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Intro to Strengths
- 2. “Your strengths are like a force of nature. But like any force of nature, they can go to waste. The real challenge of life is not to create new or better forces within you, but rather to free up and focus the forces that are already there.” - Marcus Buckingham, Strengths Essentials,
- 3. Introduction to Strengths Theory Strengths building vs. weakness prevention Understanding my own strengths Building strengths competency Strengths and others
- 4. Seeing yourself differently Seeing your future differently Seeing others differently
- 5. Your name One affirming word that describes you
- 6. an activity that makes you feel STRONG
- 7. any activity that leaves you feeling weaker after you’ve done it.
- 8. • Improving my weaknesses 55% • Building my strengths 45%
- 9. 51% spend less than 50% of their time. 32% spend 50% to 75% of their time. 17% spend 75% to 100% of their time.
- 10. Do you have the opportunity to focus on what energizes you? What does that look like in an organization? “I’m engaged”
- 12. You are six times less likely to be engaged in your job. What does that look like in an organization?
- 16. Speed/Flow Productivity Precision Longevity Attendance Satisfied Customers
- 17. Developed by Don Clifton, Father of Strengths Psychology What would happen if we study what is right with people? StrengthsFinder (1998, 2001) StrengthsQuest™ (2002) – a major shift in higher education. Build on great talents rather than focus on deficit remediation.
- 18. Achiever Context Intellection Activator Deliberative Learner Adaptability Developer Maximizer Analytical Discipline Positivity Arranger Empathy Relator Belief Focus Responsibility Command Futuristic Restorative Communication Harmony Self-Assurance Competition Ideation Significance Connectedness Includer Strategic Consistency Individualization Woo Input
- 19. Non-threatening, non-judgmental Builds relationships and promotes ownership and understanding of everyone’s responsibility. Clarifies concepts and enhances understanding of talents. Fosters application and promotes engagement.
- 20. Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative
- 21. Activator Command Communication Competition Maximizer Self Assurance Significance Woo
- 22. Activator Command Communication Competition Maximizer Self Assurance Significance Woo
- 23. Adaptability Developer Connectedness Empathy Harmony Includer Individualization Positivity Relator
- 24. Analytical Context Futuristic Ideation Input Intellection Learner Strategic
- 26. AT YOUR TABLES: More Discussion Complete the first part of the handout Let’s talk: Strengths, Relating to others, What drives you nuts? What I need from others?
- 27. STRONG
- 28. Talent – a naturally recurring pattern of thought, feeling or behavior that can be productively applied. It is a raw strength. Strength – the ability to provide consistent, near-perfect performance in a given activity.
- 30. Find someone who has at least TWO Strengths NOT among your Top 5 Signature Themes. Complete Even MORE Discussion Let’s Talk
- 31. • 38% more likely to be high- productivity teams • 44% more likely to earn high customer satisfaction scores • 50% more likely to have lower employee turnover
- 32. 40% Improve my weaknesses 35% No Discussion 25% Build my strengths
- 33. ◦At Your Tables ◦Discussion Questions (see handout)
- 35. You will grow most in your areas of strengths As you grow, you become more aware of who you are A good team member volunteers his strengths to the team
- 37. WEBSITES strengthsquest.com resources, training, events, strengthsfinder.com strengths.ning.com an opportunity to share best ideas for discovering and developing what is right in people. ‣ SimplyStrengths.com
- 39. “You’re always known what the best of you is. You’ve always known it. So trust it. Believe it.”
- 40. Two things you will do this coming week to put your Strengths into play
Editor's Notes
- Handouts - place in order after finalized Lanyard Strengths Reference Card I Feel Strong When (3 on a page) I Feel Weak When (3 on a page) Scavenger Hunt Discussion Questions PowerPoint
- Read with enthusiasm . . . So let’s see how we can set yours free. . . .
- Complete Lanyard – please – we’ll begin sharing our top 5 themes with everyone. A bit of history, Trombone Player Wanted by Marcus Buckingham, Activities Increase your understanding about the value of building your strengths and applying them to your daily work.
