1. Understanding One’s Self
-and-
Strengths-Based Teams

2. The Customer Service Supervisor team will…
 Explore more of the meaning behind their
strengths through developmental activities.
 Understand the significance of the domains of
strengths.
 Evaluate their ability to do their best work and
how that translates into the development of
their staff team.

3.  Guided belief: good is the opposite of bad?
 Disease teaches healthy behaviors?
 Divorce teaches healthy, happy marriage practices?
 Strengths have a unique pattern different from
weaknesses.
 Gallup’s Mission: Learn the talents that make
up success and strong leadership.
 Focusing on strength leads to better
satisfaction, performance and retention.

4. Example
Signature Themes Definition
Empowers Me To…
(How Do You Use It?)
Critical ActivitiesSignature Themes Definition
Empowers Me To…
(How Do You Use It?)
Critical Activities
Responsibility Focus and drive to contribute
to projects and teams
Contribute strong teamwork
and exhibit high reliability
Committee work; Program
development;
Arranger Ability to exhibit strong
spatial organization and solve
problems
Take the ideas of others and
provide structure to projects
Training coordination;
Scheduling opening/closing
responsibilities
Relator Ease of finding connections
with others
Develop strong interpersonal
connections and establish
effective teams
Teambuilding sessions with
the CA staff; Developing
rapport on committees
Developer Recognition of opportunities
for growth and ability to
provide guidance
Show care and interest in the
experiences of others and
strengthen working
relationships
Developmental conversations
with students about career
development and
involvement opportunities;
Job action meetings
Empathy Recognition and appreciation
of the emotions and feelings
of others
Recognize the challenges of
others and provide support
when needed
Managing student distress;
Mediating peer group
disputes

5.  How did you first react to your Strengths
assessment results?
 What are some thoughts about how you may
want to move forward in a Strength’s focused
way?

6. 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
Connectedness
Developer
Empathy
Harmony
Includer
Individualization
Positivity
Relator
Analytical
Context
Futuristic
Ideation
Input
Intellection
Learner
Strategic
Which domain is your strongest?

7.  With all of this positive psychology, there has
to be a “dark side,” right?
 The shadow side of strengths comes not from a
misuse of talents but a misperception.
 These misperceptions can create conflict that
challenges the success of a partnership or
group.

8. Empathy
Activator

9.  The Summit: clear, focused and engaged.
 Camp 3
 This last year, have I had the opportunities to learn and
grow?
 In the last 6 months, has someone at work talked to me
about my progress?
 Camp 2
 Do I have a best friend at work?
 Are my co-workers committed to doing quality work?
 Does the mission/purpose of my company make me feel
my job is important?
 Do my opinions seem to count?
 Camp 1
 Is there someone who encourages my development?
 Does my supervisor, or someone at work, seem to care
about me as a person?
 In the last 7 days, have I received recognition or praise for
doing good work?
 Do I have the opportunity to do what I do best every day?
 Base Camp
 Do I have the materials and equipment I need?
 Do I know what is expected of me?

10.  To be able to lead effectively, one must first ask
themselves the question, “what do I do best?”
 Identify the top 10 statements in that you
exhibit the greatest strength/passion related to
your career and then try to narrow that list
down to 5.
 Are there items that are important to you that
are missing from the list?

11.  What I Do Best
 Q12 – “I have the opportunity to do what I do best every
day.”
 How do your selections of what you do best match up
with your actual responsibilities on a daily basis?
 What I Want Most
 Similar to what you do best, the most engaged employees
have strong correlations between their talents and their
environment.
 How do your talents and your environment match up?
 What experiences are missing from your environment
that could increase your engagement on a daily basis?

12.  Tuckman’s Stages
 Forming: What are you learning about the strengths of the
group? What connections can you make about potential
complementary talents?
 Storming: What similar or different strengths may create
conflict? Who may be able to effectively mediate conflict?
 Norming: Who can contextualize positive patterns of
partnership? How can combinations of strengths boost the
effectiveness of projects?
 Performing: How do you recognize strengths for success? How
do you encourage continued development of partnerships?
 Adjourning: How do you recognize the contributions of each
group member? How can you maintain relationships?
 How can you apply these questions to the
development of your CA teams?

13. Questions?