StrengthsFinder 2.0 Report€¦ · Your Top 5 Themes Learner Belief Individualization Developer...

StrengthsFinder 2.0 Report

© 2000, 2006-2008 Gallup, Inc. All rights reserved.

Alexander Miller

Your Top 5 Themes

LearnerBeliefIndividualizationDeveloperStrategic

What's in This Guide?

Section I: Awareness

A brief Shared Theme Description for each of your top five themes

Your Personalized Strengths Insights, which describe what makes you stand out fromothers with the same theme in their top five

Questions for you to answer to increase your awareness of your talentsSection II: Application

10 Ideas for Action for each of your top five themes

Questions for you to answer to help you apply your talentsSection III: Achievement

Examples of what each of your top five themes "sounds like" -- real quotes frompeople who also have the theme in their top five

Steps for you to take to help you leverage your talents for achievement

Strengths Insight and Action-Planning Guide

242018807 (Alexander Miller) © 2000, 2006-2008 Gallup, Inc. All rights reserved.

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Section I: Awareness

Learner

Shared Theme Description

People who are especially talented in the Learner theme have a great desire to learn and wantto continuously improve. In particular, the process of learning, rather than the outcome,excites them.

Your Personalized Strengths Insights

What makes you stand out?

Chances are good that you traditionally bring an upbeat perspective to instruction, training, ortutoring. You probably regard education as one of the essential elements of a well-lived life.Because of your strengths, you long to gather information about individuals. Your “need toknow” is rarely satisfied. The more facts you gather, the easier it is for you to understand theperson’s unique strengths, limitations, interests, likes, dislikes, or goals. Unquestionably, youstudy human beings one by one. Your ongoing observations of selected individuals probablyprovide you with interesting insights into human nature. It’s very likely that you concentratefor extended periods of time. This is one reason why you ultimately master skills and graspconcepts. Instinctively, you feel upbeat about life when you can register for demanding andrigorous classes. You probably aspire to enroll in specialized courses. Why? You trustyourself to meet the challenges. You know you will acquire lots of knowledge or specialskills. By nature, you are comfortable offering suggestions to people who regularly seek yourcounsel — that is, recommendations about a decision or course of action they are considering.These individuals usually feel deep affection for you. You are likely to spend time togethersocializing as well as working or studying.

Questions

1. As you read your personalized strengths insights, what words, phrases, or lines standout to you?

2. Out of all the talents in this insight, what would you like for others to see most inyou?



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Belief


People who are especially talented in the Belief theme have certain core values that areunchanging. Out of these values emerges a defined purpose for their life.



Chances are good that you usually come away refreshed after conversing with future-orientedthinkers. You probably inspire many of them with your passion for projects or causes thatbenefit humanity as well as the environment. You likely feel restless when your life lacks anoble purpose. Instinctively, you feel much happier about life when your work permits you toleave the world in much better condition than you found it. Because of your strengths, yougenuinely want to know people on a personal level. Once you understand someone as anindividual, you are much more inclined to inconvenience yourself or give up things you valuefor that person. By nature, you are naturally inclined to make sacrifices that benefit someoneelse. You enjoy being generous with your time, knowledge, skills, experiences, resources, orpossessions. Driven by your talents, you feel much better about yourself and life in generalwhen you have a worthwhile cause or project to which you can dedicate your mind, body, andspirit.

Questions





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Individualization


People who are especially talented in the Individualization theme are intrigued with theunique qualities of each person. They have a gift for figuring out how people who aredifferent can work together productively.



Driven by your talents, you often choose to be a spectator. As you watch people engaging invarious activities, you discover each one’s unique background, interests, or talents. Youprobably find human beings utterly amazing. You appreciate who they are, what they cancontribute, and what they have accomplished. These insights usually fill you with optimismabout life and hope for the future. Chances are good that you may be embraced by certainindividuals or welcomed into different types of groups. Why? Perhaps you reach out andoffer to help those in need of assistance. It’s very likely that you may enjoy befriendingnewcomers. This might explain why you regularly step forward to introduce yourself to newclassmates, coworkers, teammates, or friends of your family. Perhaps you ask questions thatare guaranteed to stimulate discussions with people you are meeting for the first time. Bynature, you might assist individuals by offering them words of support. Perhaps youemphasize what they do well or what makes them special. Instinctively, you might aid certainindividuals by making recommendations, suggesting changes, or providing advice. To somedegree, you feel this is your forte — that is, strength.

Questions





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Developer


People who are especially talented in the Developer theme recognize and cultivate thepotential in others. They spot the signs of each small improvement and derive satisfactionfrom these improvements.