- Kit Seeing Yourself Differently How we view ourselves (self-concept) determines the lens through which we view others and the world as a whole. “ When our self-concept is mostly positive, we give others the benefit of the doubt, are more optimistic about the future and the world, and enjoy more positive relationships.” Seeing Your Future Differently “possible selves”: ideas you have about what you might become in the future, and having this motivates you to set and achieve goals. (Hazel Markus, Stanford University) According to Rick Snyder and Shane Lopez…having a vision for the future generates hope, and having a higher level of hope is related to better school success (grades and graduation chances), better health, a stronger sense of purpose in life, higher self-esteem, and less depression. Furthermore, an awareness of your talents and strengths creates pathways that lead to hope. Seeing Others Differently You begin to recognize that other people each have their own unique combination of talents as well. “The things that used to annoy or irritate you are now seen as the very things that make the other person productive or successful.” Clifton, Anderson, & Schreiner, 2006
- Your word can be any word – not necessarily looking for you to use one of your top 5 strengths – no need to explain the word you have chosen – just your name, the word that describes you. Model it: - flipchart everyones Debbie. My word is: Enthusiastic Thank you! You’ve already begun to provide one another a glimpse of one of your strengths. Another way to get a glimpse is by what types of activities we like to be involved in. HAVE THEM STAND AT THEIR TABLES. Expected to attend a huge social networking event by yourself and its doubtful that you’ll know anyone else there. (woo-maximizer) You’ve been asked to be on a committee that will require a lot of research. (input,learner) You’ve been handed a project that requires very quick turnaround time. (activator, Now let’s move into the definition of strengths that we’ll be working with today.
- The word that you used to describe yourself helps you to be successful each and every day. Could it perhaps be providing you/us a glimpse of one of your strengths? According to Gallup and Marcus Buckingham (former employee of Gallup) – explain It’s about the passion, the feeling of accomplishment, the energy, the ‘wow I can’t wait to do this again’ feeling. Before the activity . . You are smiling and feeling energized, you can’t wait. During it, time flies, you’re in your zone and afterwards. . You can’t wait to do that activity again! Do ya know what I mean?!?!? Have you felt that before? What’s its NOT is necessarily something that you’re good at. . . Explain
- According to Gallup and Marcus Buckingham – explain - note the putrid green color even. . . It’s all about how you feel before, during and after the activity – not whether or not you are good at it. You may be really good at something. . .but you hate doing it. You stress about it prior to it, you are bored and uncomfortable during it and afterwards, you want to crawl in a hole, slit your wrists or throw up. Do you know what I mean?!?!? Had that feeling before at times? While we probably can’t totally ignore our weaknesses, there is hope. Play to your strengths. Call upon them to help you through an activity that drains you. Webster’s definition: The state or a sensation or an instance of being weak. A defect or shortcoming. A particular fondness. An object of special likeness. WEAK: Having little strength or energy, feeble – yes, after an activity that’s not in your strengths zone.
- Before we delve into strengths, let’s take a look at data collected by the Gallup organization around the topic of strengths and . . . . . weaknesses. AND how many of you had parents that were more concerned about your C,D or F than the As, Bs. How many of us as parents are ‘guilty’ of the same focus? After today, I bet your mind set and conversation with your children will change. While we probably can’t totally ignore our weaknesses, there is hope. Good news in that we are seeing a shift in how people are viewing development of weaknesses. The percentages on the slides represent 2008 findings. In 2000, 55% was 59% and 45% was 41%. NEW January 2008 Findings (see above) Improving my weaknesses 55% a decrease Building my strengths 45% an increase 2000 Findings: Improving my weaknesses 59% Building my strengths 41% For 18-25 year old group (January 2008 findings): Improving my weaknesses 69% Building my strengths 31%
- Don Clifton also asked the question: What percentage of a typical day to you spend doing things that you like doing? Those things that make you feel strong?!?!?! 2 out of 10 (at 17%, actually less than 2 %) ASK, What if any correlation might there be between doing what you like doing during your work day and whether or not it is one of your strengths? ASK No need to raise hands on this next question; but ask yourself . . . In what percentile do you fall today?
