Getting started with strengths · CLIFTON STRENGTHSFINDER® Top 5 Talent Themes (A theme is a group...
Transcript of Getting started with strengths · CLIFTON STRENGTHSFINDER® Top 5 Talent Themes (A theme is a group...
Strengths-based DevelopmentYour roadmap to becoming MORE of the BEST of YOU, MORE of the time.
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Roadmap:
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Strengths-based Organizations
Strengths-based LeadershipHistorical Context Defining
Talents & Strengths
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THE BEGINNING OF STRENGTHS
The Gallup Organization
Don Clifton, former Gallup chairman
250,000 interviews of high achieving individuals
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GALLUP’S RESEARCH ON HIGH ACHIEVERS
• Spend most of their time in areas of strength
• Have learned to delegate or partner with someone to tackle areas that are not strengths.
• Apply their strengths to overcome obstacles
• Invent ways to capitalize on their strengths in new situations
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CLIFTON STRENGTHSFINDER ®
34 main talent themes
• No theme is more valuable than the other
• There is no best theme for managers or leaders
• Based on 30 years of scientific research
• on more than 2 million individuals
ASSESSMENT
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A TALENT THEME is group of similar talents
A tendency to push hard to complete tasks
Desire to achieve
Having internal motivation
Finding satisfaction in getting things done
Achiever
TALENT“Natural recurring patterns of thoughts feelings and behavior that can be productively applied.”
Enjoying hard work
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CLIFTON STRENGTHSFINDER ®
Top 5 Talent Themes(A theme is a group of similar talents) • 33,390,720 different permutations
with a unique order. There is a one in 33 million chance that you will meet someone with your same top five in the order you have them.
• 278,256 possible unique combinations There is a one in 278 000 chance that you will meet someone with your same top five regardless of order
• No significant cultural differences in talent among the countries researched.
• Gives incredible depth about your uniqueness
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CLIFTON STRENGTHSFINDER THEMES AND THEIR CORRESPONDING LEADERSHIP DOMAINS
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WHAT IT IS
• A tool for development
• An instrument to help identify how you are wired
• A way to identify “right” vs “wrong” or “good” vs “bad” talents
• A tool for hiring or promotion
• A way to understand the lens through which you view the world • About labeling people
• A common language to integrate into an organization or family
• A way to discover what energizes you vs what exhausts you
WHAT IT ISN’Tvs
• A method to help maximize personal and team productivity
• A one-size-fits-all approach
• An excuse to NOT do something “because it is not my strength”
• A complete explanation of who you are and what you do
IT IS…. IT ISN’T….
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WHAT IS A STRENGTHS-BASED PERSPECTIVE?
Individuals already have in themselves what they need to succeed.
“Individuals gain more when they build on their talents, than when they make comparable efforts to improve their areas of weakness.” Clifton & Harter, 2003, p. 112
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Two basic premises…
Roadmap:
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Strengths-based Organizations
Strengths-based Leadership
Defining Talents & StrengthsHistorical Context
“Most people, don’t know what their strengths are. When you ask them, they
just stare at you blankly - or they respond in terms of subject knowledge,
which is the wrong answer”
PETER DRUCKER
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With education and training, anyone can possess basic knowledge or go through the fundamental steps to complete a task. But the very best have a significant edge: they build and apply strengths by doing what they naturally do best every day. - Gallup
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GREATNESS COMES FROM BUILDING NATURAL TALENT
TALENT: A natural aptitude for something. “Naturally recurring patterns of thoughts, feelings and behavior that can be productively applied" - Gallup
What is a talent?
• KNOWLEDGE: What you know. What you learn through experience, reading and education
• STRENGTH: “The ability to consistently provide near perfect performance in a given activity” - Gallup
• SKILLS: What you do: Applying your knowledge. The stuff that you practice
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GREATNESS COMES FROM BUILDING NATURAL TALENT
COMPETENCE & STRENGTHS
TALENTS PRACTICE STRENGTHX =A natural recurring way of thinking, feeling and behaving
Time spent gaining knowledge & applying that knowledge to gain skills
The ability to consistently provide near perfect performance in a given activity
A talent is a potential strength
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PRACTICE = a MULTIPLIER of talent
Roadmap:
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Strengths-based Organizations
Strengths-based Leadership
Defining Talents & StrengthsHistorical Context
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If this was YOUR
report card, what
would you focus
on most?
REPORT CARD
Strategy
Communication
Taking Action
Networking
Presenting A-
A+
A
B
D
Our current paradigm is deficit-focused
❖ Most managers spend the majority of their time working with the
weakest performers, zooming in on their mistakes - trying to fix it.
❖ Most teachers and parents focus on student’s lowest grades, in stead
of celebrating the highest grades and help them to achieve even
more.
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We’ve made the wrong assumptions about fixing
weaknesses:
STRENGTHS DEVELOPMENT
THE RIGHT ASSUMPTIONS
2. The BEST people in a role deliver the same outcomes but use different behaviors to achieve it.
1. WEAKNESS fixing might prevent failure but will never lead to excellence. Developing STRENGTHS lead to excellence.
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WEAKNESS FIXING VS
THE WRONG ASSUMPTIONS
2. The best people in a role all get there exactly the same way
1. Fixing weaknesses leads to success
WHAT IS “STRENGTHS-BASED LEADERSHIP”
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Adopts practices to help you identify, cultivate and use your talents & strengths at work.
As a leader, you don’t need to be competent in all areas - but your team does.
