The document provides information about StrengthsFinder, a program that identifies 34 leadership themes or strengths. It explains each of the 34 themes and categorizes them within the four domains of leadership: relationship building, influencing, executing, and strategic thinking. It then prompts the reader to reflect on which domain is their dominant one as a leader, how that plays out when working with others, times when a domain was missing from a group, and what strengths they would look for in building an ultimate team.

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Welcome to
StrengthsQuest 201®: Leading with your
Strengths
Thisprogram isbroughtto you by the LakerLeadershipProgramsandthe Office of StudentLife.
The followingworkbook isacompilationof worksheetsthathave beenadaptedfromStrengthQuest® to
fitthe needsof our programhere at Grand ValleyState University.

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Clifton StrengthsFinder® Themes
Achiever
People especiallytalentedinthe Achievertheme have agreatdeal of staminaandwork hard.Theytake
great satisfactionfrombeingbusyandproductive.
Activator
People especiallytalentedinthe Activatortheme can make thingshappenbyturning thoughtsinto
action.Once a decisionismade,theywanttoact quickly.
Adaptability
People especiallytalentedinthe Adaptabilitytheme preferto“gowiththe flow.”They tendtobe “now”
people whotake thingsastheycome and discoverthe future one day at a time.
Analytical
People especiallytalentedinthe Analytical theme searchforreasonsandcauses.They have the ability
to thinkaboutall the factors that mightaffecta situation.
Arranger
People especiallytalentedinthe Arrangertheme can organize,buttheyalsohave a flexibilitythat
complementsthisability.Theyliketofigure outhow all of the pieces andresourcescan be arrangedfor
maximumproductivity.
Belief
People especiallytalentedinthe Belief themehave certaincore valuesthatare unchanging.Outof
these valuesemergesadefinedpurpose fortheirlife.
Command
People especiallytalentedinthe Commandtheme have presence.Theycantake control of a situation
and make decisions.
Communication
People especiallytalentedinthe Communicationthemegenerallyfindit easytoputtheirthoughtsinto
words.Theyare goodconversationalistsandpresenters.
Competition
People especiallytalentedinthe Competitiontheme measure theirprogressagainst the performanceof
others.Theystrive towinfirstplace and revel incontests.
Connectedness
People especiallytalentedinthe Connectednessthemehave faithinthe linksbetweenall things.They
believethere are fewcoincidencesandthatalmosteveryeventhasareason.

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Clifton StrengthsFinder® Themes continued…
Consistency
People especiallytalentedinthe Consistencythemeare keenlyaware of the needtotreatpeople the
same.Theytry to treateveryone in the worldwithconsistencyby settingupclearexpectationsand
adheringtothem.
Context
People especiallytalentedinthe Contextthemeenjoy thinkingaboutthe past.They understandthe
presentbyresearchingitshistory.
Deliberative
People especiallytalentedinthe Deliberative theme are bestdescribedbythe serious care theytake in
makingdecisionsorchoices.They anticipatethe obstacles.
Developer
People especiallytalentedinthe Developertheme recognizesandcultivate the potential inothers.They
spotthe signsof each small improvementandderive satisfactionfromtheseimprovements.
Discipline
People especiallytalentedinthe Disciplinetheme enjoyroutine andstructure.Theirworldisbest
describedbythe ordertheycreate.
Empathy
People especiallytalentedinthe Empathytheme cansense the feelingsof otherpeople byimagining
themselvesinothers’ livesorothers’situations.
Focus
People especiallytalentedinthe Focustheme cantake a direction,followthrough, andmake the
correctionsnecessarytostayon track. Theyprioritize,thenact.
Futuristic
People especiallytalentedinthe Futuristictheme are inspiredbythe future andwhat couldbe.They
inspire otherswiththeirvisionsof the future.
Harmony
People especiallytalentedinthe Harmonytheme lookforconsensus.Theydon’t enjoyconflict;rather,
theyseekareasof agreement.
Ideation
People especiallytalentedinthe Ideationtheme are fascinatedbyideas.Theyare able tofind
connectionsbetweenseeminglydisparatephenomena.