- Fortunate, blessed if you answered YES to the first question. Engagement is much higher when the focus is on our strengths – that which energizes us, makes us feel strong, productive, efficient – you may not even recognize that you are GOOD at something, but you do know how you FEEL while you are doing it. When an organization’s leadership focuses on strengths, 73% of the employees are engaged. When the organization leadership does not focus on strengths, the number drops to 9%. When you have the opportunity to do what you do best, what energizes you, you’ll feel strong. "Engaged" employees are in high gear, moving forward toward the next challenge. 2010 Spring Gallup Student Poll – 82% of students who strongly agree that their school is committed to building strengths are engaged. The study included 5th – 12th graders. NOT DOING TODAY: Activity: - three situations – talent line up in front of the room . After each situation ask participants to explain why they selected that side of the room, etc. : You have been invited to a large festive gathering where you most likely won’t know anyone. It is time to work on that very detailed, data specific report Very excited about this – far right Not excited at all –far left Thank you all for participating. You may sit down.
- ACTIVITY #1 – I FEEL STRONG WHEN. . . . . . Let’s take a look at you when you feel strong. . . .; COMPLETE . . . Like the American eagle who is strong in the talent: Responsibility - to protect us. This exercise will give you a few clues to your talents. . . . A few thoughts to get you started: Pay attention to how you feel before, during and after the activity? * Before – looking forward to it? Can’t wait? * During – Are you focused? In your zone? Loving It? * After – Feel fulfilled/accomplished/satisified? Ready to do it again? Try to be as specific as possible. Rather than saying I feel strong when I am with people . . Try to describe who (do you know them or not) you are with and what you are doing at the time. For example, I feel strong when I’m interacting with a person who needs to be convinced of an idea. That’s my influencing strengths of maximizer and woo in action. Three minutes to write. Following exercise: One or two care to share?
- And, when you’re not able to use your strengths at work, what might that look like (Solicit responses from them – add these if not mentioned) chances are that you: Dread going to work. Have more negative than positive interactions with your colleagues. Treat your customers/students poorly. Tell your friends what a miserable department/employer you work for. Achieve less on a daily basis. Have fewer positive and creative moments. Absent from work Performance may suffer – quantity or quality. There are even more serious implications for your health and relationships if you’re NOT in the strengths zone. (Tom Rath (2007) 2009 Gallup Poll of Working Populations: 33% of US Working Population reports being an ENGAGED EMPLOYEE. 49% of US Working Population reports being a NOT ENGAGED EMPLOYEE (are essentially "checked out." They're sleepwalking through their workday, putting in time -- but not energy or passion -- into their work. 18% of US Working Population reports being an ACTIVELY DISENGAGED EMPLOYEE (fundamentally disconnected from their jobs) Let’s think about our workgroup as an engine: Not Engaged Employees are the employees who are stuck in neutral. "Actively disengaged" employees are stuck in reverse, and they're dead set on dragging others down with them. "Not engaged" employees are different. They don't necessarily have a negative attitude, but they aren't necessarily positive, either. Link back to the exercise they just did. How they felt – strong versus weak. Engaged. Not Engaged.
- An activity that leaves you feeling weak, feels like a ‘sick puppy ‘ droopy, drained, bored. . . As with feeling strong, pay attention to: How you feel before, during and after the activity. * Before – looking forward to it? Can’t wait? * During – Are you focused? In your zone? Loving It? * After – Feel fulfilled/accomplished/satisified? Ready to do it again? ACTIVITY # 2 FLIP SIDE OF HANDOUT . . . . . 3 OF THEM. For example, I feel weak when I am alone in my office, stuck at my desk for hours at a time on the computer. It’s a necessary part of my job, however, my influencing and relationship building strengths aren’t in action. I have to stop and work on something else that does allow those strengths to kick in.
- Want to feel strong or weak most days?!?!? Thank goodness for Strengths! How do we get there? Let’s take a look at the research that went into the Strengtsfinder assessment that is helping organizations (OURS) focus on employees being in their strengths zone.
- First a quote by by Peter Drucker, the father of management. Others have been talking about engagement and performance for many years. Reality is we can’t totally ignore those activities that leave us feeling weak. Our job may have components of it that require us to work outside of our area of strength. Strategies And Tom Rath, he leads Gallup’s workplace research and leadership consulting. Here’s what he has to say about strengths. . . It’s about the speed - more how you feel - - -
- This is what you can expect It’s flowing, you’re feeling productive, your’re on target, you can do it for long periods of time, you’ll return the next day for more, your customers are satisfied. . . . .if you focus on your strengths.
