisions; willing to work exceptionally hard and long hours because of their passion and confidence felt toward their work; able to reach for what others see as impractical and impossible and believe they can achieve it; doesn't need a lot of direction or support from others making them great for situations that require independent thinking and action. Start-up situations; roles where they are responsible for getting others to see their point of view; leadership, sales, legal, or entrepreneurial roles; roles where they can share their calm and certainty to give others comfort and security; situations that require confidence and self-control (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Seek start-up situations for which no rulebook exists. You will be at your best when you are asked to make many decisions. Seek roles in which you are charged with persuading people to see your point of view. Your Self-Assurance (especially when combined with strong Command or Activator themes) can create an extremely persuasive combination. Therefore, leadership, sales, legal, or entrepreneurial roles might be appropriate. Appeal to your own internal guidance system to determine appropriate actions. Trust your instinct. Let your self-confidence show. It will be reinforcing to your colleagues. Help others find the positives in your certainty. For example, when you have decided what you are going to do, they can trust that you will do it." "Self-Assurance: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/712/selfassurance.aspx
Leader - Bounces back from failures and difficult situations easier than most, highly resilient. Especially if they have the themes Futuristic, Focus, Significance, and Arranger in addition to Self-Assurance (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
Persuader - Especially if they have the themes Command and Activator in addition to Self-Assurance (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Careers that involve public presentations, sales, or entertainment (StrengthsQuest, 274)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director (if your SDS has 'Artistic')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Lawyer, sales representative, journalist, public relations specialist, financial manager, personnel manager, athletic coach, referee, and real estate agent (and careers in the hospitality and travel industry) (if your SDS has 'Enterprising')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your self-assurance talent begins with your confidence. You have a quality that is often called resilience. This means that you can "bounce back". Accordingly, you have an attitude that no matter what happens to you; you will in fact "bounce back" and quite probably reach higher heights even If you momentarily fail. The genius here is that you not only have confidence, but an inner compass for deciding what you need to do and how you need to do it." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to take an idea and convert it into customers (starting from a non-existent company or customer base); Ability to ensure products and processes meet quality requirements or that personnel meet performance expectations; Ability to build relationships and sell products (sellers, persuaders, motivators, advocates); Ability to build relationships and sell products (competitors and high level producers); Ability to close sales; Ability to manage or supervise talent; Ability to lead existing companies (once the first product or service is established and customers exist)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Deliberative, Intellection, Analytical (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Be careful as they sometimes believe they can do things that do not relate to their talents; sometimes they find it hard to put their certainty or intuition into words; possibly leading others to see them as self-righteous; they may make others feel like they don't want to hear more opinions, be sure to have them let others know they are willing to listen; sometimes their desire for independence will leave them standing alone, if this happens have them partner with someone who can help others see how they can all benefit from following this individual; they often need help from partners to assess the goals to which they commit because once they set their sights on a goal, for either good or bad, they are likely to stay with it until they achieve it; they may not understand why others aren't as willing to work as long and hard as they do (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Realize that sometimes you will find it hard to put your certainty or intuition into words, possibly leading others to see you as self-righteous. Explain that your certainty does not mean that they should withhold their opinions. It might not seem like it to them, but you do want to hear their views. Your certainty at the moment doesn't mean that you are unwilling to accommodate their views. Partner with someone with a strong Strategic, Deliberative, or Futuristic theme. This person can help you assess the goals to which you commit. You need this help because once you set your sights on a goal you are very likely to stay with it until it is achieved." "Self-Assurance: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/712/selfassurance.aspx
They need help from: Empathy, Connectedness, Input, Intellection, Adaptability, Strategic, Deliberative, Futuristic (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Shadow Side Protectors for (SELF-ASSURANCE): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like SELF-ASSURANCE that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for SELF-ASSURANCE are EMPATHY, CONNECTEDNESS, INPUT, INTELLECTION, ADAPTABILITY, STRATEGIC, DELIBERATIVE, and FUTURISTIC. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with SELF-ASSURANCE may lack a sensitivity to other people's opinions or feelings, or stubbornly resist being told what to do (not coachable)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"Let your self-confidence show. It can be contagious and will help the people around you grow. Realize that sometimes you will find it hard to put your certainty or intuition into words, possibly leading others to see you as self-righteous. Explain that your confidence does not mean that they should withhold their opinions. It might not seem like it to them, but you do want to hear their ideas. Your conviction doesn't mean that you are unwilling to listen to them. Your independent streak can leave you standing alone. If this happens, make sure you are out in front, or partner with someone who can help others see how they can benefit from following you... You can be decisive, even when things get dynamic and distracting. When there is chaos around you, intentionally display and share the calm and certainty within you. This will give others comfort and security. Set ambitious goals. Don't hesitate to reach for what others see as impractical and impossible, but what you see as merely bold and exciting - and most importantly - achievable with some heroics and a little luck. Your Self-Assurance talents can lead to achievements that you may not have otherwise even imagined." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1890-1896). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
“Rarely in doubt, you will find it advantageous to verify that you are on the most productive and successful sales path by bouncing ideas and strategies off your sales manager or others you trust. Let those you have confidence in be your barometer as you move through the sales process...You exude confidence, so take the lead when introducing a new product, trying a new sales approach, or breaking into a new market...You tend to inspire trust, so state your claims with authority and conviction. Be sure to back up your certainty with facts. Factual information is likely to get people on board quickly...Review your customized approaches and the decisions you make on the fly during your sales process. This informal study will help ensure that your confidence is in line with your competence." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"Give this person a role where he [or she] has the leeway to make meaningful decisions. He will neither want nor require close hand-holding. Position him in a role where persistence is essential to success. He has the self-confidence to stay the course despite pressure to change direction. Put him in a role that demands an aura of certainty and stability. At critical moments this inner authority will calm his colleagues and his customers. Support his self-concept that he is an agent of action. Reinforce it with comments such as "It's up to you. You make it happen" or "What is your intuition saying? Let's go with your intuition." Help him know that his decisions and actions do produce outcomes. He is at his most effective when he believes he is in control of his world. Highlight practices that work. Understand that he may have beliefs about what he can do that might not relate to his actual strengths. Although his self-confidence can often prove useful, if he over claims or makes some major misjudgments, be sure to point these out immediately. He needs clear feedback to inform his instincts. Pay attention to his other strong themes. If he also possesses themes such as Futuristic, Focus, Significance, or Arranger, he may well be a potential leader within your organization." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (pp. 206-207). Gallup Press. Kindle Edition.
BUILD TRUST
"Surprise others by admitting the mistakes, wrong turns, and poor decisions you've made in the past. People may not expect someone who is so confident to willingly disclose failures. Actually, conquering your failures is what has made you certain that you can overcome whatever challenges you face. Be vulnerable, and show others that your strength springs from that very vulnerability. It will help them trust that you are genuine. Share the fact that you sometimes face fears when you make decisions. It's not that you don't find decisions daunting - you simply ask yourself, "If not me, then who?" Once you have the best information you can gather, you know that it's time to take action. By better understanding how you approach decision making, others can see that you are indeed trustworthy." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 207-208). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Some people are drawn to you because of your Self-Assurance; your confidence bolsters theirs. They may not give themselves the credit they deserve for their ability to make good decisions, build solid relationships, or create success in their lives. Your belief system says "Of course you can!" You remember their successes much more than their failures, and you can readily recall them in detail. With a cheering, supportive friend like you, they can venture out and try. You are undeniably independent and self-sufficient- and yet you need to give and receive love. You are human, after all. When you build a relationship, consider what you can contribute to someone else's life. And consider what they can contribute to yours. If you don't need anyone, how can the important people in your life feel valued? Think about how others make your life happier and more fulfilled, and let them know. Tell them you need them. Tell them why." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 207-208). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Significance theme want to be very important in the eyes of others. They are independent and want to be recognized. " (Clifton StrengthsFinder® Quick Reference Card)
"You want to be very significant in the eyes of other people. In the truest sense of the word you want to be recognized. You want to be heard. You want to stand out. You want to be known. In particular, you want to be known and appreciated for the unique strengths you bring. You feel a need to be admired as credible, professional, and successful. Likewise, you want to associate with others who are credible, professional, and successful. And if they aren't, you will push them to achieve until they are. Or you will move on. An independent spirit, you want your work to be a way of life rather than a job, and in that work you want to be given free rein, the leeway to do things your way. Your yearnings feel intense to you, and you honor those yearnings. And so your life is filled with goals, achievements, or qualifications that you crave. Whatever your focus -- and each person is distinct -- your Significance theme will keep pulling you upward, away from the mediocre toward the exceptional. It is the theme that keeps you reaching." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments in which you and your significant contribution are visible to others and in which you receive recognition for a job well done (StrengthsQuest, 275)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Seek opportunities to work with people you respect because they are professional, credible, and successful (StrengthsQuest, 275)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments in which you are given flexibility to do things your own way (StrengthsQuest, 275)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Significance is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Leader (highly resilient, and can bounce back from failures and difficult situations easier than most [Significance + Futuristic + Focus + Arranger]), (has a craving for being important and recognition, leading crucial teams when the stakes are high); Competitors (enjoys the pressure of the spotlight, being center stage, and being known), (independent and goal oriented); Works Well Independently (independent and goal oriented)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Independent, Goal Oriented, Praiser - Craving for importance and recognition, enjoys the pressure of the spotlight and being known; likes center stage; leading crucial teams or significant projects brings out the best in them; may perform their best when the stakes are highest. Roles where they determine their own tasks and actions and work independently; avoid behind the scenes roles; a professional athlete or entertainer (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Choose jobs or positions in which you can determine your own tasks and actions. You will enjoy the exposure that comes with independence. Your reputation is important to you, so decide what it should be and tend to it in the smallest detail. For example, identify and earn a designation that will add to your credibility, write an article that will give you visibility, or volunteer to speak in front of a group who will admire your achievements. Make a list of the goals, achievements, and qualifications you crave and post them where you will see them every day. Use this list to inspire yourself. Identify your best moment of recognition or praise. What was it for? Who gave it to you? Who was the audience? What do you have to do to recreate that moment? Share your dreams and goals with your family or closest colleagues. Their expectations will keep you reaching." "Significance: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/715/significance.aspx
"Knowing you've made a significant contribution is important to you. Volunteer in organizations where you can make that difference and where your efforts will be appreciated (StrengthsQuest, 275)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Identify the specific talents that will help you make an extraordinary contribution to your workplace, and create opportunities to build on them (StrengthsQuest, 275)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
“The genius of your Significance talent begins and ends with the difference you are determined to make. You cannot stand the thought of living and dying and there being no difference. You are bound and determined to make a difference and you want that difference to be significant. There is great energy, power, determination, and motivation within you to make a significant and lasting difference in the world. While others may consider you egotistical this is not your motive. You want to make a significant difference because there is a lot wrong in the world and you are trying to make the world better. At the same time, you want to be recognized for the difference you make. But the difference you make is the driving force." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to build relationships and sell products (competitors and high level producers) extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: ? (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: They might fear failure; don't permit them to let this fear prevent them from staking claims to excellence; do not fail to recognize this person or they may do something to inappropriately stand out; never ignore them; their perception of what others think about them matters and impacts their self-esteem; they need to define their reputation and tend to it in the smallest detail; some of them have the natural awareness of what other people think about them, and they will do whatever it takes to win their approval and applause; help them be aware that while reliance on the approval of others could be problematic, there is nothing wrong with wanting to be liked or admired by the key people in their life; do not fail to surround them with the most credible, productive, and professional people; help them keep benchmarks for developing their strengths / achievements; have them stay focused on performance; their talents will drive them to claim outstanding goals, but their performance had better match their goals, or others might label them as a big talker; when esteem is down help them to set new goals to engage their strengths - it will reenergize them; do not over manage (be aware of their need for independence); have them share their dreams and goals with family and close friends, doing so will keep them reaching; have them make a list of their goals and post them where they can see them every day to inspire themselves (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Stay focused on performance. Your strong Significance theme will drive you to claim outstanding goals. Your performance had better match these goals, or others might come to label you as only a big talker. Write down your strengths and refer to them frequently. Heightened awareness of your strengths will give you the confidence you need to rebound, when, for whatever reason, your "audiences" are not giving you the feedback you need. Accept that, unless you possess a strong Self-Assurance theme, you might fear failure. Don't let this fear prevent you from staking claims to excellence. Instead, use it to focus on ensuring that your performance matches your claims." "Significance: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/715/significance.aspx
"You might have a natural awareness of what other people think of you. You may have a specific audience that you want to like you, and you will do whatever it takes to win their approval and applause. Be aware that while reliance on the approval of others could be problematic, there is nothing wrong with wanting to be liked or admired by the key people in your life." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1951-1953). Gallup Press.
They need help from: SELF-ASSURANCE, POSITIVITY, CONSISTENCY/FAIRNESS, DEVELOPER, and MAXIMIZER (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Shadow Side Protectors for (SIGNIFICANCE): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like SIGNIFICANCE that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for SIGNIFICANCE are SELF-ASSURANCE, POSITIVITY, CONSISTENCY/FAIRNESS, DEVELOPER, and MAXIMIZER. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with SIGNIFICANCE can become egotistic (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"Share your dreams and goals with your family or closest friends and colleagues. Their expectations will keep you reaching. Stay focused on performance. Your Significance talents will drive you to claim outstanding goals. Your performance had better match those goals, or others might label you as a big talker. You will perform best when your performance is visible. Look for opportunities that put you on center stage. Stay away from roles that hide you behind the scenes. Leading crucial teams or significant projects brings out your best. Your greatest motivation may come when the stakes are at their highest. Let others know that when the game is on the line, you want the ball. Make a list of the goals, achievements, and qualifications you crave, and post them where you will see them every day. Use this list to inspire yourself... You might have a natural awareness of what other people think of you. You may have a specific audience that you want to like you, and you will do whatever it takes to win their approval and applause. Be aware that while reliance on the approval of others could be problematic, there is nothing wrong with wanting to be liked or admired by the key people in your life." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1939-1947). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Strive to provide above-and-beyond service to each customer. You want others to see you as an important contributor to their success...Select sales opportunities that are tied to significant challenges and goals. You get satisfaction when you can achieve success and when others see the magnitude of the work you have accomplished. You will appreciate the affirmation that comes from a job done well...Share your goals with your manager or other important members of your team. Once you have committed out loud to your objectives, you will be determined to achieve them...Let your sales manager know that you appreciate praise, and communicate how you would like to be recognized. External accolades will energize you and push you to do more." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"Be aware of this person's need for independence. Do not over manage her [or him]. Acknowledge that she thrives on meaningful recognition for her contributions. Give her room to maneuver, but never ignore her. Be sure to feed all compliments through to her. Give her the opportunity to stand out, to be known. She enjoys the pressure of being the focal point of attention. Arrange for her to stand out for the right reasons, or she will try to make it happen herself, perhaps inappropriately. Position her so that she can associate with credible, productive, professional people. She likes to surround herself with the best. Encourage her to praise other top achievers in the group. She enjoys making other people feel successful. When she makes claims to excellence - and she will - help her picture the strengths she will have to develop in order to realize these claims. When coaching her, don't ask her to lower her claims; instead, suggest that she keep benchmarks for developing the relevant strengths. Because she places such a premium on the perceptions of others, her self-esteem can suffer when others do not give her the recognition she deserves. At these times draw her attention back to her strengths and encourage her to set new goals based on these strengths. These goals will help reenergize her." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (pp. 207-208). Gallup Press. Kindle Edition.
BUILD TRUST
"Share your desire for achieving big goals. Be very candid about what motivates you, and ask the same of others. This will lead to shared trust. Your impact on the world is almost entirely dependent on the number of people who believe in you as a leader. Always be true to who you are, on and off the stage, and people will see your authenticity." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 207-208). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Your aspirations will usually be higher than other people's. During the long, steep climb toward the summit, be sure to reward yourself and others by recognizing and celebrating milestones. Reiterate the significance of the goal and the importance of each individual's contribution to it. Tell them what valued partners they are in this venture, and back up those words by giving them a stake in the prize. If your partnership is successful, you may be together for a long time. Applause, appreciation, and affirmation from a valued audience will push you to ever-higher levels of performance. Whose approval you do most value? A parent, a sibling, a teacher, a boss? Your significant other? Have you told them how critical their approval is to your very existence? Let them know how much you care about their opinions. Share with them the moments that mattered. Make sure that they understand the power of their perception and the valuable role they play in your motivation and in your life." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 207-208). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Woo theme love the challenge of meeting new people and winning them over. They derive satisfaction from breaking the ice and making a connection with another person." (Clifton StrengthsFinder® Quick Reference Card)
"Woo stands for winning others over. You enjoy the challenge of meeting new people and getting them to like you. Strangers are rarely intimidating to you. On the contrary, strangers can be energizing. You are drawn to them. You want to learn their names, ask them questions, and find some area of common interest so that you can strike up a conversation and build rapport. Some people shy away from starting up conversations because they worry about running out of things to say. You don't. Not only are you rarely at a loss for words; you actually enjoy initiating with strangers because you derive satisfaction from breaking the ice and making a connection. Once that connection is made, you are quite happy to wrap it up and move on. There are new people to meet, new rooms to work, new crowds to mingle in. In your world there are no strangers, only friends you haven't met yet -- lots of them." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments in which you can meet new people daily and have the opportunity to create a positive impression (StrengthsQuest, 277)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that value the ability to persuade or sell (StrengthsQuest, 277)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Avoid work environments in which there is little opportunity to extend your gregarious social nature (StrengthsQuest, 277)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments in which you can meet new people daily and have the opportunity to create a positive impression (StrengthsQuest, 277)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that value the ability to persuade or sell (StrengthsQuest, 277)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Avoid work environments in which there is little opportunity to extend your gregarious social nature (StrengthsQuest, 277)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Woo is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Corporate Social Responsibility Advocate/Non-Profits (builder of social responsibility and community presence for an organization), (effective at joining local organizations, volunteering for committees and finding out how to get on the social lists of the influential people in an area); Sellers/Persuaders/Motivators/Advocates (good at getting others to commit [Woo + Activator + Relator]), (Able to break the ice and win people over)(good with cold calls); Closers (good at getting others to commit); Networkers (great at meet and greets, lead generation), (able to break the ice and win people over), (able to put reserved people at ease in social situations), (one of the first people others should meet from any organization); Customer Service (good at breaking the ice and winning people over [Woo + Empathy + Relator]); Human Resources (good at stirring people into action [Recruiter][Woo + Activator + Relator])(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Networker, Sales, Initial Point of Contact to Meet and Greet Strangers, Builder of Social Responsibility and community presence for your organization - loves to meet new people every day, break the ice, and win them over and move on to the next new relationship; needs to join local organizations, volunteer for committees, and find out how to get on the social lists of the influential people where you live. A role where they can meet with many people over the course of a day; take responsibility for helping put reserved people at ease in social situations; get positioned to open doors for an exchange of ideas by starting conversations that engage others and bring talented people together; get them positioned to be one of the first people others meet and help put them at ease using their charm (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
Customer Service - especially if they have the themes Empathy and Relator in addition to Woo (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Entertainers, corporate trainers, sales reps, attorneys, and public relations specialists (StrengthsQuest, 277)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Choose a job in which you can interact with many people over the course of a day. Deliberately build the network of people who know you. Tend to it by checking in with each person at least once a month. Join local organizations, volunteer for boards, and find out how to get on the social lists of the influential people where you live. Learn the names of as many people as you can. Build a card file of the people you know and add names as you become acquainted. Include a snippet of personal information -- such as their birthday, favorite color, hobby, or favorite sports team. Consider running for an elected office. You are a natural campaigner. Understand, however, that you might prefer the campaigning more than holding the office. Recognize that your ability to get people to like you is very valuable. Do not be afraid to use it to make things happen. In social situations, take responsibility for helping put more reserved people at ease. Practice ways to charm and engage others. For example, research people before you meet them so you can find the common ground." "Woo: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/721/woo.aspx
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director (if your SDS has 'Artistic')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker (if your SDS has 'Social') (SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Lawyer, sales representative, journalist, public relations specialist, financial manager, personnel manager, athletic coach, referee, and real estate agent (and careers in the hospitality and travel industry) (if your SDS has 'Enterprising')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your WOO talent involves the impact you can have on other people and the ease with which you can win them over. You have an incredible ability to meet new people and almost magically know what to say in order to draw others out. Other people love the attention you give them and the way that you can affirm a person so quickly. Of course you love the process and the challenge of meeting new people. And people love it when you connect with them. The genius of this talent is that you can not only quickly connect with people but you can be a catalyst in helping people connect with one another. Make no mistake about it, when you enter a crowd the crowd will be different because you were there. In fact, you have the capacity to transform a crowd of disconnected people into a group and this is no small accomplishment." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to market and advertise products (Networking); Ability to build relationships and sell products (sellers, persuaders, motivators, advocates); Ability to close sales; Ability to provide quality customer service; Ability to advocate and drive corporate social responsibility initiatives; Ability to recruit talent and organize personnel and corporate human relation processes (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Command, Futuristic, Strategic (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Don't' expect them to enjoy building close relationships with customers (unless they are also strong in Empathy and Relator), have them turn relationships over to those that have Relator or Empathy to solidify the relationships these people begin; be cautious to not over promote out of their strength; they need to deliberately tend to their network on a monthly basis; they should create a file of people they know and include snippets of personal information like birthday, hobby, favorite sports team etc.; others might mistake those with this theme for insincerity and wonder why they are being so friendly; have them research people before they meet so they can talk about common interests (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Find the right words to explain to people that networking is part of your style. If you don't claim this theme, others might mistake it for insincerity and wonder why you are being so friendly. Partner with someone with a strong Relator or Empathy theme. This person can solidify the relationships that you begin." "Woo: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/721/woo.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Relator, Empathy (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Deliberately build the network of people who know you. Tend to it by checking in with each person at least once a month. Join local organizations, volunteer for committees, and find out how to get on the social lists of the influential people where you live. Learn the names of as many people as you can. Create a file of the people you know, and add names as you become acquainted. Include a snippet of personal information - such as their birthday, favorite color, hobby, or favorite sports team. In social situations, take responsibility for helping put reserved people at ease. Find the right words to explain that networking is part of your style. If you don't claim this theme, others might mistake it for insincerity and wonder why you are being so friendly... Your Woo talents give you the ability to quicken the pulse of your surroundings. Recognize the power of your presence and how you open doors for an exchange of ideas. By simply starting conversations that engage others and bring talented people together, you will take performance up a notch - or several. The first moments of any social occasion are crucial to how comfortable people will be and how they will remember the event. Whenever possible, be one of the first people others meet. Your capacity for meeting and greeting new people will help to quickly put them at ease. Practice ways to charm and engage others. For example, research people before you meet them so you can talk about your common interests." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 2032-2034). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Find the right words to explain that networking is part of your style and that your need to sway people to your way of thinking is sincere. When others realize that you are genuine, it may be easier for you to pull them into a conversation...Make the most of your Woo talents by establishing as many connections as possible. Put the details of who you know and what you know about them into a usable format. When you can call archived information to mind, you will easily renew valuable connections. Check in at least once a month to keep those relationships alive and your network growing...In your sales relationships, intentionally move beyond the meet and greet as you get people to like you capitalize on your ability to win people over as you look for signals of buyer warmth...Your friendly demeanor draws people in. Use your outgoing nature to become a better negotiator. It allows everyone to leave the table with a win-win feeling." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press
"Try to position this person in a role where she [or he] has a chance to meet new people every day. Strangers energize her. Place her at your organization's initial point of contact with the outside world. She can put strangers at ease and help them feel comfortable with your organization. Help her refine her system for remembering the names of people she meets. Set a goal for her to learn the names and a few personal details about as many customers as possible. She can help your organization to make many connections in the marketplace. Unless she is also strong in themes such as Empathy and Relator, do not expect her to enjoy a role where she is asked to build close relationships with your customers, Instead, she may well prefer to meet and greet, win over, and move on to the next. Her strength in Woo will win you over and cause you to like her. When considering her for new roles and responsibilities, make sure that you look past your liking of her to her genuine strengths. Don't let her Woo theme dazzle you. If possible, ask her to be the builder of goodwill for your organization within the community. Have her represent your organization at community clubs and meetings." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (pp. 209-210). Gallup Press. Kindle Edition.
