Leading From Your Strengths

"How blessed is the one who finds wisdom,and the one who finds understanding".

Proverbs 3:13

Chad DannerFood Service Manager

Young Life

7-23-2014

Copyright © 1984-2014. TTI, Ltd. Copyright © 2004-2014. Insights International, Inc.

Understanding Strengths and Blending Differences

Insights International, Inc.8679 E Preserve WayScottsdale, AZ 85266

480-951-9888 -- Fax 801-640-2478www.insightsinternational.com or [email protected]

Chad Danner

INTRODUCTION

Welcome! You have just taken a significant step in the process of understanding the uniquestrengths that God has designed in you. This report will provide insight into your naturalstrengths and how those strengths are operating in your life. As you learn more aboutyourself and God’s plan for the uniqueness of strengths, you will also begin recognizing andvaluing the strengths in others.

There are several sections in this report and each contributes to the knowledge andunderstanding that will produce the greatest transformation in your relationships. Therefore,please commit yourself to read and explore this report completely.

In I Corinthians 12:12-18 we read that although the body is one, it is made up of many parts.Each part has a vital function and is no less a part of the body because it is different. As youstudy the passage, it is apparent that God not only intentionally created differences, but Hedesigned them very specifically. God’s desire in our relationships is for our differences tounite us not divide us. These Biblical principles establish a foundation for understandingourselves and our relationships and to see that our differences are strengths when allowed tofunction as God designed.

The mission of Ministry Insights is to transform relationships worldwide. We believe thistransformation takes place as you discover God’s plan for your unique strengths and theunique strengths of others. As you learn more about yourself and others it is our prayer thatyour eyes will be opened to clearly see God’s divine design for differences.

Additional supporting resources are available at www.ministryinsights.com.

Insights International, Inc.480-951-9888 -- Fax 801-640-2478

www.insightsinternational.com or [email protected]

Copyright © 1984-2014. TTI, Ltd. Copyright © 2004-2014. Insights International, Inc. 1

Chad Danner

THE SCALES

Interpreting Your Natural Strength Chart

Let’s begin with a look at your natural strengths. Your Natural Strengths Chart presents avisual picture of the predictable ways that you naturally approach or respond to problems,information, change and risk. In each of these four scales, there are two different strengthsthat you may possess; therefore, there are eight strength possibilities. There is a vertical linein the center of the chart that is referred to as the energy line. Proceeding in each directionfrom that line is a 10 point scale. The number on the scale indicates the intensity of thestrength. There may be situations in which you utilize a strength different from you naturalstrength, but it will require energy for you to do so. (This will be discussed further in latersections)

If your score on any scale is within 2 points of the energy line, it is indicated as neutral. Thismeans you can move towards either of the strengths outlined in the scales based on thecurrent situation. As opposed to someone that exhibits a clearly observable strength in anarea, it will not require as much energy for you to move from one strength to the other in thatarea. You will tend to take a neutral position until you understand clearly what strength isrequired.

These strengths are a part of who you are and will remain relatively consistent over time.Typically only very small changes in your natural strengths are observed throughout your life.It is not often that we see major shifts in someone’s natural strengths, but it is possible. Sucha shift is normally due to a major life changing event.

The Problem Solving Scale (L Scale)

Your score on this scale indicates whether your natural strength is more reflective oraggressive in the way in which you approach problems. If you plot on the reflective side ofthe scale, we can predict that you will take a more reflective or calculating approach to solvinga problem or challenge. If you plot on the aggressive side of the scale, it is predictable thatwhen a problem or challenge arises you will take a more aggressive or assertive approach tosolving that problem. Depending on the problem or issue, each side of the scale can highlightan important strength.




Chad Danner

THE SCALES

The Processing Information Scale (O Scale)

Your score on this scale indicates whether your natural strength is to be more optimistic orrealistic in the way in which you process information. If you plot on the optimistic side of thescale, it is predictable that when processing new information you will be more trusting andaccepting. If you plot on the realistic side of the scale, you will be more skeptical and want tovalidate information before trusting. Again, each side of the scale represents a strength inprocessing information.

