O slideshow foi denunciado.
Seu SlideShare está sendo baixado. ×
Próximos SlideShares
Strengths Finder Training
Strengths Finder Training
Carregando em…3

Confira estes a seguir

1 de 81 Anúncio

Mais Conteúdo rRelacionado

Diapositivos para si (20)

Quem viu também gostou (11)


Semelhante a Strengths (20)

Mais recentes (20)



  1. 1. Strengths-based Performing Teams<br />Presented by: PROCEED<br />Facilitator/Presenter: <br />Chiquita T. Tuttle, MBA<br />Marketing Management & Health Care Consulting, LLC<br />Oakland, California 94605<br />Bananactt@comcast.net<br />
  2. 2. Welcome to Strength Based Performance Team Workshop<br />The National Center for Training, Support and Technical Assistance (NCTSTA) is a <br />service division of PROCEED, Inc., <br />a community-based, social service organization <br />headquartered in New Jersey.<br />PROCEED: NCTSTA is a National Capacity Building Assistance Provider in Agency Infrastructure Development and Enhancing Prevention Interventions. <br />Funded by the <br />Centers for Disease Control and Prevention<br />
  3. 3. Purpose of the Institute<br />To discuss concepts involving strenghts and talents that impact organizational, program and individual performance <br />To gain knowledge of the research work in developing staff based on their talents<br />To recognize the role of leaders <br />To understand the four domains of leadership<br />
  4. 4. Agenda<br />Introductions<br />Discuss and Define Leadership<br />Review Four Leadership Domains <br />Define Strength Based Teams<br />StrengthsFinder 2.0 tool<br />Describe the 34 Talents<br />Teambuilding activity<br />Review <br />
  5. 5. IT’S ALL ABOUT PERFORMANCE<br /> What you expect from your team and what you get can be worlds apart. <br /> How to blend the two is the basis for achieving a top-performing team.<br />
  6. 6.
  7. 7. Strengths-based Performing Teams<br />Learning Objectives<br />Key concepts, benefits and challenges of high performing teams will be discussed. <br />Identification of team member strengths will be reviewed.  <br />Learn how to facilitate several team-building activities<br />
  8. 8. Strength-based Performing Teams<br />Goal - To understand the following concepts:<br />Building a stronger team work effort within your organization <br />The value of building strong and effective teams relationships <br />Building and sustaining effective work relationships<br />This workshop is designed to build awareness of talents and strengths<br />
  9. 9. What is the Strengths Based Approach<br /> Emerging from the field of social work, it is a set of ideas, assumptions, and techniques:<br />People are active participants in the helping process (empowerment)<br />All people have strengths, often untapped or unrecognized<br />Strengths foster motivation for growth<br />Strengths are internal and environmental <br /> Source: Saleebey, Dennis. 1992. The Strengths Perspective in Social Work Practice. Longman: White Plains, NY<br />
  10. 10. Strength-based Performing Teams<br />Nearly a decade ago, Gallup unveiled the results of a landmark 30-year research project that ignited a global conversation on the topic of strengths. More than 3 million people have since taken Gallup&apos;s StrengthsFinder assessment, which forms the core of several books on this topic, including the #1 international bestseller StrengthsFinder 2.0.<br />
  11. 11. Strengths Based Teamwork<br />
  12. 12. Gallup Research<br />They studied more than one million work teams, conducted more than 20,000 in-depth interviews with leaders, and even interviewed more than 10,000 followers around the world to ask exactly why they followed the most important leader in their life. <br />
  13. 13. About Strength Based Leadership <br />Strengths Based Leadership will give you a new roadmap for leading people toward a better future. <br />
  14. 14. Vision, Leadership, Focus<br />
  15. 15. Food for Thought <br />Your actions as CEO will be absolutely crucial, so first of all you have to be very committed to what you are going to do. If you really are, people will follow you. If you think you don&apos;t have to walk the talk, it won&apos;t work at all.&quot;--Roberto Setubal, CEO of Itau Unibanco, in The McKinsey Quarterly<br />
  16. 16. Research Work<br />To help people uncover their talents, Gallup introduced the first version of its online assessment, StrengthsFinder, in the 2001 management book Now, Discover Your Strengths. <br />The book spent more than five years on the bestseller lists and ignited a global conversation, while StrengthsFinder helped millions to discover their top five talents.<br />
  17. 17. Knowing our Strength<br />“ Most people think they know what they are good at. They are usually wrong…..And yet, a person can perform only from strength<br />--Business guru, Peter Drucker (1909-2005)<br />