BUILD TRUST
"You naturally charm others. Be certain that you do it with integrity so they can trust you when it matters. Otherwise, you may have contacts but not followers. Others may share a good deal of information with you, even on a first meeting. How can you collect and store that information so that individuals feel like their contributions are valued and, when necessary, protected? Invest in a system for maintaining contact with key people and logging important details of conversations. Make sure to exercise discretion when these details may be sensitive so others will trust you and continue to keep in contact." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (p. 233). Gallup Press. Kindle Edition.
SHOW COMPASSION
"You win friends and fans wherever you go. It's important to you that some of those contacts develop into long-lasting partnerships. Consider how to make those individuals feel a special connection with you - beyond the quick relationship you build with everyone you meet. How can you take important relationships to the next level? Invest the time and consideration necessary to do so. Leaders continuously build networks of trust, support, and communication by contacting and relating with a wide range of people. By building a constituency, leaders make an impact across barriers of time, distance, and culture. Create a map of your social network to define how broad you can go while still maintaining a genuine connection." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (p. 233). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Adaptability theme prefer to "go with the flow." They tend to be "now" people who take things as they come and discover the future one day at a time." (Clifton StrengthsFinder® Quick Reference Card)
"You live in the moment. You don't see the future as a fixed destination. Instead, you see it as a place that you create out of the choices that you make right now. And so you discover your future one choice at a time. This doesn't mean that you don't have plans. You probably do. But this theme of Adaptability does enable you to respond willingly to the demands of the moment even if they pull you away from your plans. Unlike some, you don't resent sudden requests or unforeseen detours. You expect them. They are inevitable. Indeed, on some level you actually look forward to them. You are, at heart, a very flexible person who can stay productive when the demands of work are pulling you in many different directions at once." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Jobs that demand flexibility and a comfort with rapid change." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Gain...employment in organizations where the demand for flexibility exists hour-by-hour and day-by-day." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Your Adaptability talents will flourish in environments that reward responsiveness and your ability to 'turn on a dime'." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"You may thrive in chaos. Avoid environments that are highly structured or routine, with lots of rules and regulations." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Adaptability is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Customer Service (sensitive and accommodating, adjusts to the unforeseen with ease [Adaptability + Empathy]); Coach / Teacher / Mentor / Trainer / Counselor (sensitive and accommodating [Adaptability + Developer])(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Adjusts to the unforeseen with ease; sensitive and accommodating; not a sulker when ball gets dropped. Journalism, live television production, emergency healthcare, customer service. Mentor - especially if they have the Developer theme in addition to Adaptability. Customer Service - especially if they have the theme Empathy in addition to Adaptability (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
When you are young, be sure to seek, "part-time or seasonal employment in organizations." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Seek roles in which success depends upon responding to constantly changing circumstances. Consider career areas such as journalism, live television production, emergency healthcare, and customer service. In roles of this type, the best react the fastest and stay level headed. Fine-tune your responsiveness. For example, if your job demands unanticipated travel, learn how to pack and leave in 30 minutes. If your work pressure comes in unpredictable spurts, practice the first three moves you will always make when the pressure hits. During times when the pressure is on, help your colleagues find productive ways to relieve the pressure and therefore make progress. "You can be the spark that "unfreezes" them. Cultivate your reputation as a calm and reassuring person when others become upset by daily events. Never apologize for your spontaneity. On the contrary, help others realize how many experiences might be missed if you don't seize the moment now." "Adaptability: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/628/adaptability.aspx
"Avoid roles that demand structure and predictability. These roles will quickly frustrate you, make you feel inadequate, and stifle your independence. Look to others for planning. People who are strong in themes such as Focus, Strategic, or Belief can help you shape your longer-term goals, leaving you to excel at dealing with the day-to-day variations." "Adaptability: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/628/adaptability.aspx
Ability to provide quality customer service; Ability train, mentor, teach, coach, or counsel talent (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director (if your SDS has 'Artistic')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298) Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Adaptability talent begins with where you "live" in terms of your mind. You live in the present - - - even the present moment. Whereas others live their lives in their "rear-view mirror", always looking to the past and being tied to the past, you are a right here - right now person. The genius of this perspective means that you can change and change quickly. Rather than being rigid, you are flexible; and rather than being tied to some pre-set plan, you can quickly change to meet immediate demands and circumstances that require attention. But the real genius of your adaptability is seen in circumstances that make others scramble and cower into some safety zone for security. Your genius talent of Adaptability comes to light in chaos. In fact, you not only deal with chaos, you get energized, come alive and get a thrill out of chaos as you "ride the wave" and quickly make the changes that chaos requires. This then points to another genius aspect of your Adaptability talent. You can learn and change so quickly." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Who needs help from them: Self-assurance (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Don't expect them to plan things with you (unless Focus is also a theme of theirs), because preparation is boring to them because they are here and now people; excuse them from meetings about the future (specifically goal-setting or career-counseling); help them avoid roles that demand structure and predictability; most productive on short-term assignments that require immediate action.
"Look to others for planning. People who have strong Focus, Strategic, or Belief talents can help you shape your long-term goals, leaving you to excel at dealing with the day-to-day variations." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 532-533). Gallup Press.
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Focus, Strategic, Belief, Achiever, Activator (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).""Cultivate your reputation as a calm and reassuring person when others become upset by daily events. Avoid roles that demand structure and predictability. These roles will quickly frustrate you, make you feel inadequate, and stifle your independence. When the pressure is on, help your hesitant friends, colleagues, and clients find ways to collect themselves and take control of the situation. Explain that adaptability is about more than simply rolling with the punches; it is about calmly, intelligently, and readily responding to circumstances. Don't let others abuse your inherent flexibility. Though your Adaptability talents serve you well, don't compromise your long-term success by bending to every whim, desire, and demand of others. Use smart guidelines to help you decide when to flex and when to stand firm. Seek roles in which success depends on responding to constantly changing circumstances. Consider career areas such as journalism, live television production, emergency healthcare, and customer service. In these roles, the best react the fastest and stay levelheaded...Your Adaptability talents give you an even-keel mindset that lets you ride the ups and downs without becoming an emotional volcano. Your "don't cry over spilled milk" approach will help you quickly recover from setbacks. Recognize this aspect of your nature, and help your friends and colleagues understand that it is productive flexibility rather than an "I don't care" attitude." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 520-524). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Take on challenging sales situations that are in a state of flux. You are more likely to see possibilities when others might be stuck in what's tried and true...Calm those who are frustrated when the sales environment seems chaotic. When they see that you are relaxed and confident as you work to find solutions, they might be more inclined to find a peaceful resolution to a problem...Educate others when new circumstances arise. Barriers are commonplace in the sales process, and you seem to respond to these new events easily. Clarify what is happening and why...Adapt when you can; stand firm when you must. Your flexibility allows you to negotiate in a way that makes sense for the situation. Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"This person lives to react and respond. Position him [or her] so that his success depends on his ability to accommodate the unforeseen and then run with it. Let him know about the planning you are doing, but unless he is also strong in Focus, don't expect him to do the planning with you. He is likely to find much planning work endlessly boring. With his instinctively flexible nature he is a valuable addition to almost every team. When balls are dropped or plans go awry, he will adjust to the new circumstances and try to make progress. He will not sit on the sidelines and sulk. He will be most productive on short-term assignments that require immediate action. He prefers a life filled with many quick skirmishes rather than long, drawn-out campaigns. Examine his other dominant themes. If he also has a talent for Empathy, you might try positioning him where he has to be sensitive to and accommodate the varied needs of customers or guests. If one of his other strong themes is Developer, you should cast him in a mentor role. With his willingness to "go with the flow" he can provide a wonderful environment in which others can experiment and learn. Be ready to excuse this person from meetings about the future, such as goal-setting meetings or career-counseling sessions. He is a "here-and-now" person and so will find these meetings rather irrelevant. Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 179). Gallup Press. Kindle Edition.
BUILD TRUST
"Sometimes all you can do is help people learn to trust themselves and find their own ability to cope. When others feel like their power over a situation is lost, you can help them see that they still create the outcome by how they react. By trusting in their ability and helping them believe in what they can do, you can give them confidence in themselves. You don't grab the reins and try to take control. Rather, you are a co-traveler on the road of life. Your very lack of a personal agenda helps others come to trust that you are truly there to participate with, rather than manipulate, them. Ask questions about where people want to go, and help them get there. They will know that you are truly on their side." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 970-980). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Others have such an appreciation for the way you are "in the moment" when you are together. Make it a priority to focus on them - their feelings, their needs. Things may change in the future, but where they are right now is real. You can honor that and make them feel special by focusing your attention on what is important to them when you spend time together. Your ability to go with the flow creates a certain freedom from anxiety and allows frustrations to become more fleeting. This is good medicine for a number of other talent profiles. When others get stressed out, you're able to put things in perspective. Help others find the comfort that comes from releasing a need to control every aspect of life. Free them to be happier, whatever the circumstances might be. Responding to the task at hand is one of your great gifts. Your awareness of the immediate situation and attentiveness to others can't help but make them feel cared for. Sometimes you lead by responding to people's emotional states and helping them sort through what they require. This makes you an important partner when others are in need." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 970-980). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Connectedness theme have faith in the links between all things. They believe there are few coincidences and that almost every event has a reason." (Clifton StrengthsFinder® Quick Reference Card)
"Things happen for a reason. You are sure of it. You are sure of it because in your soul you know that we are all connected. Yes, we are individuals, responsible for our own judgments and in possession of our own free will, but nonetheless we are part of something larger. Some may call it the collective unconscious. Others may label it spirit or life force. But whatever your word of choice, you gain confidence from knowing that we are not isolated from one another or from the earth and the life on it. This feeling of Connectedness implies certain responsibilities. If we are all part of a larger picture, then we must not harm others because we will be harming ourselves. We must not exploit because we will be exploiting ourselves. Your awareness of these responsibilities creates your value system. You are considerate, caring, and accepting. Certain of the unity of humankind, you are a bridge builder for people of different cultures. Sensitive to the invisible hand, you can give others comfort that there is a purpose beyond our humdrum lives. The exact articles of your faith will depend on your upbringing and your culture, but your faith is strong. It sustains you and your close friends in the face of life's mysteries." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"People strong in the Connectedness theme have faith in the links between all things. They believe there are few coincidences and that almost every event has a reason." (Clifton StrengthsFinder® Quick Reference Card)
"Things happen for a reason. You are sure of it. You are sure of it because in your soul you know that we are all connected. Yes, we are individuals, responsible for our own judgments and in possession of our own free will, but nonetheless we are part of something larger. Some may call it the collective unconscious. Others may label it spirit or life force. But whatever your word of choice, you gain confidence from knowing that we are not isolated from one another or from the earth and the life on it. This feeling of Connectedness implies certain responsibilities. If we are all part of a larger picture, then we must not harm others because we will be harming ourselves. We must not exploit because we will be exploiting ourselves. Your awareness of these responsibilities creates your value system. You are considerate, caring, and accepting. Certain of the unity of humankind, you are a bridge builder for people of different cultures. Sensitive to the invisible hand, you can give others comfort that there is a purpose beyond our humdrum lives. The exact articles of your faith will depend on your upbringing and your culture, but your faith is strong. It sustains you and your close friends in the face of life's mysteries." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Incorporate your need to serve all of humankind into whatever career you choose. Working in fields and for organizations whose values mirror your own will enable you to feel the deep sense of meaning that is so important to you (StrengthsQuest, 253)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that allow you to interact with others and help them find meaning and purpose will bring out your best. Avoid environments that emphasize routine procedures or rote skills, as they may drain you (StrengthsQuest, 253)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS. )
Team and Culture Builders (mission driven team builder, cross culture bridge builder); Corporate Social Responsibility Advocate/Non-Profits (organization mission creator, and mission driven team builder; see's themselves as part of something larger than self) (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Mission Driven Team Builder, Spiritual - see's themselves as a part of something larger than self; supporter of social issues; bridge builder between the different groups in an organization; team builder; helps peoples feel important; looks past people labels to see their true needs; excels at showing different people how each relies on the others; organization mission creator Global or cross-cultural responsibilities and opportunities to build universal capability/Non-profits/Social Causes (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Consider roles that ask you to listen and to counsel. You can become adept at helping other people see connection and purpose in everyday occurrences. Schedule time for meditation or contemplation. Reflect upon: how your religious beliefs affirm your sense of connection to others; how your sense of connection gives you stability through your faith in people, the role of coincidences in your life. Make a list of the experiences that support your sense of connection. Explore specific ways to expand your sense of connection, such as starting a book club, attending a retreat, or joining an organization that puts Connectedness into practice. Within your organization, help your colleagues understand how their efforts fit in the larger picture. You can be a leader in building teams and helping people feel important. Help those around you cope with unpredictable and unexplainable events. In particular, you can help people find meaning in even sickness and death. Your perspective will bring comfort." "Connectedness: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/649/connectedness.aspx
Socially responsible jobs for non-profits like "Habitat for Humanity®, the Peace Corps, Volunteers in Service to America (VISTA), AmeriCorps®, GreenPeace®, and Teach for America®...ministry (StrengthsQuest, 253)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker (if your SDS has 'Social') (SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS
"The genius of your Connectedness talent provides you with a very unique way of seeing events, people, and the world. To you there are no accidents. Your way of seeing events is to recognize that everything that happens is caused by something or someone. Likewise, what is happening right now will have a "ripple" effect into the future. Similarly, you see people in terms of the accumulative events and interaction that formed them and moved them to this moment. Accordingly, this moment and the attitudes that people take to their circumstances will form their future. Extending this way of seeing to the world in general, you see the past, present and future as connected and you see that there is a "master plan" or "Master's plan" at work at all times. Your genius talent of Connectedness provides a way of "making sense of the nonsense" around us and generating meaning and purpose for yourself. When you share what you can see with the genius of your Connectedness talent, you help others gain hope as you help them see the past and "connect the dots" of their past in a more meaningful way. In like manner, you help people see possibilities for the future by making choices now that build a positive future." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to advocate and drive corporate social responsibility initiatives; Ability to manage or supervise talent (culture builders)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers). Talent
Who needs help from them: Self-Assurance (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Don't let them spend too much time attempting to persuade others to see the world as a linked web; their sense of connection is intuitive; if others don't share their intuition, rational argument will not persuade those other people. (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
Partner with someone with a strong Communication theme. This person can help you with the words you need to describe vivid examples of connection in the real world. Don't spend too much time attempting to persuade others to see the world as a linked web. Be aware that your sense of connection is intuitive. If others don't share your intuition, rational argument will not persuade them. "Connectedness: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/649/connectedness.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Communication (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Within your organization, help your colleagues understand how their efforts fit in the larger picture. You can be a leader in building teams and helping people feel important. You are aware of the boundaries and borders created within organizations and communities, but you treat these as seamless and fluid. Use your Connectedness talents to break down silos that prevent shared knowledge. Help people see the connections among their talents, their actions, their mission, and their successes. When people believe in what they are doing and feel like they are part of something bigger, commitment to achievement is enhanced...Don't spend too much time attempting to persuade others to see the world as a linked web. Be aware that your sense of connection is intuitive. If others don't share your intuition, rational argument will not persuade them. Your philosophy of life compels you to move beyond your own self-interests and the interests of your immediate constituency and sphere of influence. As such, you see the broader implications for your community and the world. Explore ways to communicate these insights to others...Connectedness talents can help you look past the outer shell of a person to embrace his or her humanity. Be particularly aware of this when you work with someone whose background is very different from yours. You can naturally look past the labels and focus on his or her essential needs." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 874-876). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"You seek to be a conduit, so become the link between your company and your customer. You naturally manage the flow between divergent groups with differing points of view...You can see potential benefits to your customers. Explain those advantages, and link a problem with its solution. This will help prospects understand your course of action and the intended outcomes...Paint a picture of why your partnership with the customer makes so much sense. Tie all the pieces and parts together to build bridges that become support systems in your customer group...Because of the correlations you readily see between people and processes, you may notice sales growth opportunities that others do not. Link your products to the individuals or companies you are trying to close to help them see how your solutions fit into their broader company picture." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"This person will likely have social issues that she [or he] will defend strongly. Listen closely to know what these issues are. Your acceptance of these issues will influence the depth of relationship you can build with her. She is likely to have a spiritual orientation and perhaps a strong faith. Your knowledge and, at the very least, acceptance of her spiritual position will enable her to become increasingly comfortable around you. Encourage this person to build bridges to the different groups in your organization. She naturally thinks about how things are connected, so she should excel at showing different people how each relies on the others. Properly positioned, she can be a team builder in your company. She may be very receptive to thinking about and developing the mission for your organization. She likes to feel part of something larger than herself. If you are also strong in Connectedness, share articles, writings, and experiences with her. You can reinforce each other's focus." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 186). Gallup Press. Kindle Edition.
BUILD TRUST
"Your philosophy of life compels you to move beyond your own self-interests. Give voice to your beliefs. Take action on your values. When you move beyond self and give of what you have, others see the respect you have for every other human being, despite your differences. Respect is a natural byproduct of selfless acts. Seek out global or cross-cultural responsibilities that capitalize on your understanding of the commonalities inherent in humanity. Build global capability, and change the mindset of those who think in terms of "us" and "them." Behaving in the best interests of all parties is a sign of good faith and trustworthiness." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition.
SHOW COMPASSION
"You seek the mutual bond. Develop good questions to ask so that you can quickly find common ground between you and each person you meet. Keep asking these questions until you find the interests you share. Affirm and celebrate the connections you find, and start there to build a foundation for a relationship. Once you have discovered areas of commonality with someone, show that you care by remembering to inquire about the belief or activity you share with her. Use this as a point of entry into deeper conversations about other parts of her life. Get to know her as a whole person, rather than limiting your connection to only one aspect of who she is. Your ability to bring people together around shared dreams and meanings is significant. You see the common thread in the greater whole. Take an active role in linking the lives of disparate individuals based on the connections you discover. Make others aware of the bonds they don't even know exist, and pave the road for friendship by helping strangers recognize the commonalities they have. You can help others make connections that influence the rest of their lives." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Developer theme recognize and cultivate the potential in others. They spot the signs of each small improvement and derive satisfaction from these improvements." (Clifton StrengthsFinder® Quick Reference Card)
"You see the potential in others. Very often, in fact, potential is all you see. In your view no individual is fully formed. On the contrary, each individual is a work in progress, alive with possibilities. And you are drawn toward people for this very reason. When you interact with others, your goal is to help them experience success. You look for ways to challenge them. You devise interesting experiences that can stretch them and help them grow. And all the while you are on the lookout for the signs of growth -- a new behavior learned or modified, a slight improvement in a skill, a glimpse of excellence or of "flow" where previously there were only halting steps. For you these small increments -- invisible to some -- are clear signs of potential being realized. These signs of growth in others are your fuel. They bring you strength and satisfaction. Over time many will seek you out for help and encouragement because on some level they know that your helpfulness is both genuine and fulfilling to you." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"People strong in the Developer theme recognize and cultivate the potential in others. They spot the signs of each small improvement and derive satisfaction from these improvements." (Clifton StrengthsFinder® Quick Reference Card)
"You see the potential in others. Very often, in fact, potential is all you see. In your view no individual is fully formed. On the contrary, each individual is a work in progress, alive with possibilities. And you are drawn toward people for this very reason. When you interact with others, your goal is to help them experience success. You look for ways to challenge them. You devise interesting experiences that can stretch them and help them grow. And all the while you are on the lookout for the signs of growth -- a new behavior learned or modified, a slight improvement in a skill, a glimpse of excellence or of "flow" where previously there were only halting steps. For you these small increments -- invisible to some -- are clear signs of potential being realized. These signs of growth in others are your fuel. They bring you strength and satisfaction. Over time many will seek you out for help and encouragement because on some level they know that your helpfulness is both genuine and fulfilling to you." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"You likely have a talent for noting people's progress and for helping them become even better at what they do. Seek an environment in which your work involves getting 'people done through work' rather than 'work done through people (StrengthsQuest, 257)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"You will be most satisfied in a career that provides some type of service to people or in which organizational success is based on interpersonal relationships and your ability to help people be successful (StrengthsQuest, 257)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that are collaborative and people-oriented, where you can be part of a team but also have time to work one-on-one with others (StrengthsQuest, 257)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS
When Developer is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Recognition Giver (recognizes the potential in others and is good at distributing recognition awards); Coach / Teacher / Mentor / Trainer / Counselor (sensitive and accommodating [Developer + Adaptability]), (recognizes potential in others)(cultivates potential in others)(brings excitement to the learning experience [Developer + Positivity])(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Coach, Teacher, Mentor, Supervisor - Recognizes and cultivates potential in others; noticer of incremental growth; encourager of people to stretch and to excel; have them teach a class on safety benefits or customer service; distributor of recognition awards (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Make a list of the people you have helped learn and grow. Look at the list often and remind yourself of the effect you have had on the world. Seek roles in which your primary responsibilities will be in facilitating growth. Teaching, coaching, or managing roles might prove especially satisfying for you. Notice when your associates grow, and tell them. Be specific about what you saw. Your detailed observations of their growth will enhance their growth. Make a list of the people you would like to help develop. Write what you would consider to be each person's strengths. Schedule time to meet with each of them regularly -- even if for only 15 minutes -- and make a point of discussing both their goals and their strengths. Identify the mentor or mentors who recognized something special inside you. Take the time to thank them for helping you develop, even if this means tracking down a former schoolteacher and sending him or her a letter. Make a plan to develop your own strengths based on a detailed understanding of your talents, knowledge, and skills." "Developer: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/661/developer.aspx
"Counselors, teachers, speech therapists, athletic coaches, acting coaches, life coaches (StrengthsQuest, 257)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker (if your SDS has 'Social') (SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Developer talent begins with what you can see in other people. You can see talents, strengths, and potential in others that they often cannot see in themselves. But this is just the beginning. You can also see what people can do to develop their talents, strengths and potential. It is as if you see "stepping stones" for moving people from where they are to higher levels of development. But it doesn't stop there. You become energized and determined to stimulate people to move, grow and develop to higher and higher levels of personal effectiveness. Next, you are particularly perceptive in noticing even the smallest amount of progress people make as they grow and develop. This leads to your mirroring back to people their progress. Accordingly, you are a great source of encouragement and a stimulator of personal progress as you can see ahead of time what people can become and as you note their progress. The great thing about all of this is how alive you become as you stimulate others with your Developer talent." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to train, mentor, teach, coach, or counsel talent; Ability to manage or supervise talent (includes recognition givers and team builders)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: ? (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Don't let them encourage people to grow in areas where they lack real talent; do not let them protect struggling performers past the time when they should have been moved or terminated; pay for them to belong to a local training organization; let them give recognition to their colleagues (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Partner with someone with a strong Individualization theme. This person can help you see where each person's greatest strengths lie. Without this help, your Developer instincts might lead you to encourage people to grow in areas in which they lack real strength. Carefully avoid supporting someone who is consistently struggling in his or her role. In such instances, the most developmental action you can take is to encourage him or her to find a different role -- a role that fits." "Developer: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/661/developer.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Individualization (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Notice when others succeed, and tell them. Be specific about what you saw. Your detailed observations of what led to their victory will enhance their growth. Identify the mentor or mentors who recognized something special inside you. Take the time to thank them for helping you develop, even if this means tracking down a former schoolteacher and sending him or her a letter. Partner with someone with strong Individualization talents. This person can help you see where each person's greatest talents lie. Without this help, your Developer instincts might lead you to encourage people to grow in areas in which they lack real talent. Carefully avoid supporting someone who is consistently struggling in his or her role. In such instances, the most developmental action you can take is to encourage him or her to find a different role - a role that fits...Don't over-invest in losing causes. Your natural inclination to see the best in people and situations can create a blind spot that will keep you from moving on to more opportune situations. Your Developer talents might lead you to become so invested in the growth of others that you ignore your own development. Remember that you cannot give what you do not have. If you want to have a bigger impact on the well-being and growth of others, you need to keep growing yourself. Find a mentor or coach who can invest in you." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1057-1064). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Find ways to help your customers look good in the eyes of their team members. When you set people up for success, you are likely to create advocates who support you as you move through the sales process...You typically see the best in people and situations, so be aware that you can over-invest in some sales environments. Take the time to logically weigh pros and cons as you investigate good sales opportunities...You are likely to enjoy interactive selling rather than a one-side approach. Engage your audience whenever possible. You may find that you quickly develop camaraderie...You get a kick out of seeing other people excel. Get involved in post-sale training whenever possible. This will foster long-term relationships in the client's culture." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"Ask this person to tell you which associates are growing in their jobs. He [or she] is likely to pick up small increments of growth that others miss. Position him so that he can help others within the organization grow. For example, give him the opportunity to mentor one or two people of his choice or to teach a class on a company topic, such as safety, benefits, or customer service. Be prepared to pay the fee for him to belong to a local training organization. Set him up as the one who will give recognition to colleagues. He will enjoy selecting the achievements that deserve praise, and his colleagues on the receiving end will know that the praise is genuine. He may be a candidate for a supervisor, team leader, or manager role. If he is already a manager or executive, look to his business unit for people who can be transferred to positions with larger responsibilities in the organization. He grows people and prepares them for the future. Reinforce his self-concept as a person who encourages people to stretch and to excel. For example, tell him, "They would never have broken the record by themselves. Your encouragement and confidence gave them the spark they needed." Be aware that he may protect a struggling performer long past the time when she should have been moved or terminated. Help him focus his developing instincts on setting people up to achieve success, and not on supporting people who are enduring hardship. The most developmental action he can take with a person enduring hardship is to find her a different opportunity where she can truly excel." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 189). Gallup Press. Kindle Edition.