Focusing on your talents & strengths and delegating tasks that you’re not that good at, to others who are more experienced or skilled.
Identify your team member’s strengths and encourage them to use it in a way that benefits everyone.
Hire people based on their individual talents & strengths, not because their skills and interests align with your own.
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CLIFTON STRENGTHSFINDER THEMES AND THEIR CORRESPONDING LEADERSHIP DOMAINS - a lexicon for teams
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WHY FOCUS ON TALENT
• Speed❖People operating from talent learn the role faster and adapt to
variance in the role more quickly
• Productivity and Precision❖People operating from talent produce significantly more at higher
quality.
• Higher Employee Engagement❖People operating from talent are more engaged, miss work less, and
build stronger customer relationships.
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BUT WHAT ABOUT WEAKNESSES?
WEAKNESS: a shortage or misapplication of talent, skill, or knowledge that causes problems for you or others or hinders your progress. (e.g. “Control freak”)
Do we just
IGNORE it?
#1 STRENGTHS MYTH: BUSTED!!ADOPTING A STRENGTHS-BASED APPROACH DOES NOT MEAN YOU CAN IGNORE YOUR WEAKNESSES
• Understanding & Recognition are key
- Understanding: I know myself and how I normally act. I understand that what I do has an impact on the world around me.
- Recognition: I recognize my behavior in the moment and make a intentional choice about how I am going to respond to influence outcomes in a positive way.
When you know your strengths and weaknesses, as well as the strengths and weaknesses of those around you, it allows you and your teams to take the most effective actions.
You DO need to learn how to “MANAGE” around weaknesses - for as far as they’re hindering your progress
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Create open communication and transparency
Strategically and consciously develop and
apply your talents to improve all aspects of your life
Know and own your weaknesses and blindspots too.
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Build complimentary partnerships
Find or create support systems & structures
HOW TO MANAGE WEAKNESSES
Adjust or change roles
Get the right education about your talents & strengths
Roadmap:
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Strengths-based Organizations
Strengths-based LeadershipHistorical Context Defining
Talents & Strengths
WHAT IS A “STRENGTHS-BASED ORGANIZATION?”
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• Positive
• Strengths-based
• Growth orientated
• Excellence focused
A STRENGTHS-BASED ORGANIZATION:
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• People are the foundation of a strengths-
based organization
• It is achieved through unleashing individual
and organizational strengths
• Characterized by all-round
excellence across a balanced
scorecard
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• Strengths-based policies and practices span the employee lifecycle.
Attract Select Onboard Maximize Performance
Develop Engage & Retain> > > > >
STRENGTHS
Leaders Managers Frontline Coaches/HR
Source: Gallup - Building a strengths based organization by Tony Rutigliano
• Strengths guide attraction, engagement and retention of talent at all levels
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Our STRENGTHS are the lens through which we view the world
It affects the way we:
• Process information
• Experience others
• Accommodate change
• View time and structure
• Communicate
• How engaged we are at work
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How is engagement measured?HOW IS ENGAGEMENT MEASURED?
Source: Gallup Engagement Hierarchy
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EMPLOYEE ENGAGEMENT MATTERS:
ENGAGED: employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.
NOT ENGAGED: employees are essentially “checked out”. They’re sleepwalking through their workday, putting time - but not energy or passion - into their work
ACTIVELY DISENGAGED employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.
Source: Gallup - Daily
THE POWER OF STRENGTHS TO GROW ENGAGEMENT
• An employee who truly knows how to apply their strengths is:
15.3 times more likely to strongly agree they have the opportunity to do what they do best every day.
• Of the employees who felt their manager focused on their weaknesses, 22% were actively disengaged as employees.
• Applying strengths is a way to eliminate disengagement in local teams.
Source: http://news.gallup.com/businessjournal/193499/strengths-based-employee-development-business-results.aspx
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8.2 times more likely to strongly agree they know what is expected of them at work
• I’m good at what I do
• My work is energizing • My work is tiring
• Time drags on
• I look forward to my job • I dread my job
• Time goes quickly
• I’m enjoyable to be around
• I treat customers, colleagues, friends well
• I don’t excel at my work
• I have very few positive moments
Using Strengths… Not using strengths
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Why Strengths?
Focusing on strengths dramatically improves everyday life at work…
Source: Stone, A. & Harter, J. K. (2009). e experience of work: A momentary perspective. A collaboration between Gallup, Stony Brook University, Princeton University, and Syracuse University
WHY DOES IT INCREASE ENGAGEMENT?
THE VALUE OF DEVELOPING STRENGTHS
Critical Metric Improvement
Employee engagement +15%
Increased productivity +21%
Increased profits +22%
Increased customer engagement +10%
Lower employee turnover (low turnover organizations) -16%
Lower employee turnover (high turnover organizations) -72%
Fewer safety incidents -59%
Source: http://news.gallup.com/businessjournal/193499/strengths-based-employee-development-business-results.aspx
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82 000 business/work units | 1,8 million employees | 73 countries | 49 industries
PRACTICAL NEXT STEPS:
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• Take the StrengthsFinder assessment
• Create a team talent map for your organization
• Create a plan to develop ONE of your talents
• Get in touch so I can support you
• It’s been taken by more than 18 million people in 50 countries• It’s available in 20 languages
Curious how to implement a strengths-based
approach in your life, career or organization?
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Contact me
Marja Botha van Doorn B.Proc | MCT | EMBA Cert
Executive Coach/consultant: Leadership & Team Development | Employee Engagement