- Don Clifton, PH.D is the Father of Strengths-Based Psychology and Creator of the Clifton StrengthsFinder. Clifton died in 2003 at the age of 79. His 50 years of researched led him to believe that “to produce excellence, you must study excellence.” Clifton was a former professor at the University of Nebraska and voted Most Outstanding Educator in the state. He went on to form a company called Selection Research, Inc. which helped companies do a better job of selecting employees through studying the “best of the best” in particular roles and positions. He eventually became chairman of the Gallup Organization. Extra Insight – DO not mention in sessions. How Don and Chip Anderson Met: In the winter of 1978 at a conference on college-student retention, Chip Anderson (who is also deceased) – taught education, psychology and leadership at UCLA and Azusa Pacific University. In a Deficient Remediation Educational Model – students are usually told that they must overcome their deficiencies by a specific time or they are dismissed. Discovered… that he (Chip) should have been studying achievers, not dropouts! research indicates that top achievers tend to set goals slightly above their current level of performance, whereas low achievers often set very, very high goals. Top achievers capitalize on their own personal uniqueness as they learn. Top achievers build their academic and personal lives on their talents. They use their talents as the foundation for strengths development. Top achievers apply strengths to produce excellence. Top achievers manage any weakness to NOT interfere with their performance and achievements. The best of the best invent ways of developing and applying strengths in areas where they want to improve. Laurie Schreiner, teaches psychology and higher education at Azusa Pacific Univ. Trained and studied with Clifton and Anderson The three wrote the book StrengthsQuest in 2002.
- With that came a common language - non-threatening; non judgmental. Gallup originally identified more than 400 different themes of talent, then focused on the 34 themes found to be the most prevalent in individuals considered to be “the best of the best” in their roles and positions. Strengtsfinder/StrengthsQuest uses same assessment. Online assessment developed by Don Clifton & Tom Rath in 1998 along with a group of scientists from Gallup. *Web-based assessment from the perspective of positive psychology *178 items over a secure Internet connection *Each item lists a pair of potential self-desciptors *Participants chooses statement in each pair, and to what extent*20 seconds to respond 1.0 Version. (We all are taking the 2.0 version.) NEW 2.0 Version (2007) assessment is faster, more reliable, more in-depth analysis of your strengths featuring nuances of what makes you unique - using more than 5,000 personalized Strengths Insights comprehensive report Strengths Discovery and Action Planning Guide many more resources available online StrengthsFinder® measures a person’s talent in each of the 34 talent themes to reveal their 5 most dominant themes (Signature Themes). StrengthsQuest is the academic version of Strengthsfinder. The assessment is the same. The language and focus on students is what makes StrengthsQuest unique. Individuals who focus on their Signature Themes—their areas of greatest talent—have the best opportunity to build strengths and become more successful. Talent without technique is merely a bad habit. Pablo Picasso
- Common language = common ground
- Getting things done – how to make things happen. Will work tirelessly to get it done. Can catch an idea and make it a reality
- Can reach a much broader audience. Always selling the idea – inside and outside the dept. the organization. Need someone to take charge, speak up or make sure the team’s voice is heard? Snag someone with an influence theme.
- Can reach a much broader audience. Always selling the idea – inside and outside the dept. the organization. Need someone to take charge, speak up or make sure the team’s voice is heard? Snag someone with an influence theme.
- The essential glue that holds the team together. Gathers the individuals together to create a group that is much greater than the sum of its parts.
- Keep us focused on what could be. Analyzing and absorbing data to provide much better decisions. They stretch us to think about the future. They need time to think, to process. Pass can be a bit slower than those with executing, influencing, relationship building
- How unique are we? Your top 5 talent themes are unique - 278,256 possible unique combinations and 33,390,720 different permutations with unique order ( when ranking within the set of five themes; # of different sets of Signature Themes possible) We have all 34 themes – report focuses on top 5 – manageable. Explain the thirds: * Top 10 – Signature Themes – born with them, come naturally, with ease, * Middle third – can call upon with some added energy * Bottom third – might as well forget about it. If you try to claim them, they will drain you.
- Now for your strengths and the opportunity to tell others how unique and wonderfully made you are . . . . ACTIVITY # 3 – THEIR REPORT Select two strengths to share Read the definition from the Strengths Reference Card first, then your key phrases, then provide an example of that in action. No need to repeat the definition if already was read.
- After sharing . . Debrief. . . . . That felt good talking about your strengths didn’t it??? Your raw talents need to be developed to become those near perfect performances. Let’s see how to do that. . .