BUILD TRUST
"Doing something good for the sake of another is a sign of character and an invitation to trust. Extend yourself to others by helping them see their own potential and offering to work with them to develop it. This will increase the breadth and depth of your relationships, and you will enjoy watching them grow. Try not to be hurt when others look for an ulterior motive in your good deeds. It may take them time to trust you when you show interest in their personal development. Allow them to see you in action for weeks, months, or even years before expecting their full confidence. They may not trust as easily as you do." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition.
SHOW COMPASSION
"You take genuine delight in people's growth and development. Your natural talent for focusing on others is a gift to those you nurture. Cheer for them, and let them know that you believe in them. Your compassionate caring touches their hearts and places you squarely on their side. They will never forget the support you offer so easily. "We learn best from those we love" is a quote you understand and appreciate. Who loves you? Whom do you love? Be sure to get close enough to not only teach and guide, but to love. Communicate your feelings. Your impact will last forever." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Empathy theme can sense the feelings of other people by imagining themselves in others' lives or others' situations." (Clifton StrengthsFinder® Quick Reference Card)
"You can sense the emotions of those around you. You can feel what they are feeling as though their feelings are your own. Intuitively, you are able to see the world through their eyes and share their perspective. You do not necessarily agree with each person's perspective. You do not necessarily feel pity for each person's predicament -- this would be sympathy, not Empathy. You do not necessarily condone the choices each person makes, but you do understand. This instinctive ability to understand is powerful. You hear the unvoiced questions. You anticipate the need. Where others grapple for words, you seem to find the right words and the right tone. You help people find the right phrases to express their feelings -- to themselves as well as to others. You help them give voice to their emotional life. For all these reasons other people are drawn to you.." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"People strong in the Empathy theme can sense the feelings of other people by imagining themselves in others' lives or others' situations." (Clifton StrengthsFinder® Quick Reference Card)
"You can sense the emotions of those around you. You can feel what they are feeling as though their feelings are your own. Intuitively, you are able to see the world through their eyes and share their perspective. You do not necessarily agree with each person's perspective. You do not necessarily feel pity for each person's predicament -- this would be sympathy, not Empathy. You do not necessarily condone the choices each person makes, but you do understand. This instinctive ability to understand is powerful. You hear the unvoiced questions. You anticipate the need. Where others grapple for words, you seem to find the right words and the right tone. You help people find the right phrases to express their feelings -- to themselves as well as to others. You help them give voice to their emotional life. For all these reasons other people are drawn to you.." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments that provide regular social interaction and an opportunity to collaborate with others (StrengthsQuest, 259)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The 'emotional tone' of your work environment is important. You might find that surrounding yourself with others who are positive and upbeat is highly rewarding (StrengthsQuest, 259)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Seek work environments in which emotions are valued and not repressed. The rich emotional economy will be the perfect environment (StrengthsQuest, 259)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Empathy is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Customer Service (sensitive and accommodating, adjusts to the unforeseen with ease [Empathy + Adaptability]), (good at breaking the ice and winning people over [Empathy + Woo + Relator])(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Instinctive Decision Maker, Feelings Sensor, Personnel Obstacle Identifier - Aware of the feelings of others; great with gut feelings; a valuable source of personnel views on issues; forge bridges of understanding and mutual support between individuals. Confidante or Mentor (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Appreciate your gift for getting in touch with the thoughts and feelings of others. Practice naming the feelings you experience and those you observe in others, then help others name their feelings. People who can name their feelings seem to work better with other people. Build trust with others by letting them know that you know how they are feeling. Help your colleagues be aware of the feelings of the persons with whom they work. Identify a friend who has strong Empathy and check your observations with him or her. Sometimes it is important to be silent. You have the talent to, without talking, let other people understand that you know how they are feeling. Over time, refine your non-verbal communication skills." "Empathy: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/667/empathy.aspx
"Teachers, counselors, and clergy members (StrengthsQuest, 259)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker (if your SDS has 'Social') (SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your empathy talent involves your ability to form high quality, deep, personal understanding and relationships with others. You have an unusual and beautiful ability to feel into what it feels like to be another person You can often feel what someone else feels without them saying a word. As a result, you can form very close, intimate relationships with people. The genius of Empathy has profound effects on others because they feel so deeply understood. Many people feel like they come healthier and more at peace being in your presence because your understanding of people goes beyond the words they can find to express themselves. While it may be hard on you to hear the pain of others, they will feel deeply indebted to you because you can understand them at such profound levels. The genius of empathy makes you a great lover of other people and they are fortunate to have you as a friend." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to provide quality customer service (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Command, Focus, Self-assurance, Woo (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Do not let them work with pessimists and cynics, rather have them work with positive and optimistic people; do not overreact when they cry (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Act quickly and firmly if a person is behaving in a way that is unhealthy for that person or for those around him or her. Understanding someone's emotional state does not mean that you must excuse this behavior. Be aware that when your empathy turns to sympathy, others might see you as a "bleeding heart." Partner with someone with a strong Command or Activator theme. This person will help you to take needed action, even though people's feelings might suffer as a result." "Empathy: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/667/empathy.aspx
"Identify a friend who has strong Empathy talents, and check your observations with him or her." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1162-1163). Gallup Press.
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Command, Activator, Empathy (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Help your friends and colleagues be more aware when one of your peers is having a difficult time. Remember, most people do not have your ability to pick up on sensitive situations. Act quickly and firmly when others behave in a way that is unhealthy for themselves or others. Understanding someone's emotional state does not mean that you must excuse this behavior...At times, your empathy for others may overwhelm you. Create some rituals that you can use at the end of your day to signal that work is over. This will help buffer your emotions and prevent burnout...Because you are observant of how others are feeling, you are likely to intuit what is about to happen before it becomes common knowledge. Although your intuitions may at times seem nothing more than "hunches," take conscious note of them. They may turn out to be valuable assets. Sometimes empathy does not require words at all. A kind gesture may be all someone needs to be reassured. Use your Empathy talents to nonverbally comfort others with a glance, a smile, or a pat on the arm." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1153-1156). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
“Position yourself as a partner who supports your customers' issues and concerns. Identify what is important to them, and then sell to their needs...You will pick up on discomfort, confusion, and frustration from prospects during the sales process. Adjust accordingly as you keep the sale on track...You easily tap into customers' and prospects' thoughts. Look for opportunities to speak a language that makes sense to them. They are likely to feel that you're uniquely capable of understanding what they need and how you can help...There might be times when you feel that objections have been left unsaid. Ask questions that demonstrate to others that you understand their concerns and want to respond to them. This will foster trust both in the moment and over the long haul." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"Ask this person to help you know how certain people within your organization are feeling. He [or she] is sensitive to the emotions of others. Before securing his commitment to a particular course of action, ask him how he feels and how other people feel about the issues involved. For him, emotions are as real as other, more practical factors and must be weighed when making decisions. Pay attention but do not overreact when he cries. Tears are part of his life. He may sense the joy or tragedy in another person's life more poignantly than even that person does. Help this person to see his Empathy as a special gift. It may come so naturally to him that he now thinks everyone feels what he feels, or he may be embarrassed by his strength of feeling. Show him how to use it to everyone's advantage. Test this person's ability to make decisions instinctively rather than logically. He may not be able to articulate why he thinks that a certain action is right, but he will often be right nonetheless. Ask him, "What is your gut feeling about what we should do?" Arrange for him to work with positive, optimistic people. He will pick up on these feelings and be motivated. Conversely, steer him away from pessimists and cynics. They will depress him. When employees or customers have difficulty understanding why an action is necessary, ask him for help. He may be able to sense what they are missing." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 192). Gallup Press. Kindle Edition.
BUILD TRUST
"Help others articulate and frame complex emotions when they're faced with a worrisome situation. Respect their feelings, and allow them the freedom to express what they need to express, whether or not your feelings mirror theirs. Acknowledge and deal with these emotions honestly to build trust. Because trust is paramount to you, many of your associates are likely to feel comfortable approaching you to share thoughts, feelings, concerns, and needs. Your discretion and desire to be genuinely helpful will be greatly valued." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (p. 163). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Witnessing the happiness of others brings you pleasure. Consequently, you are likely to be attuned to opportunities to highlight people's successes and positively reinforce their achievements. At each opportunity, deliver a kind word of appreciation or recognition. By doing so, you are likely to make a profound and engaging impression on that person. Sometimes you have the ability to understand what others are feeling before they've recognized it themselves. This uncanny awareness can be unnerving or comforting, depending on how it's shared. Ask questions to gently guide people toward recognition of what you already suspect. Help them name their feelings and create their own path to self-discovery, and you will be a valued partner." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (p. 163). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder : "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Intellection theme are characterized by their intellectual activity. They are introspective and appreciate intellectual discussions." (Clifton StrengthsFinder® Quick Reference Card)
"You like to think. You like mental activity. You like exercising the "muscles" of your brain, stretching them in multiple directions. This need for mental activity may be focused; for example, you may be trying to solve a problem or develop an idea or understand another person's feelings. The exact focus will depend on your other strengths. On the other hand, this mental activity may very well lack focus. The theme of Intellection does not dictate what you are thinking about; it simply describes that you like to think. You are the kind of person who enjoys your time alone because it is your time for musing and reflection. You are introspective. In a sense you are your own best companion, as you pose yourself questions and try out answers on yourself to see how they sound. This introspection may lead you to a slight sense of discontent as you compare what you are actually doing with all the thoughts and ideas that your mind conceives. Or this introspection may tend toward more pragmatic matters such as the events of the day or a conversation that you plan to have later. Wherever it leads you, this mental hum is one of the constants of your life." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"A work environment where you have time and space to think and reflect before responding will bring out your best. A fast-paced environment where there is pressure to sell or to follow routine procedures will not be as comfortable for you as one that allows and rewards thought and reflection (StrengthsQuest, 267)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Select work in which you can share ideas and pose questions. Avoid environments where you cannot challenge the status quo or where operating procedures are completely rigid (StrengthsQuest, 267)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments in which you can interact with colleagues and have philosophical debates will be most satisfying to you and enable you to be productive...choose work that will challenge you intellectually (StrengthsQuest, 267)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Intellection is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Sellers/Persuaders/Motivators/Advocates (enjoys engaging others in intellectual and philosophical debate); Start Up / Turnarounds/ Entrepreneur (able to conceptualize innovations well); Research and Development (loves to read and analyze materials [to see where knew knowledge takes them] and then create powerful arguments with supportive data)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Thinker - Introspective individuals that enjoy intellectual discussions; loves to read and analyze materials; great at creating powerful arguments with supportive data; they make sense of things by writing out thoughts, finding others who like to talk about the same issues as they do, and engaging people in intellectual and philosophical debate; needs time to follow an intellectual trail and see where it leads. Study philosophy, literature, psychology; encourage people to use their full intellectual capital by reframing questions for them and by engaging them in dialogue (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Consider beginning or continuing your studies in philosophy, literature, or psychology. You will always enjoy subject matter areas that stimulate your thinking. Thinking can be energizing for you, so schedule times for thinking. Use these times to muse and reflect. List your ideas in a log or a diary. These ideas will serve as grist for your mental mill, and might yield valuable insights. Take time to write. Writing might be the best way to crystallize and integrate your thoughts. Find people who like to talk about the same issues you do. Organize a discussion group that addresses subjects of interest to you. Deliberately build relationships with people you consider to be "big thinkers." Their example will inspire you to focus your own thinking." "Intellection: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/691/intellection.aspx
"Editors, theologians, or philosophy professors (StrengthsQuest, 267)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Intellection talents stems from the quality of your thinking. You think about ideas, concepts, and principles in great depth. It is as if you hold discussions in your mind about ideas, concepts, observations and new learnings. This results in deep learning, deep understanding, and deep appreciation for the best knowledge. Out of this deep processing, you often come to new insights and understandings. But the greatest aspect of the genius of your intellection is the wisdom that you gain from your in-depth thinking and internal discussions. You can think by yourself for hours, but never doubt what results: wisdom, clarity and a firm foundation for action planning and decision making." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to identify needs/opportunities in the marketplace and conceptualize solutions (innovation of products, services, methods, etc.); Ability to build prototypes and refine products based on ongoing research; Ability to build relationships and sell products (sellers, persuaders, motivators, advocates)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Futuristic, Self-Assurance (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
Caution: Do not let them hoard their findings; have them present their views to others to help refine and clarify their thoughts; other team members may think they are aloof and disengaged when they close their door or spend time alone, be sure others understand this is merely a reflection of their thinking style and not a disregard for relationships; be sure to have them get involved in the front end of projects and initiatives rather than jumping in at the execution stage, otherwise, if they join at a later stage, they may derail what has already been decided and their insights may have come too late; have them preserve their provocative questions for others that enjoy the give and take of debate; when interacting with others be respectful of the need of some people who need time to reflect before being put on the spot (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Explain to others why you need your time for introspection. Although it might seem to others that you aren't doing anything, introspection allows you to refine your ideas; thus, for you it is productive behavior. Allow others time to think through your new idea after you have presented it for the first time. Realize that they might not immediately understand this new idea because they have not spent as much time as you have pondering it." "Intellection: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/691/intellection.aspx
They need help from: Activator, Analytical, Strategic, Futuristic, Self-Assurance, Communication (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Shadow Side Protectors for (INTELLECTION): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like INTELLECTION that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for INTELLECTION are ACTIVATOR, ANALYTICAL, STRATEGIC, FUTURISTIC, SELF-ASSURANCE, and COMMUNICATION. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with INTELLECTION may hoard their valued findings, which if understood from the beginning of projects, could enhance/refine strategies to build better offerings and ultimately reduce costs into the future (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"List your ideas in a log or diary. These ideas will serve as grist for your mental mill, and they might yield valuable insights. Deliberately build relationships with people you consider to be "big thinkers." Their example will inspire you to focus your own thinking... Engaging people in intellectual and philosophical debate is one way that you make sense of things. This is not the case for everyone. Be sure to channel your provocative questions to those who similarly enjoy the give and take of debate. Schedule time for thinking; it can be energizing for you. Use these occasions to muse and reflect. Take time to write. Writing might be the best way for you to crystallize and integrate your thoughts... Find people who like to talk about the same issues you do. Organize a discussion group that addresses your subjects of interest. Encourage people around you to use their full intellectual capital by reframing questions for them and by engaging them in dialogue. At the same time, realize that there will be some who find this intimidating and who need time to reflect before being put on the spot." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1536-1538). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Take time each day to just think. It is important for you to collect and organize your thoughts as you contemplate sales strategies. Taking this valuable thinking time will help you feel more confident as you move forward in the sales process...Generate hypotheses as you move through the strategy phase of the sales process. You have the ability to help prospects think through solutions and implementation plans...Work with others on your sales team as you figure out how to maneuver around hurdles. Brainstorming can help unlock possibilities as you organize thoughts and strategies...Collaborate with various teams in your customer organizations. You are energized by the thinking process, and group interaction is a sound way of sharing ideas, sorting through possibilities, and inspiring new points of view. Your client group will likely appreciate being included in these brainstorming sessions as you assess opportunities and solutions together." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"Capitalize on the fact that thinking energizes this person. For example, when you have a need to explain why something has to be done, ask her [or him] to think it through for you and then provide you with the perfect explanation. Don't hesitate to challenge her thinking. She should not be threatened by this. On the contrary she should take it as a sign that you are paying attention to her and be stimulated by it. Encourage her to find a few long stretches of time when she can simply muse. For some people pure thinking time is not productive behavior, but for her it is. She will have more clarity and self-confidence as a result. When you are faced with books, articles, or proposals that need to be evaluated, ask her to read them and give you a report. She loves to read. Have a detailed discussion with her regarding her strengths. She will probably enjoy the introspection and self-discovery. Give her the opportunity to present her thinking to other people in the department. The pressure of communicating her thinking to others will force her to refine and clarify her thoughts. Be prepared to partner her with someone strong in the Activator theme. This partner will push her to act on her thoughts and ideas." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 200). Gallup Press. Kindle Edition.
BUILD TRUST
"When you carefully analyze others' thinking and then respectfully give your honest opinion, you can help them avoid pitfalls and mistakes. They will appreciate your forthright willingness to help them succeed, and they will come to depend on you for this. Your sheer intellectual capacity will cause some to respect and revere you. Prove yourself worthy by remembering that thought without action is not always particularly helpful. Use your gift of Intellection to make a difference, and your respect will be well-deserved." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Engaging others in intellectual and philosophical debate is one way you make sense of things. It is also one way you build relationships. Channel your provocative questions to people who similarly enjoy the give and take of debate. They will seek you out as a friend and colleague who sharpens their thinking - and one they want to spend time with again and again. Some people will want you to think with them, while others will want you to think for them. You may be able to build relationships with some people because you look at things from an entirely different angle than they do. For people who are single-minded and action-oriented, you may be the kind of thinking partner who improves their odds for success. Show that you truly care about them by sharing your thoughts with them." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Input theme have a craving to know more. Often they like to collect and archive all kinds of information." (Clifton StrengthsFinder® Quick Reference Card)
"You are inquisitive. You collect things. You might collect information -- words, facts, books, and quotations -- or you might collect tangible objects such as butterflies, baseball cards, porcelain dolls, or sepia photographs. Whatever you collect, you collect it because it interests you. And yours is the kind of mind that finds so many things interesting. The world is exciting precisely because of its infinite variety and complexity. If you read a great deal, it is not necessarily to refine your theories but, rather, to add more information to your archives. If you like to travel, it is because each new location offers novel artifacts and facts. These can be acquired and then stored away. Why are they worth storing? At the time of storing it is often hard to say exactly when or why you might need them, but who knows when they might become useful? With all those possible uses in mind, you really don't feel comfortable throwing anything away. So you keep acquiring and compiling and filing stuff away. It's interesting. It keeps your mind fresh. And perhaps one day some of it will prove valuable." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments that give you the freedom to pursue threads of information and that focus on informed decision-making are likely to bring out your best (StrengthsQuest, 266)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"You probably will enjoy a career in which you are always on the cutting edge of knowledge and you can gather and share valuable pieces of relevant information (StrengthsQuest, 266)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Choose jobs that require you to be an expert collector and consumer of research. This type of environment will energize you (StrengthsQuest, 266)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Input is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Coach / Teacher / Mentor / Trainer / Counselor (peppers lessons with intriguing facts and stories); Research and Development (they have a craving for collecting and archiving data, they stay stimulated by reading books and articles), (good at answering questions for colleagues); Content and Presentation Creation (journalism research and writing); Absorbers (Noticers) (their minds have the ability to soak up information like a sponge soaks up water)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Researcher - Craving for collecting and archiving data; their minds soak up information like a sponge soaks up water; they need to read books and articles to remain stimulated. Look for roles that will have them acquire new information each day such as teaching, research, or journalism; get positioned to answer questions for colleagues (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
Teacher, Trainers - Peppers lessons with intriguing facts and stories. Especially if they have the theme Developer in addition to Input (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Look for jobs in which you are charged with acquiring new information each day, such as teaching, research, or journalism. Identify your areas of specialization and actively seek more information about them. Make time to read books and articles that stimulate you. Schedule the times. Deliberately increase your vocabulary. Intentionally collect new words and learn the meaning of each. Enjoy reading the dictionary and the encyclopedia -- this might seem strange to some people, but for someone like you it is a good way to strengthen your self-concept. Devise a system to store and easily locate information. This can be as simple as a file for all the articles you have clipped, or as sophisticated as a computer database. Identify situations in which you can share the information you have collected with other people." "Input: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/688/input.aspx
"Media specialists, librarians, archivists, writers, information technologies, and others who work with large amounts of information on a daily basis (StrengthsQuest, 266)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director (if your SDS has 'Artistic')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Input talent is based on your curiosity. It is as if your curiosity knows no limits. You want to know about everything. Question after question propels you to learn more and more. You want facts, information, concepts, and principles. You become excited by your own questions and even more excited when you find answers to your questions. Sometimes you turn your curiosity to people and want to learn as much as possible about them, but for the most part you are driven to learn in general and in specialized areas of knowledge. As you learn, you try to keep your acquired facts organized, but this is a challenge since you continue to collect more and more information, and there is simply much to learn. Finally, the genius of your Input talent wants to share what you have learned. You can be a great communicator of what you have learned, and you get really excited about telling others about the latest thing you have learned." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to build prototypes and refine products based on ongoing research; Ability to market and advertise products (content and presentation creators); Ability train, mentor, teach, coach, or counsel talent; Ability to build relationships and sell products (content and presentation creators)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Futuristic, Self-assurance (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Not a systems developer, so they need help tracking all the information they collect and view as relevant; do not fail to keep them in the know, it is critical; keep partners close to them so they stay on track when their inquisitiveness leads them down intriguing but distracting avenues; as they gather information they also need to strive to keep aware of other groups that can benefit from them and sharing their findings, otherwise they will become stagnant and their contributions to teams will be minimized (they will need to be reminded that at some point they will need to leverage their knowledge and turn it into action, so help them identify facts and data that would be most valuable to others); they have the capacity to become authority figures/experts in their respective fields (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Accept that you will never feel that you know enough. Partner with someone with a strong Focus or Discipline theme. This person will help you stay on track when your inquisitiveness leads you down intriguing but distracting avenues." "Input: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/688/input.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Focus, Discipline (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Devise a system to store and easily locate information. This can be as simple as a file for all the articles you have clipped or as sophisticated as a computer database. Your mind is open and absorbent. You naturally soak up information in the same way that a sponge soaks up water. But just as the primary purpose of the sponge is not to permanently contain what it absorbs, neither should your mind simply store information. Input without output can lead to stagnation. As you gather and absorb information, be aware of the individuals and groups that can most benefit from your knowledge, and be intentional about sharing with them. You might naturally be an exceptional repository of facts, data, and ideas. If that's the case, don't be afraid to position yourself as an expert. By simply following your Input talents, you could become known as the authority in your field. Remember that you must be more than just a collector of information. At some point, you'll need to leverage this knowledge and turn it into action. Make a point of identifying the facts and data that would be most valuable to others, and use this information to their advantage." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1490-1491). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Learn and speak your customers' language. This will demonstrate to them that you are aware of who they are and what they need...Become an expert in your company. As you gather sound information and share what you know about customers and products, others will begin to see you as an advisor. This will position you well to build strong internal partnerships...Gather comprehensive and helpful client information early in the sales process. When you speak knowledgeably about their culture, prospects will believe that you are invested in them and that you can offer valuable insights...Immerse yourself in your customers' needs. Study, learn, and understand their short-term and long-term goals. This will be valuable as you work through various sales opportunities." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"Focus this person's natural inquisitiveness by asking him [or her] to research a topic of importance to your organization. He enjoys the knowledge that comes from research. Position him in roles with a heavy research component. Pay attention to his other strong themes. If he is also strong in Developer, he may excel as a teacher or trainer by peppering his lesson with intriguing facts and stories. Keep him posted on the news within your organization. He needs to be in the know. Pass along books, articles, and papers you think he would like to know about and read. Encourage him to make use of the Internet. He will use it to find information he thinks he needs. Not all of his fact-finding will be immediately useful, but it will be important for his self-esteem. Help him develop a system for storing the information he collects. This system will ensure that he can find it when he and the organization need it. When you are in meetings, make a point of asking him for information. Look for opportunities to say something positive about his recall, such as "It's amazing. You always seem to have the facts we need."" Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 199). Gallup Press. Kindle Edition.