  18. 18. When you’re not able to use your strengths at work, chances are that you<br />Dread going to work<br />Have more negative than positive interactions wit colleagues<br />Treat your customers poorly<br />Tell your friends what a miserable company you for w for<br />Achieve less on a daily basis<br />Have fewer positive and creative moments<br />
  19. 19. What are Strengths?<br /><ul><li>Talents
  20. 20. Skills
  21. 21. Knowledge
  22. 22. Interests
  23. 23. Dreams/Hopes/Goals
  24. 24. Creativity
  25. 25. Culture
  26. 26. Passion
  27. 27. Connections</li></li></ul><li>Assessment Tools<br />Strengths Finder 2.0 <br />What is it?<br />How do you use it?<br />
  28. 28. The 34 Themes<br />Results of the research are 34 themes that were developed that became the common language for talent. These are very specific terms that describe what people do well.<br />
  29. 29. Themes of Talent<br />34 themes<br />Common language<br />Classification of talents<br />
  30. 30. Talent = Multiplier<br />Most successful people start with dominate talent – and then add skills, knowledge and practice to the mix. This raw talent serves as a multiplier <br />TALENT (a natural way of thinking, feeling or behaving<br />X Investment (time spent practicing, developing your skills, and building your knowledge base)<br />= Strength (the ability to consistently provide near-perfect performance) <br />
  31. 31.
  32. 32. Self Management<br />self-management is defined as<br />… the component of emotional intelligence that frees us from being a prisoner of our feelings. It’s what allows the mental clarity and concentrated energy that leadership demands … Leaders with such self-mastery embody an upbeat, optimistic enthusiasm that tunes resonance to the positive range (Goleman et al. p. 46).<br />
  33. 33. About Leaders<br />Leaders are able to know themselves, their strengths, and to build on those strengths with an optimistic outlook related to their ability to succeed.<br />Great leaders can call on their strengths at the right time <br />Effective leaders surround themselves with the right people and build on each persons strengths.<br />
  34. 34. Leadership & Teams<br />Leaders face the challenge of building effective teams. <br />The key to effectiveness is hiring well, providing ongoing training, and working intentionally at teambuilding.<br />Effective team-building is more than off-site sessions with ropes courses and “getting to know you exercises”. <br />Leadership is developing, with some promising results. It begins, however, with the leader knowing her/himself.<br />
  35. 35. Value of Engaging Staff- If you are able to help the people you lead focus on their strengths, it will dramatically boost engagement levels throughout your organization.<br />
  36. 36. Three Keys to being an effective Leader<br />Knowing your strengths and investing in others&apos; strengths, <br />Getting people with the right strengths on your team, <br />Understanding and meeting the four basic needs of those who look to you for leadership. <br />
  37. 37. What the Research Shows<br />People who do have opportunity to focus on their strengths every day are six times as likely to be engaged in their jobs and more than three times as likely to report having an excellent quality of life in general<br />
  38. 38. Team Composition<br />When you think about how you can contribute to a team and who you need to surround yourself with, consider the 4 Domains of leadership Strength.<br />Each of these Domains, have talent themes representing a classification of talents.<br />
  39. 39. Four Domains of leadership Strengths<br />Executing<br />Influencing<br />Relationship Building<br />Strategic Thinking<br />
  40. 40. Four Domains of leadership Strengths<br />Executing<br />Influencing<br />Relationship Building<br />Strategic Thinking<br />
  41. 41. Executing Domain<br />Achiever<br />Arranger<br />Belief<br />Consistency<br />Deliberative<br />Discipline<br />Focus<br />Responsibility<br />Restorative<br />
  42. 42. Influencing Domain<br />Activator<br />Command<br />Communication<br />Competition<br />Maximizer<br />Self Assurance<br />Significance<br />Woo<br />
  43. 43. Relationship Building Domain<br />Adaptability<br />Developer<br />Connectivedness<br />Empathy<br />Harmony<br />Includer<br />Individualization<br />Positivity<br />Relator<br />
  44. 44. Strategic Thinking Domain<br />Analytical<br />Context<br />Futuristic<br />Ideation<br />Input<br />Intellection<br />Learner<br />Strategic<br />
  45. 45. Break and Refresh <br />
  46. 46. The 34 Themes<br />Achiever<br />Helps to explain your drive. It is the power supply that causes you to set the pace and define the levels of productivy for your work group.<br />