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Clifton StrengthsFinder® Themes continued…
Includer
People especiallytalentedinthe Includerthemeare acceptingof others.Theyshow awarenessof those
whofeel leftout,andmake an efforttoinclude them.
Individualization
People especiallytalentedinthe Individualizationtheme are intriguedwiththe unique qualitiesof each
person.Theyhave a giftforfiguringouthow people whoare differentcanworktogetherproductively.
Input
People especiallytalentedinthe Inputtheme have aneedtocollectandarchive.Theymaycollect
information,ideas,history,orevenrelationships.
Intellection
People especiallytalentedinthe Intellectiontheme are characterizedbytheirintellectual activity.They
are introspective andappreciate intellectual discussions.
Learner
People especiallytalentedinthe Learnertheme have agreat desire tolearnand wantto continuously
improve.Inparticular,the processof learning,ratherthanthe outcome,excitesthem.
Maximizer
People especiallytalentedinthe Maximizertheme focusonstrengthsasa wayto stimulate personal
and groupexcellence.Theyseektotransformsomethingstrongintosomethingsuperb.
Positivity
People especiallytalentedinthe Positivitytheme have anenthusiasmthatiscontagious.Theyare
upbeatandcan getothersexcitedaboutwhattheyare goingto do.
Relator
People especiallytalentedinthe Relatortheme enjoyclose relationshipswithothers.Theyfinddeep
satisfactioninworkinghardwithfriendstoachieve agoal.
Responsibility
People especiallytalentedinthe Responsibilitytheme take psychological ownershipof whattheysay
theywill do.Theyare committedtostable valuessuchashonestyandloyalty.
Restorative
People especiallytalentedinthe Restorativethemeare adeptatdealingwithproblems.Theyare good
at figuringoutwhatis wrongand resolvingit.

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Clifton StrengthsFinder® Themes continued…
Self-Assurance
People especiallytalentedinthe Self-Assurance theme feel confidentintheirabilitytomanage their
ownlives.Theypossessaninnercompassthatgivesthemconfidence that theirdecisionsare right.
Significance
People especiallytalentedinthe Significance theme wanttomake a bigimpact.Theyare independent
and sort projectsbasedonthe level of influence itwill have ontheirorganizationandothersaround
them.
Strategic
People especiallytalentedinthe Strategictheme create alternativewaystoproceed.Facedwithany
givenscenario,theycanquicklyspotthe relevantpatternsandissues.
Woo
People especiallytalentedinthe Wootheme love the challenge of meetingnew peopleandwinning
themover.Theyderive satisfactionfrombreakingthe ice and makinga connectionwithanotherperson.

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Warm Up Activity: Lost at Sea…
You have chartereda yacht withthree friends forthe holidaytripof alifetimeacrossthe
AtlanticOcean.Unfortunatelyinthe mid-Atlanticafierce fire breaksoutinthe shipsgalley;
much of the yacht is destroyedandisslowlysinking.Yourlocationisunclearbecause vital
navigational andradioequipmenthave beendamagedinthe fire.Yourbestestimate isthat
youare many hundredsof milesfromthe nearestlandfall.Youandyourfriendshave managed
to save 15 items,undamagedandintactafterthe fire.Inaddition,youhave salvagedafour
man rubberlife raftanda box of matches.
Your task isto rank the 15 itemsintermsof theirimportance foryou,asyou waitto be
rescued.Place the number1by the most importantitem, the number2by the secondmost
importantandso forthuntil youhave rankedall 15 items.
http://insight.typepad.co.uk/lost_at_sea.pdf

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The Four Domains of Leadership Strength
RelationshipBuilding. Relationshipbuildersare the glue thatholdsateam together. Strengths
associatedwithbringingpeopletogether –whetheritisby keepingdistractionsatbayor keepingthe
collective energyhigh –transforma groupof individuals intoateamcapable of carryingout complex
projectsandgoals.
Influencing.Peoplewhoare innatelygoodatinfluencingare alwayssellingthe team'sideasinsideand
outside the organization.Whenyouneedsomeone totake charge,speakup,andmake sure your group
isheard,lookto someone withthe strengthtoinfluence.
Executing.Team memberswhohave dominantstrengthsinthe Executingdomainare those whomyou
turn to time andagainto implementasolution.These are the people whowill worktirelesslytoget
somethingdone.Peoplewhoare stronginthe Executingdomainhave anabilitytotake an ideaand
transformitinto realitywithinthe organizationtheylead.
Strategic Thinking.Those who are able to keeppeople focusedonwhatthey could beare constantly
pullingateamand itsmembersintothe future.Theycontinuallyabsorbandanalyze informationand
helpthe teammake betterdecisions.
Executing Influencing Relationship
Building
Strategic
Thinking
Achiever
Arranger
Belief
Consistency
Deliberative
Discipline
Focus
Responsibility
Restorative
Activator
Command
Communication
Competition
Maximizer
Self-Assurance
Significance
Woo
Adaptability
Developer
Connectedness
Empathy
Harmony
Includer
Individualization
Positivity
Relator
Analytical
Context
Futuristic
Ideation
Input
Intellection
Learner
Strategic