BUILD TRUST
"Become a trusted authority by making sure that the information you provide is both current and accurate. Check multiple sources just to be sure, and help others distinguish between fact and opinion. You earn respect by doing your homework and providing others with the information they need to succeed. When they see that you have put in the time and taken the responsibility to do thorough research, they can't help but appreciate your desire to do good work and trust your comprehensive findings." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
SHOW COMPASSION
"People will be attracted to you as a leader because they see your resourcefulness and your awareness of the most recent developments and information. Let others know that you love to answer their questions and research their most pressing issues. Use your Input talents to connect with others, and make yourself available as someone they can depend on for help. When you meet others who share your interests, think beyond the learning opportunity at hand, and consider the relationship possibilities. Could this be the start of a friendship? Invite this person along when you discover opportunities to pursue your mutual interest, such as an exhibit or an upcoming speech. Use your Input talents as a stepping stone to relationships, and extend the first invitation." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Ideation theme are fascinated by ideas. They are able to find connections between seemingly disparate phenomena." (Clifton StrengthsFinder® Quick Reference Card)
"You are fascinated by ideas. What is an idea? An idea is a concept, the best explanation of the most events. You are delighted when you discover beneath the complex surface an elegantly simple concept to explain why things are the way they are. An idea is a connection. Yours is the kind of mind that is always looking for connections, and so you are intrigued when seemingly disparate phenomena can be linked by an obscure connection. An idea is a new perspective on familiar challenges. You revel in taking the world we all know and turning it around so we can view it from a strange but strangely enlightening angle. You love all these ideas because they are profound, because they are novel, because they are clarifying, because they are contrary, because they are bizarre. For all these reasons you derive a jolt of energy whenever a new idea occurs to you. Others may label you creative or original or conceptual or even smart. Perhaps you are all of these. Who can be sure? What you are sure of is that ideas are thrilling. And on most days this is enough." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments that reward your creativity and give you the time, space, and freedom to experiment and dream will bring out your best. Often these environments are fast-paced and freewheeling, allowing you to run your ideas past others on a daily basis (StrengthsQuest, 263)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Avoid environments that box you in with routines or that expect precision or attention to detail. You will invest significant time and produce results without constant supervision (StrengthsQuest, 263)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Select an organization where the leaders encourage and solicit your divergent thinking, stimulating them to consider some new approaches. You will be able to find new and better ways of doing things within the organization, and you may be of assistance in strategic planning sessions (StrengthsQuest, 263)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Ideation is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Marketers/Advertisers (good at designing sales strategies and marketing campaigns as they can see the connection between seemingly disparate phenomena), (idea creator), (finding something to engage customers and boost loyalty); Start Up / Turnarounds/ Entrepreneur (works well with visionaries and dreamers)(able to conceptualize innovations well); Research and Development (good at finding connections between seemingly disparate phenomena), (they appreciate the mindset of visionaries and dreamers and can add value to their brainstorming sessions and new product development discussions)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Idea Creators - Finds connections between seemingly disparate phenomena; Have them find something to teach customers, it will boost loyalty; they appreciate the mindset of visionaries and dreamers so they should spend time with imaginative peers and sit in on their brainstorming sessions. A natural fit for Research and Development roles: designer of sales strategies, marketing campaigns [advertising], journalism, design, customer service solutions, or new product development (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Seek work in which you will be paid for your ideas, such as marketing, advertising, journalism, design, or new product development. Find work in which you will be given credit for your ideas. Yours is the kind of mind that bores quickly, so make small changes in your work or home life. Experiment. Play mental games with yourself. All of these will help keep you stimulated. Seek brainstorming sessions. With your abundance of ideas, you will make these sessions more exciting and more productive. Schedule time to read, because the ideas and experiences of others can become your raw material for new ideas. Schedule time to think, because thinking energizes you. Discuss your ideas with other people. Their responses will help you keep refining your ideas." "Ideation: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/679/ideation.aspx
"Strategic planners, consultants, market researchers, designers, or...advertising (StrengthsQuest, 263)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Chemist, biologists, computer programmers, and researchers of all kinds (if your SDS has 'Investigative')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director (if your SDS has 'Artistic')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Ideation talent begins with your love of ideas and the way you so quickly learn new ideas, concepts and principles. But you are not passive. It is as if you take ideas and then begin spinning them around in your mind. With each new idea you learn, you tend to think about it over and over - - - spinning it around with the many other ideas you already have. The result of this thinking, turning, and spinning around of new ideas with what you already know does two things. First, you generate new connections and insights about ideas and their implications. Second, the spinning of your ideas often results in new ideas. Therefore, the genius of the Ideation talent is the creativity of generating new ideas and insights as a result of contemplating and reviewing the ideas you have learned." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to identify needs/opportunities in the marketplace and conceptualize solutions (innovation of products, services, methods, etc.); Ability to take an idea and convert it into customers (starting from a non-existent company or customer base); Ability to build prototypes and refine products based on ongoing research; Ability to market and advertise products; Ability to market and advertise products (loyalty programs); (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Futuristic, Strategic (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: They get bored quickly so help them find ways to keep things interesting; they need to read a lot because the ideas and experiences of others become the raw material for their new ideas; they need to finish their thoughts before being expected to communicate their ideas; if they don't "join the dots" for others in the presentation of their ideas, people may view their thoughts as incomplete and just dismiss them; have them draw pictures, use analogies or metaphors, or explain concepts step by step to help others more easily understand their ideas; don't expect them to see exactly how everything fits together when others present a new idea, just realize they need to know that it does fit together with a larger plan, so explain how it does, or identify what is an exception or experiment (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Finish your thoughts and ideas before communicating them. Lacking your Ideation strength, others might not be able to "join the dots" of an interesting but incomplete idea, and thus might dismiss it. Partner with someone with a strong Activator theme. This person can push you to put your ideas into practice. This kind of exposure can only be good for your ideas. Partner with someone with a strong Analytical theme. This person will question you and challenge you, therefore strengthening your ideas." "Ideation: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/679/ideation.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Futuristic, Strategic, Analytical (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"You are likely to get bored quickly, so make some small changes in your work or home life. Experiment. Play mental games with yourself. All of these will help keep you stimulated. Finish your thoughts and ideas before communicating them. Lacking your Ideation talents, others might not be able to "join the dots" of an interesting but incomplete idea and thus might dismiss it. Not all your ideas will be equally practical or serviceable. Learn to edit your ideas, or find a trusted friend or colleague who can "proof" your ideas and identify potential pitfalls. Understand the fuel for your Ideation talents: When do you get your best ideas? When you're talking with people? When you're reading? When you're simply listening or observing? Take note of the circumstances that seem to produce your best ideas, and recreate them. Schedule time to read, because the ideas and experiences of others can become your raw material for new ideas. Schedule time to think, because thinking energizes you... Sometimes you lose others' interest because they cannot follow your abstract and conceptual thinking style. Make your ideas more concrete by drawing pictures, using analogies or metaphors, or simply explaining your concepts step by step." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1350-1358). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Think about new and different ways of achieving results with prospects and customers. They will quickly see how creative and resourceful your ideas are...Be a brainstorming partner with your fellow salespeople. You will build a solid constituency inside your organization as others hear your ideas for prospecting and closing business. These interactions will also stimulate your own thoughts on market penetration and growth...Ask your customers and prospects thought-provoking questions. You'll inspire possibility thinking within your customer base. This will give you time in front of others as well as the opportunity for future business...Figure out what activates your good ideas. When you are aware of what stimulates creative ideas and sound solutions, you can use that trigger mechanism to outline selling strategies for new as well as loyal customers." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"This person has creative ideas. Be sure to position her [or him] where her ideas will be valued. She will be particularly effective as a designer, whether of sales strategies, marketing campaigns, customer service solutions, or new products. Whatever her field, try to make the most of her ability to design. Since she thrives on ideas, try to feed her new ideas that lie within the focus of your organization. She will not only be more excited about her work but will also use these ideas to generate new insights and discoveries of her own. Encourage her to think of useful ideas or insights that can be shared with your best customers. From Gallup's research it is clear that when a company deliberately teaches its customers something, their level of loyalty increases. She enjoys the power of words. Whenever you come across a word combination that perfectly captures a concept, idea, or pattern, share it with her. It will stimulate her thinking. She needs to know that everything fits together. When decisions are made, take time to show her how each decision is rooted in the same theory or concept. On those few occasions when a particular decision does not fit into the overarching concept, be sure to explain to her that this decision is an exception or an experiment. Without this explanation she may start to worry that the organization is becoming incoherent." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 196). Gallup Press. Kindle Edition.
BUILD TRUST
"The purpose behind your pursuit of what's new can help others trust you to make good choices. Explain the "why" behind what you do. Help people see that you are seeking to improve the status quo, to better explain the world, and to make discoveries that ultimately serve humanity. Make things simple. All your ideas, possibilities, and tangents can be confusing to some people. You see the simplicity of the underlying principles; articulate that to others so that they can see it too. The clearer things seem to people, the more certain they can be that you are doing what is right and makes sense. Help people make connections between what is and what can be." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Others have great appreciation for your creative imagination and your continual quest for new ideas. Invite them along for the ride. Ask them to dream with you. Shared excitement about ideas and possibilities, even from vastly different fields and approaches, can be a foundation for a mutually satisfying relationship. Partner with others who have a practical bent - people who can make your ideas realistic and bring them to fruition. You can be their inspiration; they can help you realize your dreams. Your differences are what bind you together and make each of you more successful than you would be on your own. Show consideration and appreciation for what others bring to the table." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Context theme enjoy thinking about the past. They understand the present by researching its history." (Clifton StrengthsFinder® Quick Reference Card)
"You look back. You look back because that is where the answers lie. You look back to understand the present. From your vantage point the present is unstable, a confusing clamor of competing voices. It is only by casting your mind back to an earlier time, a time when the plans were being drawn up, that the present regains its stability. The earlier time was a simpler time. It was a time of blueprints. As you look back, you begin to see these blueprints emerge. You realize what the initial intentions were. These blueprints or intentions have since become so embellished that they are almost unrecognizable, but now this Context theme reveals them again. This understanding brings you confidence. No longer disoriented, you make better decisions because you sense the underlying structure. You become a better partner because you understand how your colleagues came to be who they are. And counter intuitively you become wiser about the future because you saw its seeds being sown in the past. Faced with new people and new situations, it will take you a little time to orient yourself, but you must give yourself this time. You must discipline yourself to ask the questions and allow the blueprints to emerge because no matter what the situation, if you haven't seen the blueprints, you will have less confidence in your decisions." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments that allow you to explore how things came to be the way they are (StrengthsQuest, 255)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Collegial environments with strong traditions, rituals, and a sense of organizational history (StrengthsQuest, 255)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS
When Context is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Leader (uses their understanding of the past to help others map the future); Sellers/Persuaders/Motivators/Advocates (uses their understanding of the past to help others map the future); Start Up / Turnarounds/ Entrepreneur (able to conceptualize innovations well); Research and Development (uses their understanding of the past to help others map the future, thinks in terms of case studies)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Culture Builder - History and story collector; thinks in terms of case studies; uses their understanding of the past to help others map the future; uses folklore to strengthen an organizations culture (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Collect memories through photographs and written materials -- they can be motivational for you. Read historical novels, non-fiction, or biographies. You will discover many insights that will help you understand the present. You will think more clearly. Before planning begins on a project, encourage your colleagues to study past projects. Help them appreciate the statement that "those who cannot remember the past are condemned to repeat it." If you are in a role that requires teaching others, build your lessons around case studies. You will enjoy the search for the appropriate case, and your students will learn from these precedents. Use your understanding of the past to help others map the future. Help your organization strengthen its culture via folklore. For example, collect symbols and stories that represent the best of the past, or suggest naming an award after a person who embodied the best of the past. "Context: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/655/context.aspx
"Archeologists, historians, museum curators, humanities professors, or antique appraisers (StrengthsQuest, 255)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Context talent is found in the way you think about the past and use that form of thinking to learn, plan and solve problems. The present is important to you, but in your mind, the present is best understood by seeking to understand what has led up to the present. Thus, your mind often goes backwards and looks for what has caused what we are experiencing today. This look to the past gives great wisdom for understanding the present and forms a basis for making informed decisions and plans in the present and for the future. The genius of your Context way of thinking provides you with a basis for making high quality decisions and plans and for problem-solving. In addition, as you apply the genius of your Context way of thinking when you learn, you will learn with great understanding which results in high achievement." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to identify needs/opportunities in the marketplace and conceptualize solutions (innovation of products, services, methods, etc.); Ability to build prototypes and refine products based on ongoing research; Ability to build relationships and sell products (sellers, persuaders, motivators, advocates); Ability to lead existing companies (once the first product or service is established and customers exist)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Futuristic , Individualization, Developer (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: When introducing them to other colleagues - do not fail to talk about one another's backgrounds before getting down to business; needs to understand background info before can commit to a course of action (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Partner with someone with a strong Futuristic or Strategic theme. This person's fascination with what "could be" will stop you from becoming mired in the past, while your deep understanding of Context will stop him or her from ignoring the lessons of the past. Together you are more likely to create something that lasts. Accept change. Remember that the Context theme does not equate with "living in the past." Instead, you can actually become known as an active agent for positive change. Your strong Context theme should allow you to identify more clearly than most the aspects of the past that can be discarded, and those that must be retained in order to build a sustainable future. "Context: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/655/context.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Futuristic, Strategic (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"At work, help your organization strengthen its culture via folklore. For example, collect symbols and stories that represent the best of the past, or suggest naming an award after a person who embodied the historical traditions of your organization. Partner with someone with strong Futuristic or Strategic talents. This person's fascination with what "could be" will stop you from becoming mired in the past, while your deep understanding of context will stop him or her from ignoring the lessons of the past. Together you are more likely to create something that lasts. Accept change. Remember that your Context talents do not require you to "live in the past." Instead, you can actually become known as an active agent for positive change. Your natural sense of context should allow you to identify more clearly than most the aspects of the past that can be discarded and those that must be retained to build a sustainable future. Use fact-based comparisons to prior successes to paint a vivid picture for others of "what can be" in the future. The real-life illustrations you create can build confidence and emotional engagement." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 959-966). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Think about what has worked in the past in terms of your sales success. Take what you know and find ways to use those best practices moving forward...Seek out people who have different sales experiences. Ask what has worked for them so that you don't keep reinventing the wheel...Study the histories of your prospects and customers. When you demonstrate a historical perspective as part of your sales approach, prospects are likely to appreciate the effort you made to become a valuable partner, and they will have a better understanding of the future you project." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"When you ask this person to do something, take time to explain the thinking that led to this action. He [or she] needs to understand the background for a course of action before he can commit to it. When you introduce him to new colleagues, ask these colleagues to talk about their background before you all get down to business. During meetings always turn to him to review what has been done and what has been learned up to the present time. Instinctively, he will want others to be aware of the context of decision-making. He thinks in terms of case studies, that is, when did we meet a similar situation, what did we do, what happened, what did we learn? You can expect him to use this talent to help others learn, especially when the need for case studies is important. No matter what the subject matter, ask him to collect revealing anecdotes, to highlight the key discovery from each anecdote, and perhaps to build a class around these case studies. He can do the same in relation to your organization's culture. Ask him to collect anecdotes of people behaving in a way that exemplifies the cornerstones of the culture. His anecdotes, retold in newsletters, training classes, Web sites, videos, and so on, will strengthen your culture." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 187). Gallup Press. Kindle Edition.
BUILD TRUST
"Relate stories of your own life that you think will resonate with others. Being vulnerable enough to share a bit of your own past can be a gateway to trust. Encourage mutual sharing of histories and life events if others are willing, and honor their trust when they confide in you." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition.
SHOW COMPASSION
"You're interested in the roots, the history, and the formative moments in the lives of those around you. For you, a great conversation starter is "Tell me about a turning point in your life." Ask questions that elicit stories that will be as fun for you to hear as they are for others to tell. Showing your interest will demonstrate that you care. Remember the details of stories you've heard someone tell, and use them as ongoing connecting points with that person. Looking across a room and making eye contact when something you've heard holds meaning for the two of you shows that you listened, remembered, and connected to the individual." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1214-1223). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Analytical theme search for reasons and causes. They have the ability to think about all the factors that might affect a situation." (Clifton StrengthsFinder® Quick Reference Card)
"Your Analytical theme challenges other people: "Prove it. Show me why what you are claiming is true." In the face of this kind of questioning some will find that their brilliant theories wither and die. For you, this is precisely the point. You do not necessarily want to destroy other people's ideas, but you do insist that their theories be sound. You see yourself as objective and dispassionate. You like data because they are value free. They have no agenda. Armed with these data, you search for patterns and connections. You want to understand how certain patterns affect one another. How do they combine? What is their outcome? Does this outcome fit with the theory being offered or the situation being confronted? These are your questions. You peel the layers back until, gradually, the root cause or causes are revealed. Others see you as logical and rigorous. Over time they will come to you in order to expose someone's "wishful thinking" or "clumsy thinking" to your refining mind. It is hoped that your analysis is never delivered too harshly. Otherwise, others may avoid you when that "wishful thinking" is their own." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Jobs that allow you to make decisions based on your evaluation of facts, data, tangible evidence, and research findings." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that allow you the freedom to explore and think." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Working with data and systems analysis, engaging in research, and critiquing ideas tend to bring out your best." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Research and Development (pattern discoverer that has a detail oriented exactness [an analyst])(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Pattern discoverer; has a detail oriented-exactness; enjoys sharing findings. Research and Development, marketing, financial, or medical research or in database management, editing, or risk management (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Accounting, finance, sciences, forensics, computer technology, journalism, or other fields that involve data analysis or problem solving (StrengthsQuest, 247)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Chemist, biologists, computer programmers, and researchers of all kinds (if your SDS has 'Investigative')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Accountant, medical records technician, legal secretary, court reporter, air traffic controller, and budget analyst (if your SDS has 'Conventional')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Analytical talent begins with the way your mind works as it automatically formulates penetrating questions. Your questions have a common theme in that they are always "truth seeking". Your genius analytical questions seem to drill down with question after question until the truth is uncovered. Questions of "How you know . . . ?", "Why?", "What evidence do you have . . .?" and "Can you prove it . . .?" are constantly in your mind. But these questions only lead to the deeper aspects of your genius Analytical talent the ultimate genius of the Analytical talent involves the quality of your decisions, problem solving and planning capabilities. Armed with the information generated through your penetrating questions, you get to the rock-bottom issues that form a basis for the highest quality of real decision making, problem solving, and strategic planning. Moreover, your questions give you the facts and information needed for excellence in decision making and planning." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to build prototypes and refine products based on ongoing research (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Ideation, Intellection, Futuristic (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Never try to pass shoddy data to them as credible evidence (they will notice and it will impact trust/environment/future). Be cautious with deadlines with this person as they are more worried about doing things right then hitting a deadline (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Partner with someone with strong Activator talents. This person's impatience will move you more quickly through the analytical phase into the action phase." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 585-586). Gallup Press.
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Activator, Self-Assurance, Communication (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Your mind is constantly working and producing insightful analysis. Are others aware of that? Find the best way of expressing your thoughts: writing, one-on-one conversations, group discussions, perhaps lectures or presentations. Put value to your thoughts by communicating them. Make sure that your accumulation and analysis of information always leads to its application and implementation. If you don't do this naturally, find a partner who pushes you from theory to practice, from thinking to doing. This person will help ensure that your analysis doesn't turn into paralysis...Volunteer your Analytical talents. You can be particularly helpful to those who are struggling to organize large quantities of data or having a hard time bringing structure to their ideas...You may remain skeptical until you see solid proof. Your skepticism ensures validity, but others may take it personally. Help others realize that your skepticism is primarily about data, not people." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 577-581). Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Focus on customers with realistic potential as well as existing customers who can grow or spend more. Your attention to this information will help you identify sound prospects...Share what you know with your partners as it relates to sales growth. Helping your team understand where the greatest potential lies is likely to make prospecting and cold calling more effective for everyone involved...Create reports that show the buying patterns of your customers. This will help you understand those patterns and tie them to retention of the business. You'll also see potential for growth more clearly...Research sales information as it pertains to your customers. The numbers will help you assess short-term and long-term opportunities as you analyze their buying tendencies. Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"Whenever this person is involved with an important decision, take time to think through the issues with her [or him]. She will want to know all the factors affecting the decision. If you are explaining a decision that has already been made, always remember to lay out the logic of the decision very clearly. To you it may feel as though you are over explaining things, but for her this level of detail is essential if she is to commit to the decision. Every time you have the opportunity, recognize and praise her reasoning ability. She is proud of her disciplined mind. When defending a decision or a principle, show this person the supporting numbers. She instinctively gives more credibility to information that displays numbers. Remember that she has a need for exact, well-researched numbers. Never try to pass shoddy data to her as credible evidence. A highlight in her life is to discover patterns in data. Always give her the opportunity to explain the pattern in detail to you. This will be motivational for her and will help to solidify your relationship. You will not always agree with her, but always take her point of view seriously. She has probably thought through her points very carefully. Because the accuracy of the work is so important to her, getting a task done correctly may be more important to her than meeting a deadline. Therefore, as the deadline draws near, keep checking in with her to ensure that she has the necessary time to do it right." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 180). Gallup Press. Kindle Edition.