  47. 47. Activator<br />When can we start? You are impatient for action. You know you will be judged not by what you say, not by what you think, but by what you get done.<br />
  48. 48. Adaptability<br />You live in the moment. You don’t see the future as a fixed destination. It is a place that you create out of the choices that make right now.<br />
  49. 49. Analytical<br />You challenge people to prove it. You don’t want to destroy other people’s ideas, but you do insist that their theories be sound.<br />
  50. 50. Arranger<br />You are a conductor. You enjoy managing all of the variables aligning and realigning them until you ar sure you have arranged them in the most productive configuration possible.<br />
  51. 51. Belief<br />You are family oriented, altruistic, even spiritual, and value responsibility and high ethics –both in yourself and others.<br />
  52. 52. Command<br />Leads you to take charge. You are not frightened by confrontation, rather you know that confrontation if the first step toward resolution.<br />You have presence. You have Command.<br />
  53. 53. Communication<br />You like to explain, to describe, to host, to speak in public and to write.<br />Your work pictures pique their interest, sharpen their world, and inspire them to act.<br />
  54. 54. Competition<br />Competition is rooted in comparison. You are aware of other’s performance. You need to compare.<br />If you can compare, you can compete and if you can compete, you can win. You like measurement because it facilitates comparisons.<br />
  55. 55. Connectedness<br />Things happen for a reason. You know that we are all connected, you see us as all part of something larger.<br />You are a bridge builder for people of different cultures.<br />
  56. 56. Consistency<br />Balance is important to you. You are keenly aware of the need to treat people the same, no matter what their situation in life, so you don’t want to see the scales tipped too far in any one person’s favor.<br />
  57. 57. Context<br />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.<br />
  58. 58. Deliberative<br />You are careful. You are vigilant. You are a private person. You know that the world is an unpredictable place. Everything may be in order, but beneath the surface you sense the many risk. <br />
  59. 59. Developer<br />You see the potential in others. You see each person as a work in progress, alive with possibilities. When you interact with others, your goal is to help them experience success.<br />
  60. 60. Discipline<br />Your world needs to be predictible. It needs to be ordered and planned. You instinctively impose structure on your world. You break long term projects into a series of specific short-term plans and you work through each plan diligently. You need precision.<br />
  61. 61. Empathy<br />You can sense the emotions of those around you. Intuitively, you can see the world through their eyes and share their perspectives. You help give voice to others’ emotional life.<br />
  62. 62. Focus<br />Where am I headed? You need a clear destination. You set goals which serve as your compass, helping you to determine priorities and make the necessary corretions to ge back on course.`Your focus is powerful because it forces you to filter. This makes you an extremely valuable team member.<br />
  63. 63. Futuristic<br />“Wouldn’t it be great if…… You love to peer over the horizon. The future facinates you. You are a dreamer who sees visions of what could be and who cherishes those visions.<br />
  64. 64. Harmony<br />You look for areas of agreement. In your view there is little to be gained from conflict and friction. Harmony is one of your guiding values. You hold your peace. You often modify your objectives to merge with others.<br />
  65. 65. Ideation<br />You are fascinated by ideas. 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 new perspective on familiar challenges. You see ideas as clarifying.<br />
  66. 66. Includer<br />“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. You are an instinctively accepting person. You believe that we are all equally important.<br />
  67. 67. Individualization<br />Your individualization them leads you to be intrigued by the unique qualities of each person. You focus on the difference between individuals. You observe style, motivation and each person thinks and builds relationships. You are a keen observer of other people, and can draw out the best in each person.<br />
  68. 68. Input<br />You are inquisitive. You collect things because it interest you. You see the world as exciting precisely because of its infinite variety and exomplexity.<br />
  69. 69. Intellection<br />You like to think. You like mental activity. The need for mental activity is focuse. Intellections does not dictate what you are thinking about; it simply describes that you like to think. You are introspective. <br />