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Reflecting on the Four Domains of Leadership
Whichof the 4 isyour dominantdomain?
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As a leader,howdoesthisplayoutwhenworkingwithothers(whatdoesthislooklike,whatrole doyou
mostoftenplayina group)?
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Can youthinkof a time whenone of the 4 domainswasnotrepresentedwithinagroup/teamyouwere
involvedin?Whatdiditlooklike?
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Buildingyourultimate team:What domainand strengthswouldyoulookforinteammates?
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Your Strengths Based Leadership
Who do youconsidertobe a leaderandwhatspecificallymakesthemaleaderinyouropinion?(Youcan
selectaleaderinyour team/groups,oncampus,inthe community,insociety)
Name a time youhave helda positionof leadershipandthe position (formal orinformal,prioror
current). What didyoulike mostaboutthe position?Whatdidyoulike least?
In hindsight(orcurrently),whichof yourstrengthsdid/doyoumostuse?
What do youthinkisthe mostimportantthingaboutbeinga leader?

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Followers Basic Needs
Trust
 Followersdonottolerate dishonesty- trustisalmostseenasthe door die foundationof leading
 Major breach inhonestycandestroya corporation,relationships,friendships,presidency,etc.
 Trust isthe drivingforce of andfilterforhow people determinewhotospendtime withinthe
workplace
 Trust helpswithspeed andefficiencyinthe workplace
 Successful andhighfunctioninggroupsrarelytalkabouttrust,versusstruggling groups
frequentlytalkaboutit
 Buildingtrustmeansbeingauthentic- lettingpeoplesee yourflaws,be candid.Youshouldn’t
have to spendtime convincing others thatyouare a trustworthyperson- theyshouldknow it by
your actionsandbehaviors
 Respect,integrity,andhonestyare outcomesof strongrelationshipsbuiltontrust
What makes people whoare trustworthy compellingto work with?
Compassion
 Words associated with compassion are: caring, friendship, happiness, and love
 People who are shown compassion in the work place are significantly more likely to stay
with their organization
 People who show compassion have much more engaged customers
 People who show compassion produce more profitability for the organization
 For people to truly love an organization, it must have a heart
How do you show compassion in a company or work place environment?

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Followers Basic Needs
Stability
 Followers wantaleaderwhowill provide asolidfoundation
 Counton intimesof need
 Security,strength,support,peace
 Core valuesare stable
 People liketoknowwhatto expect
How would you show these qualitiesinan organization or group setting?
Hope
 People wanthope forthe future
 Alsodescribedas- direction,faith,andguidance
 It givespeople somethingtolookforwardto
 It helpspeople seeawaythroughchaos and complexity
 Whenhope isabsent,people lose confidence,disengage,andfeel helpless
 Identifyingopportunitiesforthe future playsalarge role increatinghope and optimism
Since most leadersspendtheir energyon reacting to immediate needsrather than initiatingnew
opportunitiesforthe future,how could this have a negative impact on the organization?