BUILD TRUST
"Think about what you endorse. Because others trust your analytical mind, they may follow your recommendations without investigation of their own. This may be just fine, but at times, others may need your help to realize that what's right for you may not be what's right for them. Help them sort out the factors that make an action or product likely to be successful for their individual needs and desires rather than allowing them to base their analysis on yours. Help them know that you want what's best for them, and they will trust you even more. You automatically uncover what's real, true, and honest. Others will count on you to be the "truth finder" in any information that may conflict or confuse. Think of this as a way you can support others, and don't wait for them to ask for help. Extend yourself; they will respect and trust your proactive analysis." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1006-1015). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Others who love to scrutinize ideas will be drawn to your analytical, truth-seeking approach. Stimulate debates, the tug-of-war of ideas that challenge one another. Make it fun to explore new ideas and sort out what is fact and what is conjecture. When you find a kindred spirit, take a gamesman's approach to discussion and debate, and forge a relationship that you will both enjoy. Responding to people in crisis is an obvious way to extend compassion and caring. When others are overwhelmed by data and decisions, you can step in to help sort what's real and what can improve their odds in a difficult situation." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (Kindle Locations 1006-1015). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder:"What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Harmony theme look for consensus. They don't enjoy conflict; rather, they seek areas of agreement." (Clifton StrengthsFinder® Quick Reference Card)
"You look for areas of agreement. In your view there is little to be gained from conflict and friction, so you seek to hold them to a minimum. When you know that the people around you hold differing views, you try to find the common ground. You try to steer them away from confrontation and toward harmony. In fact, harmony is one of your guiding values. You can't quite believe how much time is wasted by people trying to impose their views on others. Wouldn't we all be more productive if we kept our opinions in check and instead looked for consensus and support? You believe we would, and you live by that belief. When others are sounding off about their goals, their claims, and their fervently held opinions, you hold your peace. When others strike out in a direction, you will willingly, in the service of harmony, modify your own objectives to merge with theirs (as long as their basic values do not clash with yours). When others start to argue about their pet theory or concept, you steer clear of the debate, preferring to talk about practical, down-to-earth matters on which you can all agree. In your view we are all in the same boat, and we need this boat to get where we are going. It is a good boat. There is no need to rock it just to show that you can." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"People strong in the Harmony theme look for consensus. They don't enjoy conflict; rather, they seek areas of agreement." (Clifton StrengthsFinder® Quick Reference Card)
"You look for areas of agreement. In your view there is little to be gained from conflict and friction, so you seek to hold them to a minimum. When you know that the people around you hold differing views, you try to find the common ground. You try to steer them away from confrontation and toward harmony. In fact, harmony is one of your guiding values. You can't quite believe how much time is wasted by people trying to impose their views on others. Wouldn't we all be more productive if we kept our opinions in check and instead looked for consensus and support? You believe we would, and you live by that belief. When others are sounding off about their goals, their claims, and their fervently held opinions, you hold your peace. When others strike out in a direction, you will willingly, in the service of harmony, modify your own objectives to merge with theirs (as long as their basic values do not clash with yours). When others start to argue about their pet theory or concept, you steer clear of the debate, preferring to talk about practical, down-to-earth matters on which you can all agree. In your view we are all in the same boat, and we need this boat to get where we are going. It is a good boat. There is no need to rock it just to show that you can." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"You work well and are helpful in team project environments. You help others work together even more productively. Your Harmony talents promote emotional stability and calmness in the group (StrengthsQuest, 262)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments where consensus is the preferred strategy for decision-making and where you can work your magic behind the scenes are likely to bring out your best (StrengthsQuest, 262)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Collaborative environments in which you can surround yourself with others dedicated to win-win solutions will allow your Harmony talents to flourish (StrengthsQuest, 262)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that lack structure or are unpredictable from day to day, or that demand high levels of creativity, are not as likely to be comfortable for you (StrengthsQuest, 262)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Harmony is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Competitors/Producers (not good with highly competitive workplaces); Team and Culture Builders (helps people feel like their opinions are truly being heard, that they are important and have been understood); Sellers/Persuaders/Motivators/Advocates (not good with cold calls); Negotiators (confrontation and debate avoiders); Customer Service (confrontation and debate avoiders); Manager or Supervisor (confrontation and debate avoiders); Project Manager (confrontation and debate avoiders)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Peace Enjoyers and Engagement Activators - Avoids confrontation and debate. They need a role where they can draw people together and create interactions or forums where people feel like their opinions are truly being heard [they can help get others more engaged in group projects and activities]; avoid roles that require "cold calls" or highly competitive workplaces (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"In discussions, look for the practical side of things. Help others see this practical side. It is the starting point of agreement. Use your Harmony strength to build a network of people with differing perspectives on whom you can rely when you need expertise. Your openness to these differing perspectives will help you learn. Accept the responsibilities of being a good team member. Your willingness to adjust and your tolerance for differing views can become significant strengths. When two people are arguing, ask others in the group to share their thoughts. By increasing the number of voices in the conversation you are more likely to find areas where all parties can agree. You can draw people together. Avoid roles that will lead you to confront people on a daily basis. Sales roles based upon "cold calls," or roles within highly competitive workplaces, for example, will frustrate or upset you." "Harmony: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/676/harmony.aspx
"Statisticians, tax experts, or financial planners...[or] more people-oriented fields...[whichever appears] more agreeable to you (StrengthsQuest, 262)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Accountant, medical records technician, legal secretary, court reporter, air traffic controller, and budget analyst (if your SDS has 'Conventional')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Harmony talent stems from what you can see and how you respond to what you see. First, you can see where people can come together when they are in conflict. Often those in conflict are absolutely blind to how to resolve their conflicts because their differences seem so insurmountable. But you can often see where people in conflict could come together and resolve their differences. The second aspect of the genius of your Harmony talent is found in the way you work with people who are in conflict. Usually, one on one and one at a time, you will meet with those in conflict and help each person to clarify their own position and come to see the point of view of the person with whom they are in conflict. In so doing, you help conflicting people move to reconciliations. The genius of your Harmony talent is greatly needed in families, small groups, and large organization. It is as if you are the "glue" that hold relationships together. Unfortunately you sometimes do not receive the credit you deserve, as much of your best work is done behind the scenes. But know that even if no one knows but you, you make a significant and a very positive difference in all of the groups and relationships that you are in." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to build relationships and sell products (sellers, persuaders, motivators, advocates); Ability to build relationships and sell products (competitors and high level producers); Ability to negotiate terms of the sale and crafting agreements; Ability to provide quality customer service; Ability to manage or supervise talent (culture builders); Ability to manage or supervise projects (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Harmony, Command, Activator (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Don't be surprised if this person agrees with you even when you are wrong (keep others with stronger opinions around them to keep their thinking clear); steer this person away from conflict (have them practice techniques for resolving conflict without confrontation otherwise they may find themselves running away from conflicts leaving them unresolved which could lead to passive-aggressive behavior); do not include them in meetings where conflict will arise via confronting others; does not like debate or controversial subjects; needs to use their talent to surround them self with a network of differing perspectives and expertise; if their efforts to resolve conflicts are not successful, have partners (with themes Command/Activator) help them confront it head on; some may take advantage of their efforts to create Harmony, have them find a balance between listening and efficiency, and defer to experts (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Practice your techniques for resolving conflict without confrontation. Without these polished techniques you might find yourself simply running away from conflicts, leaving them unresolved. This could lead you to passive/aggressive behavior. Partner with someone with a strong Command or Activator theme. This person can help you confront the conflict head-on, when all your best efforts to resolve it have met with no success." "Harmony: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/676/harmony.aspx
"Partner with someone especially talented in Command or Activator. When all your best efforts to resolve a conflict have met with no success, this person can help you confront it head-on." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1304-1306). Gallup Press.
They need help from: Harmony, Command, Activator (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Shadow Side Protectors for (HARMONY): Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances. However, be extra considerate when working with team members with certain themes like HARMONY that could benefit greatly from a more specific shadow side protector. Shadow Side Protectors for HARMONY are HARMONY, COMMAND, ACTIVATOR. When used in isolation, weaknesses can be revealed that must be protected against using the appropriate protectors. Without the help from these Shadow Side Protectors, those with HARMONY can get overwhelmed by the conflicts they become exposed to, and run, or become agreeable when they know better (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
"Use your Harmony talents to build a network of people with differing perspectives. Rely on these people when you need expertise. Your openness to these differing perspectives will help you learn. When two people are arguing, ask others in the group to share their thoughts. By increasing the number of voices in the conversation, you are more likely to find areas where all parties can agree. You can draw people together... Practice your techniques for resolving conflict without confrontation. Without these polished techniques, you might find yourself simply running away from conflicts, leaving them unresolved. This could lead you to passive-aggressive behavior... Create interactions and forums in which people feel like their opinions are truly being heard. In doing so, you will help others become more engaged in group projects and activities. Be aware that your attempts to create harmony by allowing everyone a turn to speak might actually create disharmony in some people. Individuals with exceptional Achiever talents, for example, may be anxious to make a decision and take action. Learn to briefly yet effectively communicate the value of listening." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1297-1300). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Look for common ground as part of your sales process. You have an agreeable sales approach that tends to foster a sense of camaraderie and partnership early on...Without a doubt, there will be periods of apprehension as you move prospects toward the close, regardless of what product you sell. Use your ability to listen, understand their anxiety, and lend a reassuring perspective to allay their discomfort...You are often considered to be the problem solver. Because you understand boundaries, others will look to you to find a point of connection. Help move people closer to resolving obstacles and closing the deal...Be the go-to person when others need to be convinced that the decisions they make are correct. You establish trust by finding common ground as you work to build consensus among all the parties involved." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"As far as possible steer this person away from conflict. Do not include him [or her] in meetings where there will almost certainly be conflict because he is not at his best when confronting others. Determine in what ways you agree with him and regularly review these agreements with him. Surround him with other people strong in Harmony. He will always be more focused, more productive, and more creative when he knows that he is supported. Don't waste your time discussing controversial subjects with this person. He will not enjoy the debate for its own sake. Instead, keep your discussions focused on practical matters where clear action can be taken. Don't always expect him to disagree with you even when you are wrong. For the sake of harmony he may nod his head despite judging your idea a poor one. Consequently, you may need other people who instinctively voice their opinions to help keep your thinking clear. Sometimes when others are locked in disagreement, he can unlock them. He will not necessarily resolve the subject under debate, but he will help them find other areas where they do agree. These areas of common ground can be the starting point for working productively together again. He wants to feel sure about what he is doing. Help him find authoritative backup (expert opinion) for the actions he takes." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 195). Gallup Press. Kindle Edition.
BUILD TRUST
"You show others respect by valuing their input and helping them be heard. At times, you may need to point out that each person's point of view is valuable and deserves respect, if not agreement. Learn to briefly, yet effectively, communicate the value of listening. The loudest voices are not the only ones that should be heard. Sometimes you may need to stop the debate, open up the floor, and help each person have a say. When you do, make sure this environment is one of trust and respect so that those with quieter voices feel comfortable sharing their opinions. By making it clear that decisions are better when every voice is heard, others will have faith in your motives and be more likely to share discussion time equitably." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Your Harmony talents make life more pleasant. You reduce stress by reducing conflict and friction. Invest some time in conceptualizing the greater purpose of your organization. When tensions mount, remind others of the overriding mission that binds you all together. In addition to cooling the conflict, your actions help others rise to another level that is based on a shared purpose. Others will be drawn to you because you are considerate of everyone's opinions, and you honor their views. Seeking common ground comes naturally to you. Your quest for harmony between individuals and groups shows others that you care and enhances one-to-one and group relationships. How many points of commonality can you find per interaction? Count them, and see if you can increase your average over time. The greater the number of connecting points, the greater the opportunity for establishing significant and lasting relationships." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"(formerly Inclusiveness) People strong in the Includer theme are accepting of others. They show awareness of those who feel left out, and make an effort to include them." (Clifton StrengthsFinder® Quick Reference Card)
"Stretch the circle wider." This is the philosophy around which you orient your life. You want to include people and make them feel part of the group. In direct contrast to those who are drawn only to exclusive groups, you actively avoid those groups that exclude others. You want to expand the group so that as many people as possible can benefit from its support. You hate the sight of someone on the outside looking in. You want to draw them in so that they can feel the warmth of the group. You are an instinctively accepting person. Regardless of race or sex or nationality or personality or faith, you cast few judgments. Judgments can hurt a person's feelings. Why do that if you don't have to? Your accepting nature does not necessarily rest on a belief that each of us is different and that one should respect these differences. Rather, it rests on your conviction that fundamentally we are all the same. We are all equally important. Thus, no one should be ignored. Each of us should be included. It is the least we all deserve." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"(formerly Inclusiveness) People strong in the Includer theme are accepting of others. They show awareness of those who feel left out, and make an effort to include them." (Clifton StrengthsFinder® Quick Reference Card)
"Stretch the circle wider." This is the philosophy around which you orient your life. You want to include people and make them feel part of the group. In direct contrast to those who are drawn only to exclusive groups, you actively avoid those groups that exclude others. You want to expand the group so that as many people as possible can benefit from its support. You hate the sight of someone on the outside looking in. You want to draw them in so that they can feel the warmth of the group. You are an instinctively accepting person. Regardless of race or sex or nationality or personality or faith, you cast few judgments. Judgments can hurt a person's feelings. Why do that if you don't have to? Your accepting nature does not necessarily rest on a belief that each of us is different and that one should respect these differences. Rather, it rests on your conviction that fundamentally we are all the same. We are all equally important. Thus, no one should be ignored. Each of us should be included. It is the least we all deserve." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Environments where you can play a welcoming role, such as in orienting new employees or recruiting minority staff. (StrengthsQuest, 264)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Working with a group that is not always included by others, such as physically or mentally challenged children, will allow you to use your talents to help others feel better about themselves (StrengthsQuest, 264)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments that encourage teamwork and foster social interaction and integration (StrengthsQuest, 264)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Includer is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Corporate Social Responsibility Advocate/Non-Profits (Good at representing voices that are not usually heard and at building links to social agencies); Team and Culture Builders (able to make everyone feel important)(able to help everyone find common ground), (able to engage the disengaged), (boost employee productivity and customer loyalty); Customer Service (good at making people feel important and heard); Human Resources (good at helping new recruits get to know other people)(good at bringing together people of diverse cultures and backgrounds helping them appreciate similarities so they can respect differences [specifically engaging the problematic])(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Accepter and Orienter, Customer Service - Likes to make everyone feel important; good at helping everyone find common ground and value in their contributions; identifies those that feel left out and makes an effort to include them; position them to help new recruits get to know other people or customers to feel heard; a good link to social agencies; a good recruiter of minority talent. They should look to take responsibility for representing voices that are not usually heard; to bring together people of diverse cultures and backgrounds; to work with those defined as problematic; or to help others learn to appreciate team member similarities so they can begin to respect their differences (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Choose roles in which you are continuously working and interacting with people. You will enjoy the challenge of making everyone feel important. Consider roles in which you are responsible for representing voices that are not normally heard. You will derive a great deal of satisfaction from being their representative. Look for opportunities to bring together people of diverse cultures and backgrounds. You can be a leader in this area. Help those who are new to an organization get to know other people. You will always be adept at quickly making people feel accepted and involved. You naturally look for the best in people. Help your colleagues see what you see." "Achiever: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/622/achiever.aspx
"Youth workers, occupational therapists, social workers, special education teachers, and missionaries (StrengthsQuest, 264)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker (if your SDS has 'Social') (SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Includer talent involves your ability to see outsiders and those who have been marginalized. You can see people who are physically on the outside, but most remarkably, you can discern who feels left out even though they may be physically in the middle of a group. But your genius talent of Includer does not stop with just seeing those who are physically outside and emotionally marginalized. You take action to bring people into the group. In fact this talent seems to give you an enormous amount of courage to reach out and actively bring the outsider in. The beauty of your Includer talent is that you can build relationships with literally anyone. But your specialty in relationship building is with the "invisible people" and people who others ignore. You instinctively know what to say and how to include those who others ignore and leave out." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to recruit talent and organize personnel and corporate human relation processes; Ability to manage or supervise talent (culture builders); Ability to provide quality customer service; Ability to advocate and drive corporate social responsibility initiatives (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Empathy (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Do not position them to work with elite products or services made for a select category of customer (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Partner with someone with a strong Activator or Command theme. This person can help you deliver news that might hurt someone's feelings. Explain what we all have in common. Help others understand that to respect the differences among us (our diversity) you must begin by appreciating what we all share (our similarity)." "Achiever: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/622/achiever.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Activator, Command ,Empathy (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Look for opportunities to bring together people of diverse cultures and backgrounds. You can be a leader in this area. Help those who are new to an organization or group get to know other people. You will always be adept at quickly making people feel accepted and involved. An anti-elitist, you may clash with those who feel they have earned the right to perks and power. Rather than disputing their claim, use your Includer insights to help everyone find common ground and value in their contributions. Acknowledge the dissonance you feel when you must be the bearer of bad news. Look for partners who can help you justify your position so you don't apologize or soften the message too much. Not every person is lovable or even likeable. While many of your friends or colleagues may be put off by difficult people, you have a natural capacity to truly care for all people. Let others know that if they ever come to the end of their rope with a problematic individual, they can call on you to step in... Realize that people will relate to each other through you. You are a conduit for information. You can interact with all parts and all people in a group and keep them effectively connected to each other. Explain what we all have in common. Help others understand that to respect the differences among us (our diversity), we must begin by appreciating what we all share (our similarity)." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1399-1407). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"You're uniquely capable of making everyone --gatekeepers, requisition managers, buyers, decision makers -- feel important as part of the sales cycle. Use this talent to build advocacy quickly...Spend time with as many of your connections in the customer's environment as possible. More is better as you look for inroads into organizations. Appreciate that prospects and customers as well as your internal customer support team can benefit from being included in the sales process. Let them know the positive impact they create...Because you naturally include others, you are likely to find ways to gather information from many people as you work to understand the goals and objectives of your prospects. Invite them in, ask questions, and answer concerns throughout the sales cycle." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup
"This person is interested in making everyone feel part of the team. Ask him [or her] to work on an orientation program for new employees. He will be excited to think about ways to welcome these new recruits. Ask him to lead a task force to recruit minority persons into your organization. He is instinctively sensitive to those who are or have been left out. When you have group functions, ask him to make sure that everyone is included. He will work hard to ensure that no individual or group is overlooked. In the same vein you can capitalize on this person's Includer theme by focusing it on your customers. Properly positioned, he may prove very effective at breaking the barriers between customer and company. Because he probably will not appreciate elite products or services made for a select category of customer, position him to work on products or services that are designed with a broad market in mind. He will enjoy planning ways to open the net wide. In certain situations it may be appropriate to ask him to be your organization's link to community social agencies." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 197). Gallup Press. Kindle Edition.
BUILD TRUST
"Your utter lack of elitism inspires respect and honor. Others can rely on you to find common ground and recognize the contribution each person makes to the whole. Automatic acceptance is part of your wiring. You don't debate the merits and drawbacks of including someone. If someone is there, he should be welcomed and brought into the fold. Help others see past what's on the outside, and ask them to consider how others feel. Everyone will know that you are a person who deserves respect when they see the respect that you give to others." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Everyone needs an Includer as a friend. You help people feel welcome and immediately make them a part of something larger than themselves. You reach out and invite others to join when they are feeling like outsiders looking in. Never hesitate to invite, even when rebuffed. Know that you are always doing the right thing. Nurture the new folks in your organization. Be a first friend. Know their names, and introduce them to others, helping them find connecting points. You will collect many best friends this way. It's hard to forget the person who first made you feel like you belonged in a new place where you felt uncertain." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder:"What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Individualization theme are intrigued with the unique qualities of each person. They have a gift for figuring out how people who are different can work together productively." (Clifton StrengthsFinder® Quick Reference Card)
"Your Individualization theme leads you to be intrigued by the unique qualities of each person. You are impatient with generalizations or "types" because you don't want to obscure what is special and distinct about each person. Instead, you focus on the differences between individuals. You instinctively observe each person's style, each person's motivation, how each thinks, and how each builds relationships. You hear the one-of-a-kind stories in each person's life. This theme explains why you pick your friends just the right birthday gift, why you know that one person prefers praise in public and another detests it, and why you tailor your teaching style to accommodate one person's need to be shown and another's desire to "figure it out as I go." Because you are such a keen observer of other people's strengths, you can draw out the best in each person. This Individualization theme also helps you build productive teams. While some search around for the perfect team "structure" or "process," you know instinctively that the secret to great teams is casting by individual strengths so that everyone can do a lot of what they do well." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"People strong in the Individualization theme are intrigued with the unique qualities of each person. They have a gift for figuring out how people who are different can work together productively." (Clifton StrengthsFinder® Quick Reference Card)
"Your Individualization theme leads you to be intrigued by the unique qualities of each person. You are impatient with generalizations or "types" because you don't want to obscure what is special and distinct about each person. Instead, you focus on the differences between individuals. You instinctively observe each person's style, each person's motivation, how each thinks, and how each builds relationships. You hear the one-of-a-kind stories in each person's life. This theme explains why you pick your friends just the right birthday gift, why you know that one person prefers praise in public and another detests it, and why you tailor your teaching style to accommodate one person's need to be shown and another's desire to "figure it out as I go." Because you are such a keen observer of other people's strengths, you can draw out the best in each person. This Individualization theme also helps you build productive teams. While some search around for the perfect team "structure" or "process," you know instinctively that the secret to great teams is casting by individual strengths so that everyone can do a lot of what they do well." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Your talents can be useful on search committees and in recruiting processes, as you are able to see ways in which people's talents can fit particular roles (StrengthsQuest, 265)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Careers in which you could work one-on-one with people would allow your Individualization talents to flourish, as you see each one as a distinct person and empower them to grow (StrengthsQuest, 265)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Environments in which you can mentor others or provide feedback to individuals about their performance (StrengthsQuest, 265)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Individualization is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Coach / Teacher / Mentor / Trainer / Counselor (able to spot how each person learns differently), (able to personalize and meet each team members unique needs), (able to lead diversity and community efforts), (able to work effectively with people from different cultures), (can show others the world through a given employees eyes), (can spot how others like to learn, be managed, or build relationships); Manager or Supervisor (good selector of talent and organizer of people, helps others see value in diversity, and can prove its best to treat people differently), (learns quickly what team members can do best, their likes and dislikes [empowering them to personalize and meet each team members unique needs), (able to move comfortably among a broad range of styles and cultures of people); Event Organizer/Planner (able to move comfortably among a broad range of styles and cultures of people (able to select talent and organize people); Corporate Social Responsibility Advocate/Non-Profits (helps others look beyond race, sex, or nationality to find value in diversity; and is able to move comfortably among a broad range of styles and cultures); Quality Controllers (can help identify action items for performance problems); Closers (turning prospects into customers); Human Resources (helps others find value in diversity and is able to move comfortably among a broad range of styles and cultures), (good at selecting talent and organizing people so they work effectively together), (able to show you the world through an employee's eyes)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Organizers of People and Selectors of talent - They see the uniqueness in others and help them work together productively; can set up custom pay per performance programs for employees; helps others look beyond race, sex, or nationality to find value in diversity; able to prove that it is okay to treat people differently; learns quickly what team members can do best; has a natural awareness and appreciation of others' likes and dislikes empowering them with the ability to personalize and meet each team members unique needs; they are able to move comfortably among a broad range of styles and cultures; they are able to interpret data differently as they innately look for distinctiveness versus similarities in data. Counseling, supervising, teaching, writing human interest articles, or selling; help friends and family plan their futures based on their strengths, leading diversity and community efforts (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Select a vocation in which your Individualization theme can be both appreciated and used, such as counseling, supervising, teaching, writing human interest articles or selling. Your ability to see people one by one is a special talent. Become an expert in describing your own strengths and style. For example, answer questions such as these: What is the best praise you ever received? How often do you like to check in with your manager? What is your best method for building relationships? How do you learn best? Ask these same questions of your colleagues and friends. Help them plan their future by starting with their strengths, then designing a future based on what they do best. Make your colleagues and friends aware of each person's unique needs. Soon people will look to you to explain other people's motivations and action. Study successful people to discover the uniqueness that made them successful. Consider that you might be able to write a novel." "Individualization: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/685/individualization.aspx
Manager, Supervisor, Mentor - Can show others the world through a given employees eyes; able to help identify action items for performance problems; teach internal training class; can spot how others like to learn, be managed, or build relationships. Especially if they have the themes Arranger and Developer in addition to Individualization (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
Closer/Sales - Turning prospects into customers. Especially if they have the themes Command and Woo in addition to Individualization (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Teachers, counselors, corporate trainers, and other individuals who are able to see the uniqueness in others (StrengthsQuest, 265)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Individualization talent is that you see each and every person and a one of a kind, distinct individual. But more than that, you see the particular factors, qualities, characteristics, thoughts, and perception that make each person distinct. You see each person as a mosaic of highly individual factors each of which contribute to a person's distinctiveness. This includes both personal qualities and past events that have formed the person. You are curious about their individual characteristics and you find yourself thinking and asking questions about what makes each person so distinct. This results in people feeling special and prized by your attention. But all of this simply lays a foundation for the genius of your Individualization. Your genius is that armed with all of this thinking and question-asking, you attempt to interact with each person based on their individual qualities. This leads to meaningful and very helpful relationships." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to ensure products and processes meet quality requirements or that personnel meet performance expectations; Ability to market and advertise products (event planning); Ability to close sales; Ability to advocate and drive corporate social responsibility initiatives; Ability to recruit talent and organize personnel and corporate human relation processes; Ability to train, mentor, teach, coach, or counsel talent; Ability to manage or supervise talent (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Achiever, Consistency (fairness), Developer (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
Caution: Have them learn to describe their perspective in detail so they can be persuasive, as others tend to see unequal treatment as unfair; they will need to prove to others that it is appropriate, just, and effective to treat each person differently; have them explain their rationale and philosophy so people understand they have their best interest in mind; give them time to discover what ever person does best, what their talents, skills, and knowledge really are; be sure to position them to explain others people's motivations and actions; have them gather and share real life stories to highlight their points versus depending on generic information or theories (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Help others understand that true diversity can be found in only the subtle differences between each individual, regardless of race, sex, or nationality. Explain that it is appropriate, just, and effective to treat each person differently. Those without strong Individualization might not see the differences among individuals and might insist that Individualization is unequal and therefore unfair. You will need to describe your perspective in detail in order to be persuasive." "Individualization: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/685/individualization.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Empathy, Includer (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"Because you easily appreciate the unique qualities of each customer and prospect, find opportunities to customize strategies and solutions that suit each person and organization...Listen to your Individualization talents during interactions with customers and prospects. You can perceive what others are thinking, and you pick up on signals that others miss...Your insights will help you tap into unexpressed needs and concerns. Make this awareness work for you as you ask smart questions, understand fears, and come up with sound solutions...Match products and solutions to the needs of your customers. They will sense that you understand them when you can easily help them see how your products link to their requirements." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press
"Ask this person to serve on your selection committee for any number of positions. She [or he] will probably be a very good judge of each candidate's strengths and weaknesses. Ask her to help improve the organization's productivity by figuring out the right roles for everyone according to their strengths and weaknesses. Have her help design pay-for-performance programs where each employee can use his strengths to maximize his pay. When you are having difficulty understanding a certain employee's perspective, turn to her for insight. She can show you the world through the employee's eyes. When you are having performance problems with individual employees, discuss with her what might be done. Her intuitions about the appropriate action for each individual will be sound. When appropriate, ask her to teach an internal training class or mentor a couple of new employees. She may well have a knack for spotting how each person learns a little differently. Look at her other dominant themes. If her Developer and Arranger talents are also strong, she may have the potential to be a manager or supervisor. If her strength lies in the themes Command and Woo, she will probably be very effective at turning prospects into customers." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 198). Gallup Press. Kindle Edition.
