This document provides a strengths-based leadership report for an individual named Mark Ellis. It summarizes his top five strengths themes according to Gallup's Clifton StrengthsFinder assessment: Responsibility, Deliberative, Connectedness, Individualization, and Consistency. For each theme, it describes how the strength typically shows up for an individual and provides personalized insights specific to Mark. It categorizes the themes into Gallup's four domains of leadership strengths: Executing, Influencing, Relationship Building, and Strategic Thinking. The report suggests that having a diversity of strengths across these four domains contributes to strong, cohesive team performance.

1. Strengths-Based Leadership Report
(with your personalized Strengths Insights)
© 2000, 2006-2012 GALLUP, INC. ALL RIGHTS RESERVED.

2. Strengths-Based Leadership Report
SURVEY COMPLETION DATE: 12-15-2013
Leader: Mark Ellis
Gallup found that it serves a team well to have a representation of strengths in each of the four
domains of leadership strength: Executing, Influencing, Relationship Building, and Strategic Thinking.
Instead of one dominant leader who tries to do everything or individuals who all have similar
strengths, contributions from all four domains lead to a strong and cohesive team. This doesn't mean
that each person on a team must have strengths exclusively in a single category. In most cases, each
team member will possess some strength in multiple domains.
According to our latest research, the 34 Clifton StrengthsFinder themes naturally cluster into these
four domains of leadership strength. See below for how your top five themes sort into the four
domains. As you think about how you can contribute to a team and who you need to surround yourself
with, this may be a good starting point.
Your Top Five Clifton StrengthsFinder Themes
Executing Influencing Relationship Building Strategic Thinking
Responsibility Connectedness
Deliberative Individualization
Consistency
Your Personalized Strengths Insights
Responsibility
Instinctively, you might draw on your reserve of personal accountability if pressed to complete tasks.
A deadline or a commitment to teammates may spur you to do whatever it takes to complete a
project. It’s very likely that you sometimes feel twinges of guilt when certain tasks are done carelessly.
Perhaps you want to be associated with quality. You might be disappointed in yourself when you
compromise some of your beliefs about right and wrong. By nature, you do much more than just try to
508152374 (Mark Ellis)
© 2000, 2006-2012 Gallup, Inc. All rights reserved.
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3. live up to your commitments. You persist working until you can deliver on your promises. This
certainly enhances your reputation for being trustworthy, reliable, and dependable. Chances are good
that you are quite comfortable being honest about yourself with others. You harbor very few illusions
about who you really are. Furthermore, you can openly acknowledge your mistakes and
shortcomings. This is apt to distinguish you from most people. Because of your strengths, you may
reject the idea that telling a falsehood about something unimportant is acceptable. Perhaps you refuse
to make an innocent social excuse to protect someone’s feelings.
Deliberative
Because of your strengths, you are somewhat private about your personal life — that is, your past,
your present activities, or your future plans. You tend to be selective about what you tell and to whom
you tell it. Instinctively, you sometimes take time to reflect on what people say, reaching conclusions
only after thoughtfully weighing the information, rather than reacting to the moment. Your practicality
might have a sobering effect on certain types of discussions. Now and then, you intensify your own or
other people’s capacity to consider “the bigger picture.” By nature, you work diligently to separate your
private life from your public life. You are a person with a reputation for being discreet — that is, careful
about what you say. You intentionally avoid discussing your personal problems, successes, finances,
work, or history. Driven by your talents, you may be selective about how much you reveal to particular
individuals about your history, future intentions, or current affairs. Maybe you are less inclined than
some people to launch into chitchat or discussions. Why? You realize you might be asked or expected
to answer some personal questions. It’s very likely that you sometimes suppress your emotions, and
you may be cautious and reserved. Rather than add to the drama of a situation, you might choose to
study the facts. You may spend little time discussing your own or others’ feelings. To some extent,
you prefer to simply weigh the consequences of whatever you say and do. When people understand
this, they might be willing to wait for you to process facts or refine your concepts and plans.