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Five Basic Functions of Leaders
1. Visioning: Self Rate: 1 2 3 4 5 (low to high)
*highlight the talents you have below:
Valuable talents for self& partners:Achiever, Activator, Analytical, Arranger, Belief, Command, Communication,
Competition, Connectedness, Context, Developer, Empathy, Focus, Futuristic, Ideation, Input, Intellection, Learner,
Maximizer, Positivity, Restorative, Self-Assurance, Significance, andStrategic.
2. Establishing stretch goals: 1 2 3 4 5 (low to high)
*highlight the talents you have below:
Valuable talents for self& partners:Achiever, Activator, Analytical, Arranger, Belief, Command, Communication,
Competition, Connectedness, Consistency, Context, Deliberative, Developer, Discipline, Focus, Futuristic, Ideation,
Includer, Individualization, Input, Intellection, Learner, Maximizer, Positivity, Responsibility, Restorative, Self-Assurance,
Significance, Strategic, andWoo.
3. Team building: 1 2 3 4 5 (low to high)
*highlight the talents you have below:
Valuable talents for self& partners:Achiever, Activator, Adaptability, Arranger, Belief, Command, Communication,
Connectedness, Consistency, Deliberative, Developer, Discipline, Empathy, Fairness, Focus, Harmony, Inclusiveness,
Individualization, Input, Learner, Maximizer, Positivity, Relator, ResponsibilityRestorative, Strategic, andWoo.
4. Measuring progress: 1 2 3 4 5 (low to high)
*highlight the talents you have below:
Valuable talents for self& partners:Achiever, Adaptability, Analytical, Arranger, Competition, Consistency, Context,
Deliberative, Developer, Discipline, Focus, Ideation, Inclusiveness, Individualization, Input, Intellection, Learner, Maximizer,
Positivity, Responsibility, Restorative, Self-Assurance, andStrategic.
5. Celebrating: 1 2 3 4 5 (low to high)
*highlight the talents you have below:
Valuable talents for self& partners:Achiever, Activator, Belief, Command, Communication, Competition, Connectedness,
Context, Developer, Focus, Futuristic, Harmony, Ideation, Inclusiveness, Individualization, Maximizer, Positivity, Relator,
Significance, and Woo.

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Becoming a Strengths Based Leader: Plan of
Action
Part 1- LeadershipFunctions
Thinkof a leadershipcontextinwhichyouare currentlygoingthroughorhave gone through.
Selectthe mostrelevant“functionofa leader” to you(visioning,establishing stretch goals,team
building,measuring progress,celebrating):
Why isthisfunctionimportantforyouto focuson? (Brieflydescribewhyyouselectedthisfunction):
Action:What is(at least) one strategythatyouwill implementwhile workingtowardthisfunction?
Talentsthatyou wouldlike topartnerwithandwhy:
Additional knowledgeandskillsneededtofurtherdevelopthisfunction:

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Your Plan of Action continued…
Part 2-Basic NeedsofFollowers
Selectthe mostrelevant basicneedsoffollowers toyou (build trust,show compassion,providestability,
create hope):
Why isthisbasic needimportantforyoutofocus on?(Brieflydescribe whyyouselectedthisbasic
need):
Action:What is(at least) one strategythatyouwill implementwhile addressingthisbasicneed?
Talentsthatyou wouldlike topartnerwithandwhy:
Additional knowledgeandskillsneeded tofurtheraddressthisbasicneed:
Part 3- Focusingon the Growth and DevelopmentofOthers
Whichindividualswillyoufocuson? (i.e.-members in your studentorganization, specificpeople,etc.)
What strategieswill you implementtofurthertheirgrowthanddevelopment?
Whenwill thisoccur?

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What isyour envisionedoutcome?(Howwillyouknow/measureyousucceeded?)
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Part 4: Share your strengthswith others
Share your Signature ThemesReportwithatleasttwopeople closetoyou(forexample:aparent,
sibling,spouse,boyfriend/girlfriend,orfriend).
 Whichparts of the reportreallydescribe me?
 What surprisesyou?
 Which of the five themeshave younoticedinme the most?
 Give an example of whenandhowyou’ve seenthistheme inme.
ReflectionQuestions:
 How diditfeel toask othersaboutyour talents?
 Didsome people use yourthemesdifferentlythanyoudid?How so?
 Were yousurprisedbyanythingthatthe other personsaid?
Part 5- Strategiesfor Further Development
What otherstepswill youtake tofurtheryour learningafterthisseminarconcludes? (You may selectfrom the
below and brainstormother ideas)
 Identifyopportunities(onandoff campus) forfurtherdevelopmentof talentsandexpandupon
conceptslearned.
 Reviewthe “StrengthsinCollege”handoutand identifyotherareasof exploration.
 Explore the StrengthsQuest website, www.strengthsquest.com.
 Meetwitha StrengthsQuestfacilitatorinthe Office of StudentLife todiscussyourplan.
“If we did all the things we are capable of doing,
we would literally astound ourselves.”
-Thomas Edison