- Now let’s examine whether a talent is the same as a strength. They are different! We’ll see that to turn a talent into a strength, you have to apply it! Nurture it. Hone it. Like a muscle. . . . Muscle Analogy – Talent Theme is like an unused/underdeveloped muscle Strength is a toned muscle, a developed talent
- How a talent becomes a strength. This developmental approach is reflected in our conceptual understanding of how a talent becomes a strength. From talent identification only to strengths development. STRENGTHS DEVELOPMENT FRAMEWORK Discover/Aware * Apply/Application* Relationship * Develop/Integrate Talent: Ask yourself “How Can I become more of who I already am? Create goals and identify strategies and activities to develop talents into strengths. Seek out opportunities to develop your talents into strengths. Talent – a naturally recurring pattern of thought, feeling or behavior that can be productively applied. It is a raw strength. Strength – the ability to provide consistent, near-perfect performance in a given activity How do you get there – to the strength? Look to the middle – it’s all about the Investment you make! Be careful NOT to jump to the application phase of strengths with others before understanding your own talents. This is a very common mistake that happens when a strengths-based initiative is rolled out across campus too quickly. Investment of Your Skills and Knowledge: A multiplier of talent; they polish your talents into strengths. It requires effort via an investment of time and energy to add skills and knowledge. Ask yourself “What/how can I maximize my talents?” Ask others too! Strengths: Developed talents that lead to success. Your personal goal…strive for a deeper understanding of your talent.
- Verbalizing our strengths can help us deepen our understanding of our own strengths as we visit with people who have a strength different from yours. In addition, we gain a better understanding of ones we don’t possess. ACTIVITY #4 (IN HANDOUTS): Up and at em! A chance to share your strengths with others with a different strength. Debrief: Did the common language come forth in your discussions? ASK – DEPENDING UPON TIME. What will you need to do to be more understanding of those who are different than you? What effect will your new understanding of talents/strengths have on your interactions with others? What one talent/strength have you discovered in another individual that seems to be most different from you? How will that difference affect your interaction together? How does knowing another person’s strengths help you in your relationship with them?
- From individual to the team: Now let’s take a look at how strengths can impact a team Teams whose members strongly agreed that they had the opportunity to do what they do best every day (play to their strengths) are: 38% more likely to be high-productivity teams 44% more likely to earn high customer satisfaction scores 50% more likely to have lower employee turnover
- Conversations around strengths will have an impact too. Managers who provide feedback can impact their employees. Managers who have no discussion at all do far more damage than those discussing weaknesses – at least there is some feedback provided.
- ACTIVITY #5 – Discussion Questions - Handout Will only have time to discuss a couple. The others can be discussed in future staff meetings! # 1 What are our top themes as a team, and what are the patterns of behavior that result? #2 How do we communicate? #3 What drives us? CHECK THE TIME – NEED 40 MINUTES FOR VIDEO AND DISCUSSION HIGHLIGHTS FROM THE GROUP. . . .
- Introduce Marcus Buckingham, had been mentored by Don Clifton from the age 16. Went to work for Gallup out of college. Now on his own. While watching the video, listen for the three myths & truths. What struck a chord with you? What truths did you hear? Myth: As you grow, you change Truth: As you grow, you become more aware of who you are Myth: You will grow the most in your areas of weakness Truth: you will grow most in your areas of strengths Myth: A good team member does whatever it takes to help the team Truth: A good team member volunteers his strengths to the team
- Myth: As you grow, you change Truth: As you grow, you become more aware of who you are Myth: You will grow the most in your areas of weakness Truth: You will grow most in your areas of strengths Myth: A good team member does whatever it takes to help the team Truth: A good team member volunteers his strengths to the team What other take-aways from the video?
- Briefly – click 9 times. Start telling others . . . . Seek out feedback from others… SUMMARIZE KEY POINTS . . Setting the stage for YOUR success: Adopt a growth mindset about the process. Obtain feedback from others (colleagues, supervisor, students, family, friends). Generate clarity about how your interventions support the department’s mission or objectives. Consider outside support. (colleagues across campus/in Student Services, etc.)
- If time: Show Website – strengthsquest Show video of Amazed at strengths. ning.com
- More resources
- Marcus Buckingham
- HANDOUT: Pick out two things you will do this coming week to put your strengths into play. Can report on/ share at future staff meetings.