Strengths-based Performing Teams

Strengths-based
Performing Teams
Presented by: PROCEED
Facilitator/Presenter:
Chiquita T. Tuttle, MBA
Marketing Management & Health Care Consulting, LLC
Oakland, California 94605
[email protected]
Welcome to Strength Based
Performance Team Workshop
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The National Center for Training, Support and
Technical Assistance (NCTSTA) is a
service division of PROCEED, Inc.,
a community-based, social service organization
headquartered in New Jersey.
PROCEED: NCTSTA is a National Capacity Building
Assistance Provider in Agency Infrastructure
Development and Enhancing Prevention Interventions.
Funded by the
Centers for Disease Control and Prevention
Purpose of the Institute
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To discuss concepts involving strenghts
and talents that impact organizational,
program and individual performance
To gain knowledge of the research work in
developing staff based on their talents
To recognize the role of leaders
To understand the four domains of
leadership
Agenda
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Introductions
Discuss and Define Leadership
Review Four Leadership Domains
Define Strength Based Teams
StrengthsFinder 2.0 tool
Describe the 34 Talents
Teambuilding activity
Review
IT’S ALL ABOUT PERFORMANCE
What you expect from your team and
what you get can be worlds apart.
How to blend the two is the basis for
achieving a top-performing team.
Strengths-based
Performing Teams
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Learning Objectives
Key concepts, benefits and challenges
of high performing teams will be
discussed.
 Identification of team member
strengths will be reviewed.
 Learn how to facilitate several teambuilding activities
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Strength-based
Performing Teams
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Goal - To understand the following
concepts:
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Building a stronger team work effort within
your organization
The value of building strong and effective
teams relationships
Building and sustaining effective work
relationships
This workshop is designed to build
awareness of talents and strengths
What is the Strengths Based
Approach
Emerging from the field of social work,
it is a set of ideas, assumptions, and
techniques:
1. People are active participants in the helping process
(empowerment)
2. All people have strengths, often untapped or unrecognized
3. Strengths foster motivation for growth
4. Strengths are internal and environmental
Source: Saleebey, Dennis. 1992. The Strengths Perspective in Social Work Practice. Longman: White Plains, NY
Strength-based
Performing Teams
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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's
StrengthsFinder assessment, which forms
the core of several books on this topic,
including the #1 international bestseller
StrengthsFinder 2.0.
Strengths Based Teamwork
Gallup Research
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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.
About Strength Based
Leadership
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Strengths Based Leadership will give
you a new roadmap for leading people
toward a better future.
Vision, Leadership, Focus
Food for Thought
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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't have to walk the talk, it won't
work at all."
--Roberto Setubal, CEO of Itau Unibanco,
in The McKinsey Quarterly
Research Work
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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.
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.
Knowing our Strength
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“ Most people think they know what
they are good at. They are usually
wrong…..And yet, a person can
perform only from strength
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--Business guru, Peter Drucker (19092005)
When you’re not able to use your strengths
at work, chances are that you
Dread going to work
 Have more negative than positive
interactions wit colleagues
 Treat your customers poorly
 Tell your friends what a miserable
company you for w for
 Achieve less on a daily basis
 Have fewer positive and creative
moments
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What are Strengths?
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Talents
Skills
Knowledge
Interests
Dreams/Hopes/Goals
Creativity
Culture
Passion
Connections
Assessment Tools
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Strengths Finder 2.0
What is it?
 How do you use it?
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The 34 Themes
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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.
Themes of Talent
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34 themes
Common language
 Classification of talents
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Talent = Multiplier
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Most successful people start with dominate
talent – and then add skills, knowledge and
practice to the mix. This raw talent serves as a
multiplier
TALENT (a natural way of thinking, feeling or
behaving
X Investment (time spent practicing, developing
your skills, and building your knowledge base)
= Strength (the ability to consistently provide
near-perfect performance)
Self Management
self-management is defined as
 … 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).
About Leaders
Leaders are able to know themselves,
their strengths, and to build on those
strengths with an optimistic outlook
related to their ability to succeed.
 Great leaders can call on their
strengths at the right time
 Effective leaders surround themselves
with the right people and build on
each persons strengths.
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Leadership & Teams
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Leaders face the challenge of building
effective teams.
The key to effectiveness is hiring well,
providing ongoing training, and working
intentionally at teambuilding.
Effective team-building is more than off-site
sessions with ropes courses and “getting to
know you exercises”.
Leadership is developing, with some
promising results. It begins, however, with
the leader knowing her/himself.
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.
Three Keys to being an
effective Leader
1.
2.
3.
Knowing your strengths and investing
in others' strengths,
Getting people with the right
strengths on your team,
Understanding and meeting the four
basic needs of those who look to you
for leadership.
What the Research Shows
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
Team Composition
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.
 Each of these Domains, have talent
themes representing a classification of
talents.
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Four Domains of leadership
Strengths
Executing
 Influencing
 Relationship Building
 Strategic Thinking
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Executing Domain
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Achiever
Arranger
Belief
Consistency
Deliberative
Discipline
Focus
Responsibility
Restorative
Influencing Domain
Activator
 Command
 Communication
 Competition
 Maximizer
 Self Assurance
 Significance
 Woo
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Relationship Building
Domain
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Adaptability
Developer
Connectivedness
Empathy
Harmony
Includer
Individualization