BUILD TRUST
"Sometimes you know more than people would like you to know. Keep strict confidences, and only share your insights with a person one-on-one. She should be the one to decide if she wants you to relate those insights to others. Others trust your instincts about people's unique qualities. Continue to build on that trust by focusing on the positive as much as you can when you are asked to share your impressions about someone. Stand behind your tendency to treat each person individually according to need, strength, and style. Many may see this as "playing favorites" and distrust you. Be prepared to defend your Individualization from a performance-excellence standpoint, as well as from a humane perspective. This will give others confidence in your decisions." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Others are often surprised at the depth of your insights about them, especially when you've known them only a short time. You've probably heard "How did you know that?" many times. As relationships develop, others will want to hear in greater depth your thoughts and insights regarding their actions, motivations, and talents. You are a mirror for them, and you offer a valuable perspective. Ask them to tell you more about themselves, and test your insights. Accept and affirm what they have to tell you. You may have the gift of gifting - choosing the perfect gift for another person - even someone you don't know particularly well. Finding a small token and giving it at an unexpected time can be a quick relationship builder. Give yourself permission to reach out in this way, and enjoy the rewarding looks of surprise and delight. Who can resist a perfectly chosen gift? Bring joy into others' lives with little surprise." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 171-172). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People strong in the Positivity theme have an enthusiasm that is contagious. They are upbeat and can get others excited about what they are going to do." (Clifton StrengthsFinder® Quick Reference Card)
"You are generous with praise, quick to smile, and always on the lookout for the positive in the situation. Some call you lighthearted. Others just wish that their glass were as full as yours seems to be. But either way, people want to be around you. Their world looks better around you because your enthusiasm is contagious. Lacking your energy and optimism, some find their world drab with repetition or, worse, heavy with pressure. You seem to find a way to lighten their spirit. You inject drama into every project. You celebrate every achievement. You find ways to make everything more exciting and more vital. Some cynics may reject your energy, but you are rarely dragged down. Your Positivity won't allow it. Somehow you can't quite escape your conviction that it is good to be alive, that work can be fun, and that no matter what the setbacks, one must never lose one's sense of humor." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"People strong in the Positivity theme have an enthusiasm that is contagious. They are upbeat and can get others excited about what they are going to do." (Clifton StrengthsFinder® Quick Reference Card)
"You are generous with praise, quick to smile, and always on the lookout for the positive in the situation. Some call you lighthearted. Others just wish that their glass were as full as yours seems to be. But either way, people want to be around you. Their world looks better around you because your enthusiasm is contagious. Lacking your energy and optimism, some find their world drab with repetition or, worse, heavy with pressure. You seem to find a way to lighten their spirit. You inject drama into every project. You celebrate every achievement. You find ways to make everything more exciting and more vital. Some cynics may reject your energy, but you are rarely dragged down. Your Positivity won't allow it. Somehow you can't quite escape your conviction that it is good to be alive, that work can be fun, and that no matter what the setbacks, one must never lose one's sense of humor." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"You will thrive in work environments that are fun, fast-paced, and people-oriented (StrengthsQuest, 270)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Relaxed, social, pleasant environments where your optimism and sense of humor will be appreciated are likely to bring out your best. Avoid environments where cynicism and negativity are seen as 'cool' (StrengthsQuest, 270)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Choose work for which you have a passion. You will be energized when you are environments that encourage your hopeful view of the future (StrengthsQuest, 270)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Positivity is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Start Up / Turnarounds/ Entrepreneur (able to highlight the positive by recognizing and celebrating achievement); Coach / Teacher / Mentor / Trainer / Counselor (brings drama and energy to enhance the dynamic)(brings excitement to the learning experience [Positivity + Developer]); Event Organizer/Planner (enthusiastic and upbeat and knows how to recognize and celebrate achievement); Leader (enthusiastic and upbeat, that can see and highlight the positive); Recognition Givers (knows how to recognize and celebrate achievement); Sellers/Persuaders/Motivators/Advocates (enthusiastic and upbeat, a solid combination of assertive and energy), (able to enhance the perceived dynamic of an organization), (able to help those that are discouraged or reluctant to take risks to keep moving forward); Account Manager (enthusiastic and upbeat, client retention); Customer Service (enthusiastic and upbeat)(extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Motivator, Event Planner, Customer Service, Client Retention - Enthusiastic and upbeat which is contagious; knows how to recognize and celebrate achievement; helps plan events to host customers for new product launches or user groups; helps others that are discouraged or reluctant to take risks to keep moving forward; have them seek to translate their feelings into specific, tangible, and personal expressions of gratitude and recognition. Find a role to highlight the positive: teaching, sales, entrepreneur, leader; position so they can help others see the things that are going well for them (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
Trainer, Teacher - Brings excitement to the learning environment. Especially if they have the theme Developer in addition to Positivity (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
Sales - has a solid combination of assertiveness and energy. Especially if they have the theme Command in addition to Positivity (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Coaches, teachers, sales reps, marketing executives, realtors, or managers (StrengthsQuest, 270)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"You will excel in any role in which you are paid to highlight the positive. A teaching role, a sales role, an entrepreneurial role, or a leadership role will utilize your ability to make things dramatic. You tend to be more enthusiastic and energetic than most people. When others become discouraged or are reluctant to take risks, your attitude will provide the impetus to keep them moving. Over time, others will start to look to you for this "lift." Deliberately help others see the things that are going well for them. You can keep their eyes on the positive. Because people will rely on you to help them rise above their daily frustrations, arm yourself with good stories, jokes and sayings. Never underestimate the effect that you can have on people. Plan highlight activities for your colleagues. For example, find ways to turn small achievements into "events," or plan regular "celebrations" that others can look forward to, or capitalize on the year's holidays and festivals. Increase the recognition you give to others. Try to tailor it to each person's need." "Positivity: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/700/positivity.aspx
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director (if your SDS has 'Artistic')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker (if your SDS has 'Social') (SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
Lawyer, sales representative, journalist, public relations specialist, financial manager, personnel manager, athletic coach, referee, and real estate agent (and careers in the hospitality and travel industry) (if your SDS has 'Enterprising')(SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Positivity talent is found in the impact that you can and will have in the lives of other people. You see the best in people. You want to bring out the best in people. You organize environments so that people can become what they are best capable of being. But you do not "sit on the sidelines" and simply hope that these good things will just happen. You get into the middle of things and stimulate people to strive for the best they can be. As a result, people became more productive, effective, and grow because of you. Your genius is found in the impact that you have on groups and individuals. Simply stated everyone gets better if you are nearby and interacting with them. As a result, you are a most valuable part of any organization and you have the talent to be a great leader, a great manager, and a great supervisor." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to take an idea and convert it into customers (starting from a non-existent company or customer base); Ability to market and advertise products (event planning); Ability to build relationships and sell products (sellers, persuaders, motivators, advocates); Ability to maintain accounts and accompanying relationships; Ability to provide quality customer service; Ability train, mentor, teach, coach, or counsel talent; Ability to manage or supervise talent (includes recognition givers and team builders); Ability to lead existing companies (once the first product or service is established and customers exist)(extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Developer, Individualization, Includer (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Does not imply they will always be in a good mood or have the ability to make people more excited about their work; avoid placing them by cynics or their energy will be sapped; they don't enjoy cheering up negative people either; they energize positive people who need a little spark; have them explain to others that they know bad things can happen but they simply prefer to focus on the good things; be sure they protect and nurture this talent by spending time in highly positive environments that will invigorate and feed their optimism; have them arm themselves with good stories, jokes, and sayings to help others rise above their daily frustrations; have them hang around others that find the same kind of drama and humor in the world that they do (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Avoid negative people. They will bring you down. Instead, seek people who find in the world the same kind of drama and humor that you do. You will energize each other. Explain that your enthusiasm is not simple naivety. You know that bad things can happen; you simply prefer to focus on the good things. Pessimists might superficially seem wiser; they might even sometimes be right -- but they are rarely achievers (and, incidentally, optimists have more fun)." "Positivity: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/700/positivity.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Empathy, Includer (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Plan highlight activities for your friends and colleagues. For example, find ways to turn small achievements into events, plan regular celebrations that others can look forward to, or capitalize on the year's holidays and festivals... You may get your greatest joy by encouraging people. Freely show your appreciation of others, and make sure that the praise is not vague. Consistently seek to translate your feelings into specific, tangible, and personal expressions of gratitude and recognition. As you share your Positivity talents, be sure to protect and nurture them. As necessary, insulate yourself from chronic whiners and complainers, and intentionally spend time in highly positive environments that will invigorate and feed your optimism. Don't pretend that difficulties don't concern you. Other people need to know that while you find the good in virtually every situation, you are not naive. Recognize challenges, and communicate the reasons for your optimism. Your positive approach will be most powerful when others realize it is grounded in reality. Because people will rely on you to help them rise above their daily frustrations, arm yourself with good stories, jokes, and sayings. Never underestimate the effect that you can have on people." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1688-1690). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"You naturally inspire optimism, so begin each sale by asking questions about the good things that are happening in the prospect's organization. When appropriate, don't hesitate to lighten the environment with humor. Using wit in the sales process can be a good icebreaker and can foster strong partnerships...Your ability to inspire good feelings can open many doors. Recognize your customers as well as internal partners by highlighting what they do well. You will develop a valuable network of advocates as others appreciate your upbeat attitude...Tie your strong feelings of positivity to reality. Acknowledge challenging situations, but communicate the reasons for your optimism. Help others realize that difficulties do concern you, but there is good reason to remain optimistic...Build momentum by sharing your enthusiasm at various stages in the selling cycle. Customers can feel points of pain sometimes, and having the ability to put a positive note into the conversation can ease the tension at crucial times." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"This person brings drama and energy to the workplace. Find ways to position him [or her] as close to your customers as possible. He will make your organization seem more positive and more dynamic. Ask him to help plan events in which your organization hosts your best customers, such as new product launches or user groups. The Positivity theme does not imply that he is always in a good mood. It does imply that through his humor and attitude he can make people more excited about their work. Remind him of this strength and encourage him to use it. He will quickly be sapped of energy by cynics. Don't expect him to enjoy cheering up negative people. He will do better when asked to energize basically positive people who are simply in need of a spark. His enthusiasm is contagious. Consider this when placing him on project teams. He likes to celebrate. When certain milestones of achievement have been reached, ask him for ideas about how to recognize and celebrate the achievement. He will be more creative than most. Pay attention to his other strong themes. If he also possesses strength in the Developer theme, he may prove to be an excellent trainer or teacher, because he brings excitement to the classroom. If Command is one of his strongest themes, he may excel in selling because he is armed with a potent combination of assertiveness and energy." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 203). Gallup Press. Kindle Edition.
BUILD TRUST
"Some people are so accustomed to hearing the negatives pointed out that initially, they will be suspicious of your continued positive remarks. Keep those remarks coming, and allow others to trust, over time, that you're always going to have that upbeat emphasis - in your life and in theirs. Make certain that your praise is always genuine, never empty or false. Research shows that more damage is done through false praise than through criticism. If you believe it, say it. If you don't, show your respect for others' intelligence and discernment, and don't yield to the temptation of false flattery." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 207-208). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Your Positivity makes you naturally liberal with praise. You can't be too generous - precious few people believe that they are suffering from too much recognition in their lives. Give praise freely. Make it specific. Make it personal. Spread good feelings and genuine appreciation for others. Help others look forward to every interaction they have with you. In hard times, you may be one of the few bright spots in someone's life - a beacon. Never underestimate that role. People will come to you because they need the boost you consistently provide. Let them know that they can. Ask them what they need. You will refresh them. Be the person whose humor is always positive and encouraging. Because of your outlook, you don't resort to deprecating, callous humor or sarcasm. This positive approach will surely rub off on others, and you'll influence the atmosphere around you." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 207-208). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
"People who are strong in the Relator theme enjoy close relationships with others. They find deep satisfaction in working hard with friends to achieve a goal." (Clifton StrengthsFinder® Quick Reference Card)
"Relator describes your attitude toward your relationships. In simple terms, the Relator theme pulls you toward people you already know. You do not necessarily shy away from meeting new people -- in fact, you may have other themes that cause you to enjoy the thrill of turning strangers into friends -- but you do derive a great deal of pleasure and strength from being around your close friends. You are comfortable with intimacy. Once the initial connection has been made, you deliberately encourage a deepening of the relationship. You want to understand their feelings, their goals, their fears, and their dreams; and you want them to understand yours. You know that this kind of closeness implies a certain amount of risk -- you might be taken advantage of -- but you are willing to accept that risk. For you a relationship has value only if it is genuine. And the only way to know that is to entrust yourself to the other person. The more you share with each other, the more you risk together. The more you risk together, the more each of you proves your caring is genuine. These are your steps toward real friendship, and you take them willingly." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"People who are strong in the Relator theme enjoy close relationships with others. They find deep satisfaction in working hard with friends to achieve a goal." (Clifton StrengthsFinder® Quick Reference Card)
"Relator describes your attitude toward your relationships. In simple terms, the Relator theme pulls you toward people you already know. You do not necessarily shy away from meeting new people -- in fact, you may have other themes that cause you to enjoy the thrill of turning strangers into friends -- but you do derive a great deal of pleasure and strength from being around your close friends. You are comfortable with intimacy. Once the initial connection has been made, you deliberately encourage a deepening of the relationship. You want to understand their feelings, their goals, their fears, and their dreams; and you want them to understand yours. You know that this kind of closeness implies a certain amount of risk -- you might be taken advantage of -- but you are willing to accept that risk. For you a relationship has value only if it is genuine. And the only way to know that is to entrust yourself to the other person. The more you share with each other, the more you risk together. The more you risk together, the more each of you proves your caring is genuine. These are your steps toward real friendship, and you take them willingly." Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
"Careers in which in-depth, meaningful relationships are valued are likely to be most rewarding to you (StrengthsQuest, 271)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Workplaces in which friendships are encouraged, where you can continuously learn about your clients and associates (StrengthsQuest, 271)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Stable work environments where you can work with people you trust but also develop multiple levels of relationships (StrengthsQuest, 271)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
When Relator is matched up with these additional themes, a person is uniquely built for peak performance in the following roles: Team and Culture Builders (helps people feel like their opinions are truly being heard, that they are important and have been understood); Sellers/Persuaders/Motivators/Advocates (good at getting others to commit [Relator + Activator + Woo]); Closers (good at getting others to commit [Relator + Activator + Woo]); Negotiators(confrontation and debate avoiders); Networkers (good at building long-term, trusting relationships); Account Managers (good at building genuine close relationships); Customer Service (good at breaking the ice and winning people over) (extracted from Gallup Strengths Based Literature: SDI StrengthsFinder Theme Combinations and Their Potential Value to Society - Quick Reference Guide).
Account Manager, Relationship Builder, Mentor - Enjoys building genuine close relationships; makes people feel like they are important and understood; a catalyst for building trusting relationships; helps colleagues get to know each other better and to extend their relationships beyond the office; works hard with friends to achieve each other's goals, helps retain best customers and employees; very generous. They will not do well in an overly formal organization(extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
Manager of Employees - Employees will work hard for them because they know they will be there for them and want to see them succeed; generous with others. Especially if they have the themes Focus, Arranger, and Self-Assurance in addition to Relator (extracted from Gallup Strengths Based Literature: SDI Role and Function Guide).
"Counselors, teachers, school administrators, mediators, human resource directors, and others who help people as part of their work (StrengthsQuest, 271)." Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"Find a workplace in which friendships are encouraged. You will not do well in an overly formal organization. In a job interview, ask about work styles and company culture. Deliberately learn as much as you can about the people that you meet. You like knowing about people, and other people like being known. In this way, you will be a catalyst for trusting relationships. Show people that you trust them and they will be more likely to trust others. You can be an important role model in this area. Let it be known that you are more interested in the character and personality of others than in their status or job title. This is one of your strengths and can serve as model for others. Let your caring show. For example, find people in your company to mentor, or help your colleagues to know each other better, or extend your relationships "beyond the office." No matter how busy you are, stay in contact with your friends. They are your fuel." "Relator: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/703/relator.aspx
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker (if your SDS has 'Social') (SDI Course II - Talent Based Education Planning and Career Preparation, Lesson 15, extracted from StrengthsQuest, 297-298). Clifton, D., Anderson, E., Schreiner, L. (2006). StrengthsQuest. New York: GALLUP PRESS.
"The genius of your Relator talent is found in the fact that you can form relationships with virtually anyone. While you prefer relationships that are real and genuine, you have the capacity to form relationships with almost anyone. You can form relationships with people older, younger, or the same age as yourself. You can form relationships with people who have more, less, or the same status as yourself. You can also form relationships at different levels of closeness or intimacy. For example, you have at least four levels of relationships. At the fourth level, you have lots of acquaintances. On the third level are a group of relationships that are closer. On the second level, you have a group of friends. But you also have an even closer group of people, people in your "tight group". While there are usually six or less in your tight group and many or few in the other three groups, the genius of your Relator strength is your ability to form relationships on these multiple levels of intimacy." Anderson, C. (2005). The Genius and Beauty Found Within: The Clifton StrengthsFinder Themes of Talent
Ability to market and advertise products; Ability to build relationships and sell products (sellers, persuaders, motivators, advocates); Ability to close sales; Ability to negotiate terms of the sale and crafting agreements; Ability to maintain accounts and accompanying relationships; Ability to provide quality customer service; Ability to recruit talent and organize personnel and corporate human relation processes; Ability to manage or supervise talent (culture builders); Ability to manage or supervise projects (extracted from Gallup Strengths Based Literature: SDI Role and Theme Interdependency - Real Life Example: What talent is required to create an original idea, build/market/sell a product/service, and then secure/retain customers).
Who needs help from them: Woo (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
Caution: Do not fail to tell them you care about them, they organize their relationships around their close relationships so they will want to know where you stand; do not uproot them from their colleagues or customers frequently; do not fail to recognize their generosity toward others (be sure to show them how their generosity helps them influence and connect with those around them); they need to inform others that they care more about a person's personality and character than in their status or job title; they like to be referred to as a person, equal, or friend, rather than a function, a superior, or title; encourage them to put themselves out there as they might tend to withhold the most engaging aspects of their personality until they have sensed openness from another person; make sure they make time for their family and close friends as they need to spend quality moments with those they love; make sure they get to socialize with colleagues and team members outside of work, as that will forge more connected relationships at work leading to more effective teamwork and cooperation (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide).
"Be honest with your friends. True caring means helping the other person be successful and fulfilled. Thus, giving honest feedback or encouraging your friend to move out of a role in which he or she is struggling is a caring act. Forgive a close friend. When someone lets you down, you take it seriously, and might become skittish about renewing the relationship. Honor this reluctance, but don't let it stop you from extending trust again." "Relator: Clifton StrengthsFinder Theme." Business Journal. Gallup, n.d. Web. 12 Nov. 2015. Retrieved from: http://www.gallup.com/businessjournal/703/relator.aspx
Teams you create (or join) should be well-rounded, because as individuals, we are not. A balanced team would include at least one person from each domain (Executing, Influencing, Relationship Building, and Strategic Thinking). The Leadership Strength Domains wheel will provide you the well rounded approach your team needs in most circumstances.
They need help from: Woo (extracted from Gallup Strengths Based Literature: SDI Caution and Partner Guide)."
"Deliberately learn as much as you can about the people you meet. You like knowing about people, and other people like being known. By doing this, you will act as a catalyst for trusting relationships. Let it be known that you are more interested in the character and personality of others than in their status or job title. This is one of your greatest talents and can serve as a model for others. Let your caring show. For example, find people in your company to mentor, help your colleagues get to know each other better, or extend your relationships beyond the office. No matter how busy you are, stay in contact with your friends. They are your fuel. Be honest with your friends. True caring means helping the other person be successful and fulfilled. Giving honest feedback or encouraging your friend to move out of a role in which he or she is struggling is a compassionate act... Make time for family and close friends. You need to spend quality moments with those you love in order to "feed" your Relator talents. Schedule activities that allow you to get even closer to the people who keep you grounded and happy. Make an effort to socialize with your colleagues and team members outside of work. It can be as simple as lunch or coffee together. This will help you forge more connected relationships at work, which in turn can facilitate more effective teamwork and cooperation." Tom Rath. StrengthsFinder 2.0 (Kindle Locations 1750-1754). Gallup Press. Gallup Press.
Purchase StrengthsFinder 2.0 by Tom Rath to learn more.
"You are at your best when you can cultivate and grow relationship with customers over the long term. Look for selling situations that allow you to sustain partnerships over time...Get to know your customers, understand their values, and pay attention to their goals. You naturally develop meaningful relationships, so find ways to foster that value in your sales interactions...You naturally connect with your customers not only as business associates but also as people. Pay attention to those who welcome personal partnerships, and work to build those relationships...Use the engaging aspects of your personality to put yourself out there. Others will see that you genuinely care, and you are likely to develop long-lasting connections that help build retention and growth with client organizations." Rutigliano, T. & Brim, B. (2010). Strengths Based Selling. New York: Gallup Press.