The Managing Change Scale (G Scale)

Your score on this scale indicates whether your natural strength is to be more dynamic orpredictable in the way you manage change. If you are on the dynamic side of this scale, youwill tend to be fast-paced. You are comfortable managing many projects simultaneously, andyou allow change to drive your plan. If you plot on the predictable side of the scale, you willlean toward a slower pace. You prefer to focus on one project at a time, and you tend to wantto plan for change. Managing change effectively requires a combination of these strengths.

The Facing Risk Scale (B Scale)

Your score on this scale indicates whether your natural strength is to be more structured orpioneering in the way you face risk. If you are on the structured side of the scale, you willtend to follow the established procedures and rules and see them as a source of protection.Therefore you will tend to be a lower risk taker. If you are on the pioneering side of this scale,you will tend to view rules and established procedures as broad guidelines and tend to pushthe envelope of risk. You may even view them as obstacles standing in the way of yourprogress. Each of these strengths is important and needed for balancing the risk scale.

In any relationship – from the team you work with, to your closest friendships, to yourmarriage, or even your relationship with your children – you'll find that understanding yournatural strengths and those of others in these predictable measures is crucial to building trust,closeness, commitment and caring. In fact, by understanding where people differ in theseareas, you may even discover a “great secret” – that the differences of others are actuallydesigned to complement your strengths, enabling you to function in that relationship morefully. Living out our strengths and valuing the strengths of others allows us to be more thanwe can be on our own.




Chad Danner

THE SCALES

Here are some last thoughts before you move on to your strengths chart. The order in whichthe information on the chart is presented is not an indication that one scale is more importantthan another. Also, you are a combination of strengths, so while each scale is importantindividually, they are not independent. Your unique combination of strengths will give you abetter understanding of who you are. Therefore, the pages of text that follow your NaturalStrengths Chart are essential to help you interpret your mix of strengths into a word picturethat will give you a comprehensive understanding of your strengths. They will also serve asan objective platform to facilitate discussion with others.




Chad Danner

YOUR NATURAL STRENGTHS CHART

Reflective AggressiveProblem Solving (L Scale)

Realistic OptimisticProcessing Information (O Scale)

Dynamic PredictableManaging Change (G Scale)

Pioneering StructuredFacing Risk (B Scale)

10

10

9

9

8

8

7

7

6

6

5

5

4

4

3

3

2

2

1

1

0

0

1

1

2

2

3

3

4

4

5

5

6

6

7

7

8

8

9

9

10

10

Natural Strengths

5

5

5

neutral




Chad Danner

GENERAL CHARACTERISTICS

Based on Chad's responses, the report has selected general statements to provide a broad understanding of hisstrengths. These statements identify the “Natural” strengths that he brings to the position or relationship. Thatis, if left on his own, these statements identify how he would choose to carry out his work and relate to others.Use the general characteristics to gain a better understanding of Chad's “Natural” strengths.

Chad succeeds through hard work and persistence. He likes to stay with one task until

it is completed. When people are involved, he may not always be precise about the use of

his time. He is usually steady, easygoing and relaxed. Once Chad has come to a

decision, others may find it difficult to change his mind. If changes are inevitable, and he

sees enough benefits, they will be made. Chad sometimes finds it difficult to relax until all

the work is completed. Leisure time activities often include friends and family. When

challenged, he becomes more objective. When the time is right, Chad can stand up

aggressively for what he believes. Outwardly, he may appear to be totally accepting of

others. He may, however, have deep convictions that are not apparent to others. Chad is

family-oriented. He may go to great lengths to ensure the "happiness" of his personal or

work family. He is a team player but can also exhibit a desire for independence.