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Developing Leadership Strengths in College
Developingleadershipstrengthsisaprocessthat beginswithwhoyouare, thenmovestowhat youdo.
Here are principlesthatyoucanfollowtobecome a personwholeadsonthe basisof your talents.
 Realize thatyoudo notneedtobe ina formal leadershiprole toprovide valuableleadership.
Identifythe specificleadershiptasksthatyoucan performwithstrength,andtake themon
whenthe opportunityarises.
 Lead withyourtalentsasyou workingroups to helpthemreachgoals.
 Pay close attentiontoothersinthe organization,andtryto identifytheirmostpowerful talents.
 Encourage othersinthe organizationbyhelpingthemsee the positivecontributionstheyare
makingas theyuse theirtalentsproductively.
 Create opportunitiesforothers todevelopanduse theirtalents -- opportunitiestodowhatthey
naturallydobest.
 Become clearaboutyour personal goals,andhelpthe membersof the organizationfocusonthe
goalstheywantto accomplish.
Thisaspect of becomingastrengths-basedleadercannotbe emphasizedenough:Be intentional.
Purposelylookateachcollege experienceintermsof learningsomethingabouthow tobe a leader.
Whetheryouare a leaderora followerdoesn'tmatter.Ineitherrole,youcanlearnsomethingabout
leadership.
The college experience providesa magnificentopportunity to develop leadership strengths.Thekey is to
be intentional.Talentswithin each and every oneof yourSignatureThemescan be applied in college,
and many can be applied in multiple leadership functions.Lookforevery opportunity to refineyour
greatesttalentsin leadership roles.
1. Leadershipdevelopmentandthe college experience ingeneral
Pay particularattentiontowhenandhow youinfluence othersandhow youare able torallyothersto
make changes.Conversely,note whenandhow othersinfluence youandrallyyoutomake changes.
2. Leadershipdevelopmentandthe classroom experience
Classesandthe workof instructorsinthe classroomprovide wonderful opportunitiestolearnabout
leadership.Because learningalwaysinvolveschanging -- andbecause leadershipisdesignedtoproduce
measurable change -- youwill wanttonote whenandhow instructorsinfluence studentstochange.
Here are some questionsthatwill stimulateyourthinkingasyoulearnaboutleadershipfromobserving
and reflectingonthe workof educatorsasleaders.
Whatare the differencesbetween effectiveand ineffectiveinstructors?
Whattalents do the bestinstructorsseem to have?
Howdo the bestinstructorsinteract withstudents?
Howdo the bestinstructorsorganizelessonsand classroomactivities?
Howdo the mosteffectiveinstructorspersuadeothers?
Howdo effectiveinstructorsusetheir talentswhen they teach and interactwith students?
Which talentsdo you havein common with themost effectiveinstructors?

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3. Leadershipdevelopmentandclassselection
Almostall the classesina fieldof studycanprovide valuable insightsforthe learnerwhointentionally
wantsto developleadershipstrengths.Here are some examples:
any classesin communication studiesorspeech
any classesin leadership studiesor management
almostall classesin sociology or social psychology
mostclasses in organizationaldevelopment,organizationalpsychology,and community development
humanitiesclassesthatfocuson rhetoric and persuasion
philosophy classesin argumentation and logicalreasoning
mathematicalreasoning and patternsin scientific problem-solving classesmostclassesin political
science
many classesin cultural anthropology
many classesin ethnic and cross-culturalstudies
history and othersocial science classes thatfocuson the dynamicsof changeand/ortheinfluenceof
particularleaders in the changeprocess
4. Leadershipdevelopmentinclassassignmentsand independentstudies
Make classassignmentsworkforyouby applyingthemtothe studyof leadersandleadership.We
recommendyoufocusyourstudiesonthe bestleadersandthe reasonsfortheiroutstanding
performances.Youmaybe able to do libraryresearchandstudyhistorical orcurrentleaders.Youmight
evenconductyourown investigationsof the bestleadersyouknow orthose whoare superiorina
particularfield.Asyoustudy,here are some questionstoconsider.Whatisitthat makesthese leaders
so effective?Whatare theirgreatesttalents?Inwhatenvironmentandwithwhatgroupsof people do
leaderswithcertaintalentsseemtobe mosteffective?
5. Leadershipdevelopmentinathletics
On the mostbasic level,athleticscanhelpyouunderstandalotabout leadershipandthe conceptof
talentsandstrengths.Youalsolearnabouthow youneeddifferenttypesof talenttoplaydifferentkinds
of sportsand positions.There'salsothe whole challenge of developingstrengthsandthe takingthe right
attitudes. Additional insightsaboutleadershipcanbe gainedfromaskingthe followingquestionsabout
sportsand athleticcompetition.Whatmakesagreat coach? How do effectivecoachesworkwiththeir
players?
What are effective coachesdoingduringpractice andduringagame?
What are the mostimportantelementsof preparation?
What are the mostimportantthingsto doand not do duringtraining?
What isthe bestwayto learna newapproach,a new play,ornew moves?
What isinvolvedinchangingold habitsanddevelopingnew ones?
What are the bestwaysto formulate goals?
How can youbestdevelopateamand "teamspirit"
How can youbestdeal withdiscouragements,injuries,andsetbacks?
What are the mosteffective waystomaintainmotivation?