"Tell this person directly that you care about her [or him]. More than likely this language will not sound inappropriate and will be welcomed by her. She organizes her life around her close relationships, so she will want to know where she stands with you. She will enjoy developing genuine bonds with the people with whom she works. These relationships take time to build, so don't place her in a role that uproots her frequently from her colleagues and customers. Help her know the goals of her colleagues. She is more likely to bond with them when she knows their goals. Trust her with confidential information. She is loyal, places a high value on trust, and will not betray yours. Ask her to build genuine trusting relationships with the critical people that you want to retain. She can be one of the human ties that bind good people to your organization. Pay attention to her other strong themes. If she also shows strong evidence of Focus or Arranger or Self-Assurance, she may have the potential to manage others. Employees will always work harder for someone who they know will be there for them and who wants them to succeed. She can easily establish these kinds of relationships. Generosity is often a strength of hers. Draw attention to her generosity and show her how it helps her impact and connect with those around her. She will appreciate your noticing, and thus your own relationship will be strengthened." Buckingham, Marcus; Clifton, Donald O. (2013-09-16). Now, Discover Your Strengths (p. 204). Gallup Press. Kindle Edition.
BUILD TRUST
"Important relationships generate confidences. Maintain and build on the trust you have by keeping the confidences with which you are entrusted. One breach empties a dam. You know that the deepening of a friendship carries inherent risk, but you're more comfortable than most in accepting that fact. Say so. Acknowledge it aloud, and tell the other person that the depth of the relationship has created trust on your part and makes you feel safe with disclosure." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 207-208). Gallup Press. Kindle Edition.
SHOW COMPASSION
"Make sure you get enough one-on-one time with the key people in your life. Solidify relationships and create emotional energy to share with others. This is what endures. Don't miss opportunities to show that you care. As a strong Relator, you may get and give more love and friendship than most people. Tell others that your relationship with them creates happiness in your life. Ask them how it can enhance their happiness. Show them that you care about the quality of their lives by extending compassion, thoughtfulness, and interest in their well-being." Rath, Tom; Conchie, Barry (2013-09-01). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow (pp. 207-208). Gallup Press. Kindle Edition.
PROVIDE STABILITY
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
CREATE HOPE
Purchase Strengths Based Leadership: Great Leaders, Teams, and Why People Follow by Tom Rath and Barry Conchie to learn more.
Gallup's Clifton StrengthsFinder: "What are you naturally good at and how should that steer the direction of your life? Unfortunately, most people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, guided by their own parents, by their teachers, by their managers, and by psychology's fascination with pathology, they have become experts in their weaknesses and spent their lives trying to repair these flaws, while their strengths lie dormant and neglected (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"Gallup research proves that people succeed when they focus on what they do best. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged. Marcus Buckingham, coauthor of the national bestseller First, Break All the Rules, and Donald O. Clifton, Former Chair of the Gallup International Research & Education Center, created a revolutionary program to help people identify their talents, build them into strengths, and enjoy consistent, near-perfect performance. StrengthsFinder® is a 25-year, multimillion-dollar tool that helps identify the most prevalent human strengths (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
"The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success (http://www.amazon.com/gp/product/0743201140?keywords=now%20discover%20your%20strengths&qid=1444273316&ref_=sr_1_1&sr=8-1 )."
The premise of Now, Discover Your Strengths, is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. Buckingham, M.B., & Clifton D. (2001). Now, Discover Your Strengths. New York: The Free Press.
More than 10 million people have reportedly taken the assessment and the Now, Discover Your Strengths page on Amazon has over 600 reviews with StrengthsFinder 2.0 having over 2,300 reviews.
Relevant Marketplace Proof - The Clifton StrengthsFinder and StrengthsQuest programs have been instituted into a number of universities like the University of Minnesota (http://www.dowhatmatters.umn.edu/), Baylor University (http://www.baylor.edu/strengths/index.php?id=27417), and The George Washington University (http://www.baylor.edu/strengths/index.php?id=27417). In 2015, the Clifton Foundation and Gallup gifted $30 million to the University of Nebraska-Lincoln to establish the Don Clifton Strengths Institute http://newsroom.unl.edu/releases/2015/06/05/Clifton+Foundation,+Gallup+donate+$30M+to+UNL+CBA+for+Don+Clifton+Strengths+Institute . It will house the world's largest Strengths Lab set to open in 2017. Reports (http://www.dowhatmatters.umn.edu/sites/default/files/Strengths%20Report%20Final%20Report%20August%202014%20(1).pdf), studies (https://www.strengths.umn.edu/strengths-research/results) and testimonials (https://www.strengths.umn.edu/testimonials#50) exist for how these programs are impacting college students. Companies like Facebook use the CliftonStrengthsFinder too. "Facebook hires smart people independent of available job openings. After hiring someone it likes, engineer or business operative, Facebook will ID this person's talents with something called the Clifton StrengthsFinder, and then create a job using that information." How Facebook Managed 3,000 Twenty-Somethings Into A $100 Billion Company. Retrieved from http://www.businessinsider.com/facebooks-100- billion-management-secrets-2012-3#ixzz2z6vkk2GE
Occupational Information Network (O*NET): The O*NET program is the United States of America's primary source of occupational information. It was developed under the sponsorship of the US Department of Labor/Employment and Training Administration (USDOL/ETA). Based on the Standard Occupational Classification, the O*NET-SOC taxonomy currently includes 974 occupations. The following website link showcases how States like Texas, companies like Boeing, business services like Manpower, and universities like Temple University, use O*NET http://www.doleta.gov/performance/guidance/wia/Draft_4_OMB_SuppStatement.pdf . Sections A.2.5 - A. 2. 9 showcase the impact O*NET is making. Products in use that have integrated the open source O*NET system into their efforts (pgs. A-22 to 25), O*NET's importance to businesses and business services (pgs. A-26 to 27), how people in transition can use O*NET (pgs. A-28 to 33), how career counselors use O*NET (pgs. A-33 to 35) and publications referencing O*NET (pgs. 58-62).
Realistic types like realistic occupations such as mechanical engineer, landscape gardener, sound technician, cook, exterminator, plumber, locksmith, or safety inspector. They usually have mechanical and athletic abilities, and they like to work outdoors and with tools and machines. They typically like to work with things more than people. The Realistic type is described as: Conforming, Frank, Genuine, Hardheaded, Honest, Materialistic, Modest, Normal, Persistent, Practical, Shy, Thrifty." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-r-occupations
Animal caretakers, mechanical engineers, airline pilots, correctional officers, fish and game wardens, ship engineers, firefighters, veterinary assistants, ski patrol, and forest rangers. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
O*NET helps us identify and stay on top of future employment trends, like the most important 21st century workforce competencies that should be taught to youth and young adults. Burrus, J., Jackson, T., Xi, N., Steinberg, J. (2014). Identifying the most important 21st century workforce competencies: an analysis of the Occupational Information Network (O*Net). Educational Testing Service Research Report Series. 2013 (2), i-55. doi: 10.1002/j.2333-8504.2013.tb02328.x
O*NET effectively summarizes the last 60 years of knowledge about the nature of jobs and work in the United States. Peterson, N. G., Mumford, M. D., Borman, W. C., Jeanneret, P. R., Fleishman, E. A., Levin, K. Y., Campion, M. A., Mayfield, M. S., Morgeson, F. P., Pearlman, K., Gowing, M. K., Lancaster, A. R. Silver, M. B., & Dye, D. M. (2001). Understanding work using the occupational information network (O*NET). Personnel Psychology, 54(2), 451-492. doi: 10.1111/j.1744-6570.2001.tb00100.x
O*NET helps job seekers, employees, human resources professionals, and managers to work smarter and faster to take advantage of a changing labor market. Pollack, L. J., Simons, C., Romero, H., & Hausser, D. (2002). A common language for classifying and describing occupations: The development, structure, and application of the standard occupational classification. Human Resource Management, 41(3), 297-307. doi: 10.1002/hrm.10042
Occupational Information Network (O*NET): The O*NET program is the United States of America's primary source of occupational information. It was developed under the sponsorship of the US Department of Labor/Employment and Training Administration (USDOL/ETA). Based on the Standard Occupational Classification, the O*NET-SOC taxonomy currently includes 974 occupations. The following website link showcases how States like Texas, companies like Boeing, business services like Manpower, and universities like Temple University, use O*NET http://www.doleta.gov/performance/guidance/wia/Draft_4_OMB_SuppStatement.pdf . Sections A.2.5 - A. 2. 9 showcase the impact O*NET is making. Products in use that have integrated the open source O*NET system into their efforts (pgs. A-22 to 25), O*NET's importance to businesses and business services (pgs. A-26 to 27), how people in transition can use O*NET (pgs. A-28 to 33), how career counselors use O*NET (pgs. A-33 to 35) and publications referencing O*NET (pgs. 58-62).
"Investigative types like investigative occupations such as biologist, surgeon, veterinarian, airplane pilot, translator, pharmacist, or actuary. They usually have mathematical and scientific ability but like to work alone. They typically like to explore and understand things or events rather than persuade others. The Investigative type is described as: Analytical, Cautious, Complex, Curious, Independent, Intellectual, Introverted, Methodical, Modest, Pessimistic, Precise, Rational, Reserved." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-i-occupations
Chemist, biologists, computer programmers, and researchers of all kinds. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
O*NET helps us identify and stay on top of future employment trends, like the most important 21st century workforce competencies that should be taught to youth and young adults. Burrus, J., Jackson, T., Xi, N., Steinberg, J. (2014). Identifying the most important 21st century workforce competencies: an analysis of the Occupational Information Network (O*Net). Educational Testing Service Research Report Series. 2013 (2), i-55. doi: 10.1002/j.2333-8504.2013.tb02328.x
O*NET effectively summarizes the last 60 years of knowledge about the nature of jobs and work in the United States. Peterson, N. G., Mumford, M. D., Borman, W. C., Jeanneret, P. R., Fleishman, E. A., Levin, K. Y., Campion, M. A., Mayfield, M. S., Morgeson, F. P., Pearlman, K., Gowing, M. K., Lancaster, A. R. Silver, M. B., & Dye, D. M. (2001). Understanding work using the occupational information network (O*NET). Personnel Psychology, 54(2), 451-492. doi: 10.1111/j.1744-6570.2001.tb00100.x
O*NET helps job seekers, employees, human resources professionals, and managers to work smarter and faster to take advantage of a changing labor market. Pollack, L. J., Simons, C., Romero, H., & Hausser, D. (2002). A common language for classifying and describing occupations: The development, structure, and application of the standard occupational classification. Human Resource Management, 41(3), 297-307. doi: 10.1002/hrm.10042
Occupational Information Network (O*NET): The O*NET program is the United States of America's primary source of occupational information. It was developed under the sponsorship of the US Department of Labor/Employment and Training Administration (USDOL/ETA). Based on the Standard Occupational Classification, the O*NET-SOC taxonomy currently includes 974 occupations. The following website link showcases how States like Texas, companies like Boeing, business services like Manpower, and universities like Temple University, use O*NET http://www.doleta.gov/performance/guidance/wia/Draft_4_OMB_SuppStatement.pdf . Sections A.2.5 - A. 2. 9 showcase the impact O*NET is making. Products in use that have integrated the open source O*NET system into their efforts (pgs. A-22 to 25), O*NET's importance to businesses and business services (pgs. A-26 to 27), how people in transition can use O*NET (pgs. A-28 to 33), how career counselors use O*NET (pgs. A-33 to 35) and publications referencing O*NET (pgs. 58-62).
"Artistic types like artistic occupations such as writer, graphic designer, fashion designer, public relations representative, editor, or architect. They usually have artistic skills, enjoy creating original work and have a good imagination. The Artistic type is described as: Complicated, Disorderly, Emotional, Idealistic, Imaginative, Impractical, Impulsive, Independent, Introspective, Intuitive, Nonconforming, Open, Original." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-a-occupations
Interior designer, artist, composer, musician, comedian, dancer, writer, actor, and musical director. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
O*NET helps us identify and stay on top of future employment trends, like the most important 21st century workforce competencies that should be taught to youth and young adults. Burrus, J., Jackson, T., Xi, N., Steinberg, J. (2014). Identifying the most important 21st century workforce competencies: an analysis of the Occupational Information Network (O*Net). Educational Testing Service Research Report Series. 2013 (2), i-55. doi: 10.1002/j.2333-8504.2013.tb02328.x
O*NET effectively summarizes the last 60 years of knowledge about the nature of jobs and work in the United States. Peterson, N. G., Mumford, M. D., Borman, W. C., Jeanneret, P. R., Fleishman, E. A., Levin, K. Y., Campion, M. A., Mayfield, M. S., Morgeson, F. P., Pearlman, K., Gowing, M. K., Lancaster, A. R. Silver, M. B., & Dye, D. M. (2001). Understanding work using the occupational information network (O*NET). Personnel Psychology, 54(2), 451-492. doi: 10.1111/j.1744-6570.2001.tb00100.x
O*NET helps job seekers, employees, human resources professionals, and managers to work smarter and faster to take advantage of a changing labor market. Pollack, L. J., Simons, C., Romero, H., & Hausser, D. (2002). A common language for classifying and describing occupations: The development, structure, and application of the standard occupational classification. Human Resource Management, 41(3), 297-307. doi: 10.1002/hrm.10042
Occupational Information Network (O*NET): The O*NET program is the United States of America's primary source of occupational information. It was developed under the sponsorship of the US Department of Labor/Employment and Training Administration (USDOL/ETA). Based on the Standard Occupational Classification, the O*NET-SOC taxonomy currently includes 974 occupations. The following website link showcases how States like Texas, companies like Boeing, business services like Manpower, and universities like Temple University, use O*NET http://www.doleta.gov/performance/guidance/wia/Draft_4_OMB_SuppStatement.pdf . Sections A.2.5 - A. 2. 9 showcase the impact O*NET is making. Products in use that have integrated the open source O*NET system into their efforts (pgs. A-22 to 25), O*NET's importance to businesses and business services (pgs. A-26 to 27), how people in transition can use O*NET (pgs. A-28 to 33), how career counselors use O*NET (pgs. A-33 to 35) and publications referencing O*NET (pgs. 58-62).
"Social types like social occupations such as teacher, counselor, nanny, librarian, speech therapist, or home health aide. They usually like to be around other people, are interested in how people get along, and like to help other people with their problems. They typically like to help, teach, and counsel people more than engage in mechanical or technical activities. The Social type is described as: Convincing, Cooperative, Friendly, Generous, Helpful, Idealistic, Kind, Patient, Responsible, Social, Sympathetic, Tactful, Understanding, Warm." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-s-occupations
Teacher, clergy member, nurse, physical therapist, counselor, librarian, recreation director, speech therapist, athletic trainer, and social worker. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
O*NET helps us identify and stay on top of future employment trends, like the most important 21st century workforce competencies that should be taught to youth and young adults. Burrus, J., Jackson, T., Xi, N., Steinberg, J. (2014). Identifying the most important 21st century workforce competencies: an analysis of the Occupational Information Network (O*Net). Educational Testing Service Research Report Series. 2013 (2), i-55. doi: 10.1002/j.2333-8504.2013.tb02328.x
O*NET effectively summarizes the last 60 years of knowledge about the nature of jobs and work in the United States. Peterson, N. G., Mumford, M. D., Borman, W. C., Jeanneret, P. R., Fleishman, E. A., Levin, K. Y., Campion, M. A., Mayfield, M. S., Morgeson, F. P., Pearlman, K., Gowing, M. K., Lancaster, A. R. Silver, M. B., & Dye, D. M. (2001). Understanding work using the occupational information network (O*NET). Personnel Psychology, 54(2), 451-492. doi: 10.1111/j.1744-6570.2001.tb00100.x
O*NET helps job seekers, employees, human resources professionals, and managers to work smarter and faster to take advantage of a changing labor market. Pollack, L. J., Simons, C., Romero, H., & Hausser, D. (2002). A common language for classifying and describing occupations: The development, structure, and application of the standard occupational classification. Human Resource Management, 41(3), 297-307. doi: 10.1002/hrm.10042
Occupational Information Network (O*NET): The O*NET program is the United States of America's primary source of occupational information. It was developed under the sponsorship of the US Department of Labor/Employment and Training Administration (USDOL/ETA). Based on the Standard Occupational Classification, the O*NET-SOC taxonomy currently includes 974 occupations. The following website link showcases how States like Texas, companies like Boeing, business services like Manpower, and universities like Temple University, use O*NET http://www.doleta.gov/performance/guidance/wia/Draft_4_OMB_SuppStatement.pdf . Sections A.2.5 - A. 2. 9 showcase the impact O*NET is making. Products in use that have integrated the open source O*NET system into their efforts (pgs. A-22 to 25), O*NET's importance to businesses and business services (pgs. A-26 to 27), how people in transition can use O*NET (pgs. A-28 to 33), how career counselors use O*NET (pgs. A-33 to 35) and publications referencing O*NET (pgs. 58-62).
"Enterprising types like enterprising occupations such as salesperson, contractor, entrepreneur, human resources specialist, lawyer, newscaster, or lobbyist. They usually have leadership and speaking abilities, are interested in money and politics, and like to influence people. They typically like to persuade or direct others more than work on scientific or complicated topics. The Enterprising type is described as: Acquisitive, Adventurous, Ambitious, Attention-getting, Domineering, Energetic, Extroverted, Impulsive, Optimistic, Pleasure-seeking, Popular, Self-confident, Sociable." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-e-occupations
Lawyer, sales representative, journalist, public relations specialist, financial manager, personnel manager, athletic coach, referee, and real estate agent (and careers in the hospitality and travel industry). Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
O*NET helps us identify and stay on top of future employment trends, like the most important 21st century workforce competencies that should be taught to youth and young adults. Burrus, J., Jackson, T., Xi, N., Steinberg, J. (2014). Identifying the most important 21st century workforce competencies: an analysis of the Occupational Information Network (O*Net). Educational Testing Service Research Report Series. 2013 (2), i-55. doi: 10.1002/j.2333-8504.2013.tb02328.x
O*NET effectively summarizes the last 60 years of knowledge about the nature of jobs and work in the United States. Peterson, N. G., Mumford, M. D., Borman, W. C., Jeanneret, P. R., Fleishman, E. A., Levin, K. Y., Campion, M. A., Mayfield, M. S., Morgeson, F. P., Pearlman, K., Gowing, M. K., Lancaster, A. R. Silver, M. B., & Dye, D. M. (2001). Understanding work using the occupational information network (O*NET). Personnel Psychology, 54(2), 451-492. doi: 10.1111/j.1744-6570.2001.tb00100.x
O*NET helps job seekers, employees, human resources professionals, and managers to work smarter and faster to take advantage of a changing labor market. Pollack, L. J., Simons, C., Romero, H., & Hausser, D. (2002). A common language for classifying and describing occupations: The development, structure, and application of the standard occupational classification. Human Resource Management, 41(3), 297-307. doi: 10.1002/hrm.10042
Occupational Information Network (O*NET): The O*NET program is the United States of America's primary source of occupational information. It was developed under the sponsorship of the US Department of Labor/Employment and Training Administration (USDOL/ETA). Based on the Standard Occupational Classification, the O*NET-SOC taxonomy currently includes 974 occupations. The following website link showcases how States like Texas, companies like Boeing, business services like Manpower, and universities like Temple University, use O*NET http://www.doleta.gov/performance/guidance/wia/Draft_4_OMB_SuppStatement.pdf . Sections A.2.5 - A. 2. 9 showcase the impact O*NET is making. Products in use that have integrated the open source O*NET system into their efforts (pgs. A-22 to 25), O*NET's importance to businesses and business services (pgs. A-26 to 27), how people in transition can use O*NET (pgs. A-28 to 33), how career counselors use O*NET (pgs. A-33 to 35) and publications referencing O*NET (pgs. 58-62).
"Conventional types like conventional occupations such as accountant, cashier, fire inspector, data manager, or proofreader. They usually have clerical and math abilities, and they like to work indoors and organize things. They typically like to follow orderly routines and meet clear standards, avoiding work that does not have clear directions. The Conventional type is described as: Careful, Inhibited, Persistent, Conforming, Obedient, Practical, Conscientious , Orderly, Thrifty, Efficient, Unimaginative." Retrieved from (11/17/2015) - http://self-directed-search.com/how-does-it-work-/riasec/-c-occupations
Accountant, medical records technician, legal secretary, court reporter, air traffic controller, and budget analyst. Clifton, D.O., Anderson, E., Schreiner, L. A. (2006). StrengthsQuest. New York: GALLUP PRESS.
O*NET helps us identify and stay on top of future employment trends, like the most important 21st century workforce competencies that should be taught to youth and young adults. Burrus, J., Jackson, T., Xi, N., Steinberg, J. (2014). Identifying the most important 21st century workforce competencies: an analysis of the Occupational Information Network (O*Net). Educational Testing Service Research Report Series. 2013 (2), i-55. doi: 10.1002/j.2333-8504.2013.tb02328.x
O*NET effectively summarizes the last 60 years of knowledge about the nature of jobs and work in the United States. Peterson, N. G., Mumford, M. D., Borman, W. C., Jeanneret, P. R., Fleishman, E. A., Levin, K. Y., Campion, M. A., Mayfield, M. S., Morgeson, F. P., Pearlman, K., Gowing, M. K., Lancaster, A. R. Silver, M. B., & Dye, D. M. (2001). Understanding work using the occupational information network (O*NET). Personnel Psychology, 54(2), 451-492. doi: 10.1111/j.1744-6570.2001.tb00100.x
O*NET helps job seekers, employees, human resources professionals, and managers to work smarter and faster to take advantage of a changing labor market. Pollack, L. J., Simons, C., Romero, H., & Hausser, D. (2002). A common language for classifying and describing occupations: The development, structure, and application of the standard occupational classification. Human Resource Management, 41(3), 297-307. doi: 10.1002/hrm.10042
1. ACCEPTANCE OF TERMS. HSCI, LLC ("Company"), which owns and operates the website https://talentdepot.org/, and you enter into this agreement subject to the following Terms of Use, as well as the terms set forth in our Privacy Policy ("Terms"). The Terms govern your contractual relationship with Company, including but not limited to your use of Company's website, https://talentdepot.org/ ("Website"), as well as your use of the Services (defined below). They create legally binding obligations, and you should review them carefully before accessing the Website or using any of the Services. If you are accessing the Website on behalf of a company or other entity, you represent and warrant that you are authorized to bind such entity to the provisions hereof. If you do not agree to the Terms, you may not access the Website. The Terms may be revised from time to time with or without notice, and the then-current version of the Terms will apply to any transaction or action or omission of you or the Company.
2. COMMUNICATIONS. When you visit the Website or send e-mails to us, you are communicating with us electronically. You consent to receive communications from us electronically. We will communicate with you by e-mail or by posting notices on the Website. You agree that all agreements, notices, disclosures and other communications that we provide to you electronically satisfy any legal requirement that such communications be in writing. Company is free to use any suggestions, ideas, concepts, know-how, or techniques contained in any communication you send to Company for any purpose whatsoever, including, but not limited to, developing, manufacturing, and marketing products using such information or ideas, without compensation or any other obligations to anyone, including you.
3. DESCRIPTION OF SERVICES AND PRODUCTS. Company may provide users with a collection of services through the Website that may allow users to enter information related to the personal strengths, weaknesses, and other characteristics of a user (together the Personal Profile Information or PPI) and to process and access the Personal Profile Information (collectively and individually, the Services). For purposes of clarity, the term Services includes, all functionality made available through the Website, including any help desk system, connectivity APIs, and related support services. Use of any or all of the Services requires agreement to and compliance with the Terms. The Services made to any individual or institutional user shall depend on the Services for which such user subscribes and pays, where applicable. Any new features which augment or enhance the current Services, including the release of new features or products, is also governed by the Terms. Company reserves the right at any time to change or discontinue the Services with or without notice. You agree that Company shall not be liable to you or to any third party for any modification, suspension, or discontinuance of any of the Services. You are responsible for any taxes imposed on the sale or use of Services and applicable taxes may be added to the amount charged for Services purchased on the Website.