Chad is persistent and persevering in his approach to achieving goals. Once he has

arrived at a decision, he can be tough-minded and unbending. He has made his decision

after gathering much data, and he probably won't want to repeat the process. He can be

sensitive to the feelings of others and is able to display real empathy for those who are

experiencing difficulties. He prefers to plan his work and work his plan. Others may find it




Chad Danner

GENERAL CHARACTERISTICS

refreshing to have him on their team. Chad often thinks over major decisions before

acting. He finds making decisions easier when he knows that others he respects are doing

the same thing; he then has a feeling of stability and "family." He is good at analyzing

situations that can be felt, touched, seen, heard, personally observed or experienced. His

motto is, "facts are facts."

Chad likes to know what is expected of him in a working relationship and have the

duties and responsibilities of others who will be involved explained. Communication is

accomplished best by well-defined avenues. He is quick to pick up on group dynamics and

skilled in fitting in with a group. He brings both speaking and listening skills to the group.

He likes a friendly, open style of communication. He will be open with those he trusts;

however, reaching the required trust level may take time. Chad usually is considerate,

compassionate and accepting of others; however, on some occasions can become

stubborn. Stubbornness surfaces when his ideals and beliefs are confronted.




Chad Danner

VALUE TO THE TEAM

This section of the report identifies the specific talents and strengths Chad brings to the ministry. By looking atthese statements, one can better identify his role. Understanding these strengths can help capitalize on Chad'sGod-given strengths that make him an integral part of the team.

Dependable team player.

Creative problem solving.

People-oriented.

Builds confidence in others.

Builds good relationships.

Patient and empathetic.

Accomplishes goals through people.

Verbalizes his feelings.




Chad Danner

CHECKLIST FOR COMMUNICATING

Many people find this section to be extremely accurate and important for enhancing communication with Chad.Whether at work, home or in the ministry, understanding how best to communicate with others can be a greatrelationship asset. This page provides a list of things to DO when communicating with Chad. Review eachstatement with Chad to identify the statements which are most important to him. We recommend highlightingthe most important "DO's" and provide this list to those who communicate with Chad frequently.

Do:

Ask "how?" questions to draw his opinions.

Provide personal assurances, clear, specific solutions with maximum guarantees.

Talk about him, his goals and the opinions he finds stimulating.

Read the body language for approval or disapproval.

Move casually, informally.

Present your case softly, nonthreateningly with a sincere tone of voice.

Provide testimonials from people he sees as important.

Provide ideas for implementing action.

Show sincere interest in him as a person. Find areas of common involvement andbe candid and open.

Watch carefully for possible areas of early disagreement or dissatisfaction.

Offer special, immediate and continuing incentives for his willingness to take risks.




Chad Danner

DON'TS ON COMMUNICATING

This section of the report is a list of things NOT to do while communicating with Chad. Review each statementwith Chad and identify those methods of communication that result in frustration or reduced performance. Bysharing this information, both parties can negotiate a communication system that is mutually agreeable.

Don't:

"Dream" with him or you'll lose time.

Talk down to him.

Be curt, cold or tight-lipped.

Be dictatorial.

Drive on to facts, figures, alternatives or abstractions.

Leave decisions hanging in the air.

Legislate or muffle--don't overcontrol the conversation.

Keep deciding for him, or he'll lose initiative. Don't leave him without backupsupport.

Patronize or demean him by using subtlety or incentive.

Be abrupt and rapid.

Force him to respond quickly to your objectives. Don't say "Here's how I see it."

Take credit for his ideas.




Chad Danner

IDEAL ENVIRONMENT

This section identifies the ideal environment based on Chad's God-given strengths or “Natural” Style. Use thissection to identify specific duties and responsibilities that Chad enjoys and also those that may createfrustration.

Little conflict between people.

Democratic supervisor with whom he can associate.

Freedom from control and detail.

Assignments with a high degree of people contacts.

A stable and predictable environment.