Positivity
Relator
Strategic Thinking Domain
Analytical
 Context
 Futuristic
 Ideation
 Input
 Intellection
 Learner
 Strategic
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Break and Refresh
The 34 Themes
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Achiever
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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.
Activator
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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.
Adaptability
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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.
Analytical
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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.
Arranger
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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.
Belief
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You are family oriented, altruistic,
even spiritual, and value responsibility
and high ethics –both in yourself and
others.
Command
Leads you to take charge. You are
not frightened by confrontation, rather
you know that confrontation if the first
step toward resolution.
 You have presence. You have
Command.
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Communication
You like to explain, to describe, to
host, to speak in public and to write.
 Your work pictures pique their interest,
sharpen their world, and inspire them
to act.
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Competition
Competition is rooted in comparison.
You are aware of other’s performance.
You need to compare.
 If you can compare, you can compete
and if you can compete, you can win.
You like measurement because it
facilitates comparisons.
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Connectedness
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Things happen for a reason. You
know that we are all connected, you
see us as all part of something larger.
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You are a bridge builder for people of
different cultures.
Consistency
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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.
Context
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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.
Deliberative
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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.
Developer
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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.
Discipline
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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 shortterm plans and you work through each
plan diligently. You need precision.
Empathy
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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.
Focus
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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.
Futuristic
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“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.
Harmony
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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.
Ideation
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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.
Includer
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“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.
Individualization
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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.
Input
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You are inquisitive. You collect things
because it interest you. You see the
world as exciting precisely because of
its infinite variety and exomplexity.
Intellection
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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.
Learner
You love to learn. You are always
drawn to the process of learning.
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
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Maximizer
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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.
Positivity
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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.
Realtor
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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.
Responsibility
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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.
Restorative
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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!
Self Assurance
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Self Assurance is similar to selfconfidence. 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.
Significance
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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.
Strategic
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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.
WOO
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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.
Group Discussion/Exercise
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Building your Strength Based Team
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The devil is in the details!!!!!
Exercise – 30 minutes
Create a team for your organization
based on the 34 themes and the 4
Leadership Domains.
 Describe what project you have
 Describe why and what talents you
need
 Report on why & how you will use
these skill sets/talents within your
organization.
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“You can be anything you
want to be”
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You cannot be anything you want to be--- But you can be a lot more of who you already are ( Tom Rath )
Review of Learning
Objectives
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Learning Objectives
Key concepts, benefits and challenges
of high performing teams will be
discussed.
 Identification of team member
strengths will be reviewed.
 Learn how to facilitate several teambuilding activities

Four Domains of leadership
Strengths
Executing
 Influencing
 Relationship Building
 Strategic Thinking

Strength-based
Performing Teams

Goal - To understand the following
concepts:



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Building a stronger team work effort within
your organization
The value of building strong and effective
teams relationships
Building and sustaining effective work
relationships
This workshop is designed to build
awareness of talents and strengths
More Reference Materials
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Strengths Based Leadership (2009)
StrengthsFinder 2.0 (2007)
StrengthsQuest (2006)
Teach With Your Strengths (2005)
How Full Is Your Bucket? Positive Strategies for Work
and Life (2004)
How Full Is Your Bucket? Expanded Anniversary
Edition (2009)
Living Your Strengths (2004)
Discover Your Sales Strengths (2003)
Now, Discover Your Strengths (2001)
To learn more about these books and others from
Gallup Press, visit the Gallup Press website.
Do you have the opportunity to do what you do
best every day?
Chances are, you don't. All too often,
our natural talents go untapped.
 From the cradle to the cubicle, we
devote more time to fixing our
shortcomings than to developing our
strengths.
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• Tom Rath, Strengthfinders 2.0
Strengths-based
Performing Teams
Questions
 Comments
 Deltas
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Thank you for your participation!