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6. Leadershipdevelopmentthroughinternshipsandexperiential educationopportunities
Most collegesanduniversitiesofferinternshipsinwhichyoucanworkwithprofessionalsinagivenfield.
These provide up-close andpersonal looksathow leadershipworks inreal life.Evenif the internship
isn'tthe mostpositive experience,youcanlearnwhatnotto do whenyouare a leader.Also,youmay
have opportunitiestoperformseveral otherleadershipfunctionsthroughyourinternshiporexperiential
educationopportunity.
7. Leadershipdevelopmentinstudygroups
As youworkwithotherstudentsinstudygroups,use yourvarioustalentstohelpyourself andothers
learn.Forexample,aneffective leaderhelpsothersuse theirtalentstohelpthe groupfunctionbetter
and to move towarda desiredgoal.Likewise,considerthe talentsof othermembersof yourstudy
group,and try to allocate the tasksof the studygroupaccordingto those talents.
As youuse studygroupsto developleadershipstrengths,lookforeveryopportunitytohelpother
people learnmore abouttheirmostnatural talents.Inthe process,youwill be learningmore aboutyour
own.
8. Leadershipdevelopmentthroughstudentorganizations
Studentclubs,organizations,andservice projectsprovidesome of the bestleadershipdevelopment
opportunitiesavailableoncampus.Butthisalso presentsamassive challenge becausestudentshave
multiple commitmentsandcompetingpriorities,andtheirworkinstudentorganizationsisalmost
exclusivelyunpaid. However,studentswhomeetthe challenge of providingappropriate attentionto
each of theirresponsibilitiesreceiveexcellentopportunitiestodevelopleadershipstrengths.
9. Leadershipdevelopmentthroughemploymentexperience
Nearlyeverycollege studentworkstopayfor some or all of hisor hercollege andlivingexpenses.But
rather thanconsideringemploymentasonlyajobfor earningmoney,trytomake it a learning
experience throughwhichyoucandevelopleadershiptalents. Managingotherscan be one of the most
importantaspectsof leadership.Fromthe strengthsperspective,managerswill be mosteffective if they
capitalize ontheirgreatesttalentsandconsciouslyuse themastheymanage others. The best
managementapproachestake intoaccountthe talentsof boththe managerand those whoare
managed.One of Gallup'sbestsellingbooks, Now,DiscoverYourStrengths,offersspecificstrategiesfor
howa managercan use hisor her talentstobestmanage others.The same bookdescribeshow to take
intoaccount the individualtalentsof those whoare beingmanaged. Armedwiththe knowledge
containedin Now,DiscoverYourStrengths,you'll be able tosee whenpeople are andare not usingtheir
talentsinmanagement,andyoucanbeginthinkingabouthow youcan bestmanage othersbymost
effectivelyusingyourowntalents.
10. Other opportunitiesforleadershipdevelopmentwithinthe college experience
In additiontothe opportunitieslistedabove,the college experience providescountlessopportunitiesto
developyourleadershipabilities.Forexample,mostcollegesprovide opportunitiesforstudentsto
become involvedinmusical performances,drama,theater,andotherartisticmodesof expression.