An environment in which he may deal with people on a personal, intimate basis.




Chad Danner

KEYS TO MOTIVATING

Understanding what motivates a person is often found by understanding what it is he wants or values. Thissection of the report can help understand Chad's wants and desires. Those statements that ring true, but aren'ta current part of his ministry, can become goals to reach.

Chad wants:

Working conditions with freedom to move and to talk to people.

A leader to follow and one who sets good examples.

Freedom from conflict and confrontation.

To work with people with whom he can trust.

Methods for performing high quality work.

Peace and harmony.

Public recognition of his ideas and results.

To be accepted as a member of the team.

People who understand his reasons for not wanting to argue.

A leader who practices participative management.

A support system to do the detail work.

To be trusted.




Chad Danner

KEYS TO LEADING

In this section are some needs which must be met in order for Chad to perform at an optimum level. Someneeds can be met by himself, while leadership must provide for others. It is difficult for a person to enter amotivational environment when that person's basic needs have not been fulfilled. Review the list with Chad andidentify 3 or 4 statements that are most important to him. This allows Chad to participate in forming his ownpersonal growth plan.

Chad needs:

A program to encourage creativity and self-worth.

To be informed of things which affect him.

To handle routine paperwork only once.

A rational approach to decision making--analyze the facts.

More control of body language.

Rewards in terms of tangible things, not just flattery and praise.

Better organization of record keeping.

A warm and friendly work environment.

A feeling of belonging--to know how important he is to the team.

People to work and associate with.

Capable team members with which to work.

A leader who delegates in detail.




Chad Danner

AREAS FOR IMPROVEMENT

This section lists possible “Natural” limitations or tendencies for Chad. It does not consider life and workexperiences or formal education and training that he may have received to overcome these obstacles. Reviewwith Chad and cross out those limitations that do not apply. Highlight one to three statements that are hinderinghis performance and develop an action plan to eliminate or reduce these tendencies.

Chad has a tendency to:

Tendency to underestimate his abilities.

Not let others know where he stands on an issue.

Need help in prioritizing new assignments.

Be defensive when risk is involved--move towards maintaining status quo.

Yield to avoid controversy--attempt to avoid the antagonistic environment.

Take criticism of his work as a personal affront.

Be too conservative--bides time and avoids much that is new.

Dislike change if he feels the change is unwarranted.

Be dependent on others for decisions, even if he knows he is right.




Chad Danner

PERCEPTIONS

A person's actions and feelings may be quickly telegraphed to others. This section provides additionalinformation on Chad's self-perception and how, under certain conditions, others may perceive his actions.Understanding this section will enable Chad to balance his emotions to be successful in different situations.

"See Yourself As Others See You"

SELF-PERCEPTION

Chad usually sees himself as being:

Considerate ThoughtfulGood-Natured DependableTeam player Good listener

OTHERS' PERCEPTION

Under moderate pressure, tension, stress or fatigue, others may see him as being:

Nondemonstrative HesitantUnconcerned Inflexible

And, under extreme pressure, stress or fatigue, others may see him as being:

Possessive StubbornDetached Insensitive




Chad Danner

STRENGTHS MOVEMENT

During your response to the online questionnaire we were able to identify more than just yournatural strengths. We also identified your strengths movement. Strengths movement is ameasure of how the current environment impacts your natural strengths. Someenvironmental issues impact your strengths in a positive way and some negative. TheStrengths Movement Chart illustrates this impact on your natural strengths.

As stated earlier, your natural strengths will typically remain stable over time. However, it iscommon for you to adapt to your current environment based on your perception of whetheryour strengths are being valued or discounted, or whether they are different than what maybe required by your current role.

The Strengths Movement Chart provides a picture of how much you feel you need to"change" or "adapt" your natural strengths to match the needs or requirements of your currentenvironment. You will see the same strength indicators from your natural strengths chart, butan additional indicator is overlaid that displays a measurement of your strengths movement.That movement can be positive or negative, or there may be areas where there is nomovement.

