Knowledge Sharing onStrengths Based People

Leadership

The Best Performers……

• Dr. Donaldo Clifton– Positive Pyschology

• Use multiple pathways to greatness– Use of Strengths: High self awareness– Leverage others Strengths

Connection between Strengths and Performance

• Employees who know their strengths are:

• 4.8 times as likely to strongly agree that they know what is expected of them at work

• 6.1 times as likely to strongly agree that they have the opportunity to do what they do best

Connection between Strengths and Performance

• Employees who know how to apply their strengths are:

• 8.2 times as likely to strongly agree that they know what is expected of them at work

• 15.3 times as likely to strongly agree that they have the opportunity to do what they do best

Five clues to Strengths

• YEARNING – To what kinds of activities are you naturally drawn?

• RAPID LEARNING – What kinds of activities do you seem to pick up quickly?

• FLOW – In what activities did the ‘steps’ just come to you automatically?

• GLIMPSES OF EXCELLENCE – During what activities have you had moments of subconscious excellence, when you thought, “How did I do that?”

• SATISFACTION – What activities give you a kick, either while doing them or immediately after finishing them, and you think, “when can I do that again?”

“if there is any difference between you and me it may simply be that I get up everyday and have a chance to do what I love to do, everyday. If you want to learn anything from me, this is the best advise I can give you.”

- Warren Buffett

•Individual Signature Themes are unique - 1 in 33 million chanceof same Top 5 in the same order

•1 in 275,000 chance of same Top 5, regardless of order

•No significant cultural differences in 26 countries

•No good or bad talent themes

•Talents – not privilege of a gifted few.

Background

Leading with different StrengthsWendy KoppFounder & CEO – Teach for America

Simon CooperPresident -RitzCartlon

Mervin DaviesChairman –Standard Chartered Bank

Brad AndersonCEO – Best Buy

Achiever Maximizer Achiever Context

Competition Woo Futuristic Ideation

Responsibility Arranger Positivity Input

Relator Activator Relator Learner

Strategic Significance Learner Connectedness

It’s a non strength if…..• Feel defensive about performance• Comes in the way – Barrier to optimum functioning• Experience slow learning• Don’t profit from repeated experience• Consciously think through the steps of a process• Experience reduction in Confidence in performing the activity• Don’t fathom yourself doing it for long• Suffer stress and burn out (Drains/saps energy)• Don’t enjoy doing the process• Huge effort (mental, emotional)

Managing Non Talents

• Manage – don’t fix

• If you can avoid roles that require them do.

• Find a theme to make up for a non pattern.

• Use support systems.

• Practice complementary partnering

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The Four Keys to Great Management

SELECTINGSelect (for) Talent

SETTING EXPECTATIONSDefine the Right Outcomes

MOTIVATINGFocus on Strengths

DEVELOPINGPosition for the Right Fit