4. RULES GOVERNING USE OF SERVICES. Users who enter Personal Profile Information will have an opportunity to designate how he or she wishes his or her PPI to be used. Use of the PPI may be made in three manners: (1) by the individual entering the PPI when such individual desires to share the PPI with others, (2) the institution or school that has licensed the Services for the purposes of facilitating the entry and use of the PPI, and (3) governmental or other community organizations. Use of PPI for subsections (1) and (2) of this section shall only be made with the approval of the individual entering the PPI. PPI may be provided to governmental or other community organizations under subsection (3) of this section without specific permission from the individual entering the PPI, but only in an aggregate, non-personally identifiable format. In addition, the following rules apply:
(a). All media content created or produced by Company, in any form (the Company Content)
is protected by United States and international intellectual property law and belong to Company,
except where credit otherwise is shown.
(b). A user who accesses the Personal Profile Information of a different user
(hereinafter Accessing User) shall do so only upon the consent of the user whose PPI is being
accessed. In addition, the Accessing User shall be responsible for agreeing to and complying
with the following:
(i). The Accessing User acknowledges that its use of the PPI does not create any
partnership, joint venture, or other agency relationship between Accessing User and Company.
Accessing User may not make any representations on Company behalf.
(ii). Accessing User is responsible to ensure that its use of the PPI is done in a
professional and appropriate way in a manner that complies with all legal requirements. The PPI
and other Services have not been evaluated for conformance with the EEOC Uniform Guidelines on
Employee Selection Procedures. Therefore, Accessing User is responsible to comply independently
with such Guidelines and may not rely on the Services for such purposes.
(iii). Accessing User shall terminate the use of the PPI of a given user at any time upon
the request of that user or Company, and all PPI shall belong exclusively to such user.
(iv). Accessing User shall accurately create and maintain records of all use made of the
PPI and make such records to the user upon request.
(v). All PPI shall be treated confidentially and shall be used only for the purposes
agreed by the user whose PPI is being accessed. Any disclosure of the PPI, other than in
aggregate, non-personally identifiable form, shall be done only with the consent of the user
whose PPI is to be disclosed.
(c). All PPI belongs exclusively to the user who entered the PPI, subject to the uses
expressly designated in the Terms.
(d). The Services are intended to be used by individuals aged 14 and over. If you are a
teacher, administrator, or principal and intend to have students participate in the Services,
you agree to take all necessary actions to comply with applicable student privacy laws,
including, without limitation, the Child Online Privacy Protection Act (COPPA) and the Family
Educational Rights and Privacy Act of the United States, and amendments thereto.
5. ACCESS TO THE WEBSITE. You are responsible for obtaining access to the Services, which may require transacting with third parties, such as internet providers.
6. LICENSE AND SITE ACCESS. Company hereby grants you, subject to the Terms, a limited non- exclusive, non-sublicensable, non-transferable, license to use the Website and Services. You may not download any portion of the Website or use of any Services other than for your own personal use. You may not use any data mining, robots, or similar data gathering tools or otherwise exploit your access to the Services for any commercial purpose. You may not use any of the trademarks, logos, or other proprietary graphics without express written permission, which may denied in Company absolute discretion. Company logos product and service names are trademarks of Company. All other trademarks appearing on the Website or in connection with the Products or Services are trademarks of their respective owners, and our reference to them does not imply or indicate any approval or endorsement by their owners unless such approval or endorsement is expressly made. You may not attempt to disassemble, decompile, reverse engineer, or otherwise modify or attempt to access the software, related code, or any portion of the Services.
7. YOUR ACCOUNT AND DATA. You are responsible for maintaining the confidentiality of any account information, including your login and password, and for restricting access to your computer, and you agree to accept responsibility for all activities that occur under your account or password. Company reserves the right (but does not accept any obligation) to refuse service, terminate accounts, or remove or edit content in its sole discretion. You are also solely responsible for the accuracy and currency of the data entered into the Services under your user account. By way of example, and not limitation, you are solely responsible for the information you provide in connection with any Service. The Website may include Community Features, as defined in the Privacy Policy, which may include features by which you provide Community Content, also as defined in the Privacy Policy. The Community Guidelines defined in the Privacy Policy govern your use of the Community Features. You agree to be bound by the provisions of the Privacy Policy with respect to Community Features and to abide by the Community Guidelines set forth in the Privacy Policy. If you provide any information to us via the Community Features, you grant us a worldwide, unlimited, royalty-free, perpetual license to use and refer to such information for any and all purposes.
8. LINKS. Company may provide links to other websites or resources. Because Company has no control over such sites and resources, you acknowledge and agree that Company is not responsible for the availability or content of such external sites or resources. You may create a link to the Website so long as the link does not portray Company or its products or services in a false, misleading, derogatory, otherwise offensive manner. You may not use any of Company logos, trademarks, or other proprietary graphics as part of your link.
9. COPYRIGHT and TITLE. The Services and all copyrights, trade secrets and other proprietary rights therein, including any derivative work, are, and will remain the sole property of Company, regardless of the use made by you; and are protected by certain United States and international copyright laws and trademark laws. The Terms confer no title of ownership in the Services and are not a sale of any rights in the Services, including any intellectual property rights related thereto. You agree to be bound by the provisions of the Privacy Policy with respect to Copyright.
10. WARRANTY. Company warrants that the Website and software related thereto do not infringe the intellectual property rights of any third party and agree to hold you harmless and indemnify you with respect to any final judgment obtained by a third party based on a claim that the Services infringe on the intellectual property rights of such third party.
11. DISCLAIMER OF WARRANTY. EXCEPT AS EXPRESSLY SET FORTH IN SECTION 10 OF THIS AGREEMENT, THE SERVICES AND PRODUCTS, ARE PROVIDED "AS IS" AND AS AVAILABLE WITHOUT WARRANTY OF ANY KIND, ORAL, WRITTEN, STATUTORY, EXPRESS OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, WARRANTIES OF PERFORMANCE OR MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. COMPANY DOES NOT WARRANT OR GUARANTEE THE AVAILABILITY, ACCURACY, OR TRUTHFULNESS OF THE WEBSITE, THE SERVICES, OR ANY INFORMATION PROVIDED BY OR WITH RESPECT TO THE SERVICES, AND YOU AGREE TO HOLD COMPANY FROM AND AGAINST ANY SUCH CLAIMS. WITHOUT LIMITING THE FOREGOING, COMPANY DOES NOT WARRANT THAT ALL ERRORS CAN BE CORRECTED, OR THAT OPERATION OF THE WEBSITE AND/OR DELIVERY OF THE SERVICES SHALL BE UNINTERRUPTED OR ERROR-FREE. IN ADDITION, COMPANY DOES NOT MAKE ANY REPRESENTATION OR WARRANTY AS TO THE CORRECTNESS OF ANY INFORMATION PROVIDED AS PART OF ANY PROJECT BY A SERVICE PROVIDER. Because some jurisdictions may not allow the exclusion of implied warranties, such limitation may not apply in its entirety to a user. Any warranties made in this Agreement are for your benefit only.
12. LIMITATION ON LIABILITY. IN NO EVENT WILL COMPANY, ITS SUPPLIERS, SHAREHOLDERS, OFFICERS, EMPLOYEES OR AGENTS BE LIABLE FOR ANY LOST PROFITS, INDIRECT, INCIDENTAL, SPECIAL, PUNITIVE OR CONSEQUENTIAL DAMAGES, INCLUDING DAMAGES ARISING OUT OF THIS AGREEMENT OR THE USE OF OR RELIANCE UPON THE SERVICES OR PRODUCTS, EVEN IF IT HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. UNDER NO CIRCUMSTANCES WILL COMPANY TOTAL LIABILITY OF ANY KIND ARISING OUT OF OR RELATED TO THIS AGREEMENT AND USE OF THE SERVICES (INCLUDING BUT NOT LIMITED TO WARRANTY CLAIMS), REGARDLESS OF THE FORUM AND REGARDLESS OF WHETHER ANY ACTION OR CLAIM IS BASED ON CONTRACT, TORT, OR OTHERWISE, EXCEED THE AMOUNT OF $500.00. THE PARTIES AGREE THAT THIS SECTION SHALL SURVIVE AND CONTINUE IN FULL FORCE AND EFFECT DESPITE ANY FAILURE OF CONSIDERATION OR OF AN EXCLUSIVE REMEDY. THE PARTIES ACKNOWLEDGE THAT THE PRICES HAVE BEEN SET AND THE AGREEMENT ENTERED INTO IN RELIANCE UPON THESE LIMITATIONS OF LIABILITY AND THAT ALL SUCH LIMITATIONS FORM AN ESSENTIAL BASIS OF THE BARGAIN BETWEEN THE PARTIES. BECAUSE SOME JURISDICTIONS MAY NOT ALLOW THE EXCLUSION OR LIMITATION OF CONSEQUENTIAL OR INCIDENTAL DAMAGES, SUCH LIMITATIONS MAY NOT APPLY.
13. GOVERNING LAW AND JURISDICTION. This Agreement shall be governed by and construed in accordance with the laws of the State of Utah, without reference to the United Nations Convention on the International Sales of Goods. The Parties hereby submit to the exclusive personal jurisdiction of the state and federal courts located in the State of Utah.
14. ATTORNEY FEES. In case of an action to enforce any rights or conditions of the Terms, or appeal from said proceeding, it is mutually agreed that the losing party in such suit, action, proceeding or appeal shall pay the prevailing partys reasonable attorney fees and costs incurred.
15. ENTIRE AGREEMENT; AMENDMENT. The Terms are a binding contract and constitute the entire agreement and understanding of the parties, whether oral or written, relating to the subject matter hereof; are intended as the parties final expression and complete and exclusive statement of the terms hereof, superseding all prior or contemporaneous agreements, representations, communications, and understandings, whether written or oral; and may be amended or modified only by an instrument in writing signed by both parties.
16. NON-WAIVER. No waiver of any provision of the Terms shall constitute a waiver of any other provision, whether or not similar, nor shall any waiver constitute a continuing waiver. Failure to enforce any provision of the Terms shall not operate as a waiver of such provision or any other provision or of the right to enforce such provision or any other provision.
17. NO THIRD-PARTY BENEFICIARIES. Nothing in the Terms, express or implied, is intended to confer on any person, other than the parties to the Terms, any right or remedy of any nature whatsoever. Notwithstanding the foregoing, in the event of a dispute between a Service Requester and a Service Provider, these Terms shall be deemed binding on both parties.
18. SEVERABILITY; BINDING EFFECT. If any provision of the Terms shall be invalid or unenforceable in any respect for any reason, the validity and enforceability of any such provision in any other respect and of the remaining provisions of the terms shall not be impaired. The Terms shall be binding on and inure to the benefit of the parties and their heirs, personal representatives, successors, and assigns
19. FORCE MAJEURE. Company will not be liable for, or be considered to be in breach of or default under the Terms on account of, any delay or failure to perform as required by the Terms as a result of any cause or condition beyond Company reasonable control.
20. INDEMNIFICATION. You agree to defend, indemnify and hold Company harmless from and against any cost, expense, fee, judgment, ruling, allegation, governmental action, or claim, including attorney fees, related to (1) a claim brought by a third party that your use of the Services, any Community Features or any Community Content you provide infringes upon the intellectual property rights of any third party; (2) a claim brought by a third party that your use of the Services, any Community Features or any Community Content you provide constitutes libel or slander, or any other tort; or (3) a claim by a third party due to or arising out of or in connection you're your use of the Services or Personal Profile Information or Company Content. For purposes of these Terms, your use of any social networking site or other third-party site, including Facebook, Twitter, and similar sites, is included within the definition of Community Features, and you agree to be bound by the provisions of the Privacy Policy respecting your use of such sites.
21. LINKING POLICY. If you link to this Website, we require that you follow these guidelines. You may link only to the home page, and the link must be in plain text, unless otherwise approved in writing by an authorized representative of Company. The link to this website must not damage, dilute or tarnish the goodwill associated with any company names and/or intellectual property, nor may the link create the false appearance that your website and/or organization is sponsored, endorsed by, affiliated and/or associated with Company. You may not "frame" this Website or alter its intellectual property or material in any other way. You may not link to the Website from a site that is unlawful, abusive, racist, indecent or obscene, that promotes violence or illegal acts, that is libelous, defamatory, scandalous, or inflammatory, or that is otherwise deemed inappropriate, as determined by Company in its sole discretion. You agree that if Company requests that you remove a link to the Website, you will do so immediately without charge to Company. If you fail to remove any such link after request, you agree to pay Company's costs incurred in enforcing this provision.
HSCI, LLC, owns and operates this website. This privacy policy applies to your use of the website located at https://talentdepot.org/ and other online and mobile websites, blogs and mobile applications operated by HSCI, LLC (collectively and individually, the Site). It also applies to any information collected by our customer service representatives and in connection with any awards, surveys, or sweepstakes held in connection with the Site. We have created this privacy policy to ensure the privacy of personal information provided by those visiting and interacting with the Site. Your privacy is a top priority to us. The following discloses our information gathering and dissemination practices for the Site. Please read it carefully. Your use of the Site indicates that you have read and accepted our privacy practices and our Terms of Use.
When you visit this website you may provide us with two types of information: personal information you knowingly choose to disclose that is collected on an individual basis, and website use information collected on an aggregate basis as you and others browse our website.
When you register for any of our services, you will provide us with information about yourself, such as your e-mail address. We may retain the content of your e-mails, and we protect the confidentiality of that information in the same manner as we protect other information received via telephone or regular mail. When you register or correspond with us, you are forming a commercial relationship and implying consent for us to convey information to you regarding our services, including special offers and promotions. You can always opt out of these communications.
Just like other websites, we use a standard technology called cookies and web server log files to collect information about how people use our website. Information gathered may include the date and time of visits, the pages viewed, time spent at the Site, and the websites visited just before and just after our Site.
We encrypt any sensitive information that is transmitted via our Site (such as credit card numbers) using secure socket layer technology (SSL). When credit card details are collected, we simply pass them on in order to be processed as required. We never permanently store complete credit card details unless you expressly authorize it.
We follow generally accepted industry standards to protect the personal information submitted to us, both during transmission and once we receive it.
We use personal information for our business purposes, such as tracking the use of our services, marketing to you, and attempting to improve our services, such as by customizing our Site. We may also aggregate information about use of our Site, in which case personally identifiable information is only shared with other parties as required by law.
A cookie is a very small text document, which often includes an anonymous unique identifier. When you visit a website, that site's computer asks your computer for permission to store this file in a part of your hard drive specifically designated for cookies. Each website can send its own cookie to your browser if your browser preferences allow it, but (to protect your privacy) your browser only permits a website to access the cookies it has already sent to you, not the cookies sent to you by other sites. Browsers are usually set to accept cookies. However, if you would prefer not to receive cookies, you may alter the configuration of your browser to refuse cookies. If you choose to have your browser refuse cookies, it is possible that some areas of our Site will not function as effectively when viewed by the users. A cookie cannot retrieve any other data from your hard drive or pass on computer viruses. You must disable cookies on each computer you use and for each browser on each computer.
Cookies can help differentiate you from other users and keep you from having to log in repeatedly. Cookies do not allow us to gather any personal information about you and we do not intentionally store any personal information that your browser provided to us in your cookies. We may allow ad exchanges, web analytics vendors, social networking platforms and other third parties to collect certain data and other non-personally identifiable information when you visit our Site. These companies may use non- personally identifiable information (e.g., search and click stream information, browser type, time and date, the identity or type of advertisements clicked or scrolled over) during your visits to this and other web sites in order to provide advertisements about goods and services likely to be of interest to you. By way of example, these companies may use a cookie or web beacon to collect this information.
We do not knowingly collect any personal information from anyone who we know to be under the age of 13. If we discover that a person under the age of 13 has provided us with personal information, we will use commercially reasonable efforts to delete such person's personal information from our system.
California residents are entitled once a year to request and obtain certain information regarding our disclosure, if any, of personal information to third parties for their direct marketing purposes during the immediately prior calendar year (e.g. requests made in 2015 will receive information about 2014 sharing activities). As set forth in this privacy policy, we comply with this law by offering our visitors the ability to tell us not to share your personally identifiable information with third parties for their direct marketing purposes. To make such a request, please send an e-mail to selfdiscoveryinternship@gmail.com you must include this Site as the subject line, and your full name, e-mail address, and postal address in your message.
We do not share, sell, lend or lease any of the information that uniquely identify a subscriber (such as email addresses or personal details) with anyone except to the extent it is necessary to process transactions or provide services that you have requested. However, if you participate in the Community Features, which include social media elements, and provide personal information, the information you provide will by nature be made public.
We may disclose information when legally compelled to do so, in other words, when we, in good faith, believe that the law requires it or for the protection of our legal rights. We may also disclose account information when we have reason to believe that disclosing this information is necessary to identify, contact or bring legal action against someone who may be violating our Terms of Use or to protect the safety of our users and the public.
We allow visitors to unsubscribe so that they will not receive future messages. After unsubscribing we will discontinue sending the particular messages as soon as technically feasible. Our system takes time to update, so understand that you may continue to receive communication from us for a limited time after you have unsubscribed.
The Site may provide, at its sole discretion, one or more sharing features, chat areas, message boards, e-mail functions, messaging services, file communities, polls, surveys, and other services (collectively, the "Community Features"). We provide these Community Features subject to the terms of use, and the community guidelines set forth below. Any user who posts content in the Community Features ("Community Content") is responsible for the reliability, accuracy and truthfulness of such Community Content, and we have no control over same. In addition, we have no control over whether any such posted material is of a nature that users will find offensive, distasteful or otherwise unacceptable and we expressly disclaim any responsibility for such material. By using any of the Community Features, you acknowledge and agree that information you post or otherwise make public will be available to the public.
Please review our restrictions on use and guidelines for Community Features. In addition, please note that this privacy policy does not apply to any information you may disclose publicly in any Community Feature. You should keep in mind that whenever you publicly disclose information about yourself online, that information could be collected and used by people that you do not know. In addition, certain Community Features may display IP addresses and possibly personal information along with the message poster's name and message. We bear no responsibility for any action or policies of any third parties who collect any information users may disclose in Community Features or other public areas, if any, of this Site.
In consideration for your use of the Site's Community Features and functionality, you agree to (i) comply with the Community Guidelines set forth below. Users who violate the community guidelines, may, in our sole discretion, be permanently banned from using the Site.
Entering any Community Feature will constitute acceptance of the Community Guidelines. If you do not agree to abide by the Community Guidelines, please do not enter any Community Features.
You are entirely responsible and liable for all activities conducted by you within the Community Features, including the transmission, posting, or other provision of Community Content to any portion of the Community Features. listed below are some, though not all, violations that may result in us terminating or suspending your access to Community Features on a temporary or permanent basis, as determined by us in our sole discretion. You agree not to do any of the following actions while using any of the Community Features:
Information disclosed in Community Features is by design revealed to the public. The Site is not responsible for any information you choose to disclose to others. The Site reserves the right, but not the obligation, to remove any posts for any reason. We do not endorse the Community Content in the Community Features and specifically disclaim any responsibility or liability to any person or entity (including, without limitation, persons who may use or rely on such material) for any loss, damage (whether actual, consequential, punitive or otherwise), injury, claim, liability or other cause of any kind or character based upon or resulting from any Community Content provided through a Community Feature. By posting or uploading Community Content to any Community Feature or submitting any other Community Content to us, you automatically grant (or warrant that the owner of such rights has expressly granted) us a perpetual, worldwide, royalty-free, irrevocable, non-exclusive right and license to use, reproduce, modify, adapt, publish, translate, sub license, create derivative works from and distribute such materials or incorporate such Community Content into any form, medium, or technology now known hereafter devised throughout the universe in perpetuity. In addition, you warrant that the content as uploaded or posted by you does not violate any person's so-called "moral rights" or other similar or analogous rights under any applicable laws in any country or region of the world.
You understand that the uploading to and/or posting of any Community Content in any Community Feature shall not be subject to any obligation of confidence on our part, and we shall not be liable for any use or disclosure of any Community Content. Without limitation of the foregoing, we shall exclusively own all now known or hereafter existing rights to the Community Content of every kind and nature, in perpetuity, throughout the universe and shall be entitled to unrestricted use of the Community Content in any and all media, now known or hereafter devised, throughout the universe, in perpetuity for any purpose whatsoever, commercial or otherwise, without compensation or credit to the provider, author or owner of the Community Content.
You agree to indemnify us for any and all third party claims, damages, losses, and causes of action arising as a result of your posting or uploading any Community Content to any Community Feature or submitting any Community Content to us, or your failure to comply with the Community Guidelines. We do not and cannot review every message posted by users on the Site, and are not responsible for the content of these messages or the views or opinions expressed by the users of the Site. We reserve the right to, but are not obligated to, delete, move or edit Community Content, in whole or in part, submitted by you to the Site and/or us for any reason. In no event do we assume any obligation to monitor the Community Features or remove any specific material.
The Site may offer you the possibility to connect your accounts from third party social media sites, such as Facebook and Twitter, through an application programming interface (API) or other software. By allowing the Site to connect with your accounts on such third party sites, you consent to our accessing the information in those accounts, which information may include personal information. You likewise consent to our publishing on the Site any such information or actions you take on such third party sites. Additionally, you understand that by accessing the Site via your social media account, activity you engage in through the Site may be published on the third party site. It is your choice whether to use any such third party sites.
If you are a copyright owner and believe that any Community Content appearing on the Site or in any Community Feature has been copied in a way that infringes upon your copyrights, you may submit a notification to us pursuant to the Digital Millennium Copyright Act ("DMCA") by providing the following information in writing (see 17 U.S.C. 512(c)(3) for further detail) to the copyright agent named below:
Shae Taylor (Email: sdi.staylor@gmail.com)
Upon receipt of the written notification as outlined above, we will use good faith, reasonable efforts to remove the material that is alleged to be infringing and forward a copy of the written notification to the alleged infringer. The alleged infringer has the right to file a counter-notification by providing the designated agent with the following information: (1) a physical or electronic signature; (2) identification of the material that has been removed the location at which the material appeared before it was removed; (3) a statement under penalty of perjury that he/she has a good faith belief that the material was removed as a result of mistake or misidentification of the material to be removed; (4) his/her name, address, and telephone number, and a statement that he/she consents to the jurisdiction of federal district court for the judicial district in which the address is located, or if his/her address is outside of the United States, for any judicial district in which the service provider may be found, and that he/she will accept service of process from the person who provided notification under subsection (c)(1)(c) or an agent of such person.
We reserve the right, in our sole discretion, to modify, add to, discontinue, or in any other way change this Privacy Policy from time to time. We will post any changes here, so be sure to check back periodically. However, please be assured that if the Privacy Policy changes in the future, we will not use the personal information you have submitted to us under this Privacy Policy in a manner that is materially inconsistent with this Privacy Policy without your prior consent.
In 1928, William Marston (PhD - Harvard University, Psychology) published Emotions of Normal People, which elaborated on the DISC Theory.
More than 50 million have reportedly taken the assessment since it was first introduced in 1972. Although William Marston contributed to the creation of the DISC Assessment, he did not create it. In 1956, Walter Clarke, an industrial psychologist, was able to accidentally construct the DISC assessment using William Marston’s theory of the DISC model. DISC is commonly used as a tool to get to know oneself, others and behavior in interpersonal situations better. Also, some companies use the assessment as a way to screen job applicants, lead or manage their teams.1. The National Collegiate Athletic Association (NCAA) is promoting the use of DISC with coaches, administrators, and student-athletes to aid them in understanding their individual behavioral styles and preferences in relation to those with whom they conduct business. According to the NCAA this assessment provides an overview of individual behavioral styles and preferences, a common language when addressing these topics and methods to better relate to others. It also provides additional strategies to build more effective relationships within the workplace and athletic setting. Adoption of the assessment is in large part due to the number of studies performed like this one by Stacey Christy of the Virginia Polytechnic Institute and State University that focuses on DISC assessment Impact on Communication and Understanding of Self and Team.
2. The College of Engineering at Texas A & M University has successfully used the DISC Instrument as a pedagogical tool for enhancing leadership training, and teaming skills, like cooperation and communication; and
3. DISC helps identify a team's strong and weak points, and thereby improves the quality of managerial decision making concerning the setting up and development of effective organizational teams (Suman,2009).