Areas without any movement could indicate that your natural strengths are in alignment withyour environment. Areas that have positive movement could indicate that the environmentmay require you to use more of that strength. In both of these scenarios, you will typicallyfeel valued and comfortable.

If there is negative movement in a scale, you may feel that your environment requires you tobe something other than what you naturally are. You may want to explore these areasfurther. As you do, keep in mind that some adaptation is good and also necessary. However,long term adaptation consumes energy and can lead to stress and frustration. The greaterthe degree of movement away from your natural strength, the greater the degree of energyyou are expending to adapt.

Changes in your current environment can dramatically impact the movement in yourstrengths. Therefore, it is our recommendation that you retake this assessment on an annualbasis, or sooner, if there are significant changes in your current environment. This willprovide an objective point of reference and help you to focus your natural strengths.

Following the Strengths Movement Chart are pages that interpret your strength movementmix into a word picture to help you explore this movement in your strengths. Thesesubsequent text pages and the strengths movement chart can serve as an objective platformto facilitate discussion with others in your current environment.




Chad Danner

YOUR STRENGTHS MOVEMENT CHART

As you review this chart, pay special attention to areas where the movement is awayfrom your natural strengths. Negative movement of 5 points or more and especiallymovement across the center (energy) line are areas that could be costing you energyand should be explored further.

Reflective AggressiveProblem Solving (L Scale)

Realistic OptimisticProcessing Information (O Scale)

Dynamic PredictableManaging Change (G Scale)

Pioneering StructuredFacing Risk (B Scale)

10

10

9

9

8

8

7

7

6

6

5

5

4

4

3

3

2

2

1

1

0

0

1

1

2

2

3

3

4

4

5

5

6

6

7

7

8

8

9

9

10

10

Natural Strengths

Strengths Movement

5

+45

-9 5

1



17

Chad Danner

HOW ARE YOU HAVING TO "ADAPT?"

This list of descriptions can give you a picture of the way Chad feels he may need to respond to the currentenvironment to be accepted. If these statements DO NOT sound related, explore the reasons why as a key tounderstanding Chad's current situation and his need to “adapt” to be accepted.

Presenting a practical, proven approach to decision making.

Optimistic, future-oriented outlook.

Making tactful decisions.

Undemanding of others' time and attention.

Obtaining results through people.

Contacting people using a variety of modes.

Being cordial and helpful when dealing with new clients or customers.

Maintaining an ever-changing, friendly, work environment.

Using restraint when confrontation occurs.

Participative decision making.

Being cooperative and supportive.

Motivating people to take action by using persuasive skills.




Chad Danner

NATURAL AND ADAPTED STYLE

Chad's “Natural” Style of dealing with problem solving (L), processing information (O), managing change (G) andfacing risk (B) may not always fit what the environment needs. This section may provide valuable informationrelated to the stress and pressure Chad may feel when he "Adapts" his style to the environment.

PROBLEMS - CHALLENGES "Natural" Style

Chad is cautious in his approach to problemsolving and does not attempt to demand that hisview, or opinion, be accepted at face value.Chad likes to solve problems within theframework of a team environment. He will lookfor a compromise as opposed to a win-losesituation.

"Adapted" Style

Chad sees no need to change his approach tosolving problems or dealing with challenges in hispresent environment.

PEOPLE - INFORMATION "Natural" Style

Chad is enthusiastic about his ability to influenceothers. He prefers an environment in which hehas the opportunity to deal with different types ofindividuals. Chad is trusting and also wants to betrusted.

"Adapted" Style

Chad seems to be animated and emotional inpersuading others. He feels the environmentcalls for a positive approach to convincing othersabout his ideas, vision and goals.