  70. 70. Learner<br />You love to learn. You are always drawn to the process of learning.<br />You are energized by the steady and deliberate journey from ignorance to competence. You are able to thrive in dynamic environments where you take on short project assignments, learning a lot in a short period of time<br />
  71. 71. Maximizer<br />Excellence, not average, is your name. Transforming something strong into something superb takes just as much effort as something slightly below average to above average.<br />
  72. 72. Positivity<br />You are generous with praise, quick to smile, and always on the lookout for the positive in the situation. Your enthusiam is contagious. You celebrate every achievement. You believe in a sense of humor.<br />
  73. 73. Realtor<br />Realtor describes your attitude toward your relationships. The Realtor theme pulls you toward people you already know. You derive a great deal of pleasure being around your close friends. For you, a relationship has value only if it is genuine.<br />
  74. 74. Responsibility<br />You take psychologicl ownershhip for anything you commit to, and wheterh large or small, you feel emotionally bound to follow it through to completion. Your good names depends on it.<br />
  75. 75. Restorative<br />You love to solve problems. You enjoy the challenge of analyzing the symptoms, identifying what is wrong, and find the solution. You enjy bring things back to life. You like identifying the undermining factors, eradicating them, and restore something to it true glory. You saved it! <br />
  76. 76. Self Assurance<br />Self Assurance is similar to self-confidence. You have faith in your strengths. You know you are able– able to take risks, meet new challenges, stake claims and most importantly able to deliver. Youhave confidence not only in your abilities, burt in your jedgement.<br />
  77. 77. Significance<br />You want to be very significant in the eyes of others. You want to be recognized. You want to stand out. You want to be known. You want to be admired as credible, professional and successful. <br />
  78. 78. Strategic<br />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. You see patterns where others simply see complexity. <br />
  79. 79. WOO<br />WOO stands for winning other over. You enjoy meeting new people and getting them to like you. Strangers are rarely intimidating to you. In your world, there are no strangers, only friends you haven’t met yet – lots of them.<br />
  80. 80. Group Discussion/Exercise <br />Building your Strength Based Team<br />The devil is in the details!!!!!<br />
  81. 81. Exercise – 30 minutes<br />Create a team for your organization based on the 34 themes and the 4 Leadership Domains.<br />Describe what project you have<br />Describe why and what talents you need<br />Report on why & how you will use these skill sets/talents within your organization.<br />
  82. 82. “You can be anything you want to be”<br />You cannot be anything you want to be----<br />But you can be a lot more of who you already are ( Tom Rath ) <br />
  83. 83. Review of Learning Objectives<br />Learning Objectives<br />Key concepts, benefits and challenges of high performing teams will be discussed. <br />Identification of team member strengths will be reviewed.  <br />Learn how to facilitate several team-building activities<br />
  84. 84. Four Domains of leadership Strengths<br />Executing<br />Influencing<br />Relationship Building<br />Strategic Thinking<br />
  85. 85. Strength-based Performing Teams<br />Goal - To understand the following concepts:<br />Building a stronger team work effort within your organization <br />The value of building strong and effective teams relationships <br />Building and sustaining effective work relationships<br />This workshop is designed to build awareness of talents and strengths<br />
  86. 86. More Reference Materials<br />Strengths Based Leadership (2009) <br />StrengthsFinder 2.0 (2007) <br />StrengthsQuest (2006) <br />Teach With Your Strengths (2005) <br />How Full Is Your Bucket? Positive Strategies for Work andLife (2004) <br />How Full Is Your Bucket? Expanded Anniversary Edition (2009) <br />Living Your Strengths (2004) <br />Discover Your Sales Strengths (2003) <br />Now, Discover Your Strengths (2001) <br />To learn more about these books and others from Gallup Press, visit the Gallup Press website.<br />
  87. 87. Do you have the opportunity to do what you do best every day?<br />Chances are, you don&apos;t. All too often, our natural talents go untapped. <br />From the cradle to the cubicle, we devote more time to fixing our shortcomings than to developing our strengths.<br />Tom Rath, Strengthfinders 2.0 <br />
  88. 88. Strengths-based Performing Teams<br />Questions<br />Comments<br />Deltas<br />
  89. 89. Thank you for your participation! <br />