Connectedness
By nature, you sometimes think like a detective. You might search for and find obvious and not-so-
obvious clues. You might determine which ones link together. Now and then, you notice gaps in your
investigation. Some of these cannot be explained using reason alone. You may feel comfortable
accepting what is unknown and unknowable. Why? To some extent, you trust that everything,
everyone, and every action is somehow intertwined. Because of your strengths, you occasionally
search for pertinent facts or data to reconstruct the chain of events that produced a specific problem
or opportunity. Perhaps you prefer reasonable explanations. You might reject the notion that fate,
chance, or luck rule your life. Instinctively, you might be fascinated with certain ideas, policies, or
philosophies that affect human beings around the world. Chances are good that you occasionally
sense you are part of something bigger or more important than yourself. Maybe this conviction
influences choices you make in life. It’s very likely that you occasionally help people realize they are
part of the human family. With your guidance, perhaps they understand that their lives are intertwined
with people they will never meet.
Individualization
Chances are good that you might search for the factors that produced a certain outcome or started a
particular chain of events. Sometimes you are frustrated until you figure out why things happened the
508152374 (Mark Ellis)
© 2000, 2006-2012 Gallup, Inc. All rights reserved.
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4. way they did. Driven by your talents, you can pacify all sorts of individuals. You have ways to
eliminate the confusion, noise, or chaos that troubles them. Perhaps you know you have been
successful when the person relaxes enough to become quiet and peaceful. It’s very likely that you
occasionally credit yourself with having a gift for seeing the unique talents that make people different
from one another. You may have little patience for placing people into broadly-defined categories.
Perhaps you describe individuals in specific and vivid detail. Because of your strengths, you easily
identify with what others are thinking and feeling. You intuitively understand their hopes, fears, joys,
and sorrows. This helps you consider things from each individual’s perspective. By nature, you are
hardwired to do exactly what you said you would do. Your word is your bond. You are likely to earn
the respect of many people. You even win over those who have a hard time trusting anyone. Why?
You rarely disappoint them.
Consistency
It’s very likely that you might be unsentimental and realistic, especially when you must plan how to do
something efficiently, reliably, or predictably time after time. Perhaps you streamline some of your
daily, weekly, monthly, or annual chores. You may identify the steps needed to complete the task.
You might study the requirements, overlooking no details. You might tend to concentrate on the basic
facts. Maybe you avoid letting prejudice or favoritism cloud — that is, confuse — your judgment.
Because of your strengths, you periodically choose to team with certain people to perform specific
kinds of tasks. Perhaps you appreciate working with group members who accomplish what they are
assigned to do. For practical reasons, you might expect individuals to carry an equal share of the
load. You may perceive that an injustice has been done when one or two people are given more to do
than is humanly possible or when they are not allowed to reach their full potential. Instinctively, you
are sometimes driven to complete the things you start. Perhaps you design detailed systems and
rules for handling certain minor or major tasks that demand attention on a daily, weekly, monthly, or
annual basis. By doing so, you might reduce an activity’s level of difficulty. Also, you may increase
your own level of consistency. Driven by your talents, you may approach work and life in a practical
manner. Once in a while, your realistic and commonsensical style allows you to make progress. You
might leave little room for fanciful thinking. To some degree, you recognize that the unrestrained
imagination of others can slow you down. Chances are good that you periodically wish that each
person you meet would want to spend more time with you. Being a somewhat objective individual, you
realize not everyone is going to be your friend. Even so, it is your nature to show consideration for
certain types of people. Maybe you refrain from imposing your views or desires on them. Perhaps you
are inclined to figure out what they prefer to do. Then, without making a fuss, you might agree to join
them.
508152374 (Mark Ellis)
© 2000, 2006-2012 Gallup, Inc. All rights reserved.
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