PACE - CHANGE "Natural" Style

Chad is comfortable in an environment in whichthere is a relaxed demeanor, or one in whichpatience is looked at as a virtue. He prefers tocomplete one task before starting the next andprefers an environment that is predictable.

"Adapted" Style

Chad wants an environment that isvariety-oriented. He feels a great sense ofurgency to get things completed quickly. He iseager to accept change and work on manyactivities.

RULES - RISK "Natural" Style

Chad is independent by nature and somewhatself-willed. He is open to new suggestions andcan, at times, be seen as somewhatfreewheeling. He is most comfortable in anenvironment where the constraints can be"loosened" for certain situations.

"Adapted" Style

Chad shows little discomfort when comparing his"Natural" Style to his response to theenvironment "Adapted" Style. The difference isnot significant and Chad sees little or no need tochange his response to the environment.




Chad Danner

THE STRENGTHS WHEEL

The Strengths Wheel is a powerful visual tool to help you see the natural strengths of ateam or group of people. It can also help you understand how the team or group ismoving their strengths collectively to meet the demands of their current environment.If you are part of a group or team who also took the assessment, it would beadvantageous to use each person's Strengths Wheel to create a master StrengthsWheel that contains each person's "Natural Strengths" and "Strengths Movement".This allows for quick identification of potential issues and alignment.

The circle represents your natural strengths. The star represents your strengthsmovement. The Strengths Wheel is divided down and across the middle. By lookingat the top of the Strengths Wheel you will see that the L and B scales have somethingin common. They both represent task orientation. At the bottom of the wheel you willsee that the G and O scales represent people orientation. Therefore if a team or groupclusters in the top of the wheel we can predict the team will be task oriented and viceversa.

Taking another look at the wheel and you will see on the left side the B and G scaleshave something in common as well. They are slower paced. The opposite side of thewheel you will see that the L and O scales are faster paced. Therefore if the team orgroup plotted on the left side of the wheel we could predict a slower pacedenvironment and so on.

Putting all the pieces together can give us a powerful picture of a team. It can driveobjective discussion about what the natural strengths of the team are and how theteam feels it needs to move, as a whole, to succeed in the current environment.



Copyright © 1992-2014. TTI, Ltd., Insights International, Inc. 20

Chad Danner

THE STRENGTHS WHEEL

Faste r P

aced

People Oriented

Slo

wer

Pac

ed

Task Oriented

CONDUCTOR

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UA

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PROM

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RELATER

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DIN

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ANALYZER

IMPLEMENTOR 1

2

3

45

6

7

8

910

11

12

13

14

15

1617

18

19

20

21

22

23

24

2526

27

28

29

30

31

323334

35

36

37

38

39

40

4142

43

44

45

46

474849

50

51

52

53

54

5556

57

5859

60

Bold, aggressive actions.

Challenging assignments.

Expedites action.

Authority to carry out responsibilities.

Firm, quick decision making.

Results-oriented.C

hange agent.E

nthu siasm.

Persuasive co m

municator.

Results thro ugh people.T

esting of new ideas.

Com

petiti on with others.

People co

ntac

t.

Solutions t

o “peo

ple

prob

lem

s”.

Optimist

ic ou

tlook

.

Verbalizes thoug

hts

and

idea

s.

Varied a

ctivit

ies.

Mobility

.

Teamwork.Coaching and counseling.

Service to others.Harmonious work environment.

Security.Assistance to customers.

Logical thinking.

Systematic routine.

Closure.

Relaxed pace.

Team participation.

Security.

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k or

ient

atio

n.A

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ence

to s

tand

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Anal

ysis

of fa

cts and data.

Creative and original thinking.

Logical decisions.Studying and solving problems.

Efficient methodology.Effective time management.

Fact-based solutions.

"Natural" Style: (17) SUPPORTING RELATER

"Adapted" Style: (3) PROMOTER



Copyright © 1992-2014. TTI, Ltd., Insights International, Inc. 21

Leading From Your Strengths

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