Driven by your talents, you are keenly aware of others’ moods. Your insights can beespecially valuable when you are helping someone develop strength by acquiring a skill,gaining knowledge, or using a talent. It’s very likely that you thrive when you haveopportunities to mentor, advise, or train individuals who exhibit raw talent and untappedpotential. By telling others about your experiences and listening to their stories, you are apt tocreate an environment in which asking questions and gathering knowledge become everydayoccurrences. Because of your strengths, you regard the opportunity to understand everythingyou can about someone as a gift beyond price. Each insight into a human being brings yougreat joy. You want to know people on an up-close and personal basis. You probably refuseto think of anyone in terms of stereotypes. You rail against these oversimplified categories orlabels. You often argue they deprive all humanity of a person’s unique talents, knowledge,skills, and ideas. By nature, you may embolden some people so they begin believing inthemselves. Perhaps you help them realize certain things they can accomplish in the future.Sometimes you remind them about certain things they already do well. Instinctively, you maytune in to the emotions or needs of certain individuals. Perhaps your intuitive insights tell youif a person needs to be cheered up, offered support, or given approval. Occasionally this giftof yours helps specific types of people grow personally or professionally. It also may freesome of them to feel good about themselves or what they can do.

Questions





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Strategic


People who are especially talented in the Strategic theme create alternative ways to proceed.Faced with any given scenario, they can quickly spot the relevant patterns and issues.



It’s very likely that you generate innovative ideas. You offer unique perspectives on events,people, and proposals. You probably inspire people to start projects and launch initiatives.You tend to identify a goal, devise numerous ways of reaching it, then choose the bestalternative. This explains why you see opportunities, trends, and solutions before yourteammates, classmates, or peers see them. Because of your strengths, you have a knack foridentifying problems. You spontaneously generate alternatives for solving them. Youprobably consider the pros and cons of each option. You often factor into your thinkingprevailing circumstances and available resources. You feel life is good when you sense youare choosing the best course of action. Instinctively, you analyze the lessons of the past tofind clues for handling future situations. Piecing together the causes and effects of historicalevents allows you to discover alternate routes to your goal. You are seldom taken by surprise.Why? You probably have studied your options and crafted innovative solutions. Driven byyour talents, you customarily pinpoint the core problems and identify the best solutions. Youartfully and skillfully eliminate distractions. This helps people gain a clear understanding ofwhat is happening and why it is happening. You frequently identify ways to transform anobstacle into an opportunity. Chances are good that you feel wonderful when people valueyour innovative and original ideas. You are likely to help them envision what can beaccomplished in the coming months, years, or decades.

Questions





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Questions

1. How does this information help you better understand your unique talents?2. How can you use this understanding to add value to your role?3. How can you apply this knowledge to add value to your team, workgroup,

department, or division?4. How will this understanding help you add value to your organization?5. What will you do differently tomorrow as a result of this report?



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Section II: Application

Learner

Ideas for Action:

Refine how you learn. For example, you might learn best by teaching; if so, seek outopportunities to present to others. You might learn best through quiet reflection; if so,find this quiet time.Develop ways to track the progress of your learning. If there are distinct levels or stagesof learning within a discipline or skill, take a moment to celebrate your progression fromone level to the next. If no such levels exist, create them for yourself (e.g., reading fivebooks on the subject or making three presentations on the subject).Be a catalyst for change. Others might be intimidated by new rules, new skills, or newcircumstances. Your willingness to soak up this newness can calm their fears and spurthem to action. Take this responsibility seriously.Seek roles that require some form of technical competence. You will enjoy the processof acquiring and maintaining this expertise.As far as possible, shift your career toward a field with constantly changing technologiesor regulations. You will be energized by the challenge of keeping up.Because you are not threatened by unfamiliar information, you might excel in aconsulting role (either internal or external) in which you are paid to go into newsituations and pick up new competencies or languages quickly.Research supports the link between learning and performance. When people have theopportunity to learn and grow, they are more productive and loyal. Look for ways tomeasure the degree to which you and others feel that your learning needs are being met,to create individualized learning milestones, and to reward achievements in learning.At work, take advantage of programs that subsidize your learning. Your organizationmay be willing to pay for part or all of your instructional coursework or forcertifications. Ask your manager for information about scholarships and othereducational opportunities.Honor your desire to learn. Take advantage of adult educational opportunities in yourcommunity. Discipline yourself to sign up for at least one new academic or adultlearning course each year.Time disappears and your attention intensifies when you are immersed in studying orlearning. Allow yourself to “follow the trail” by scheduling learning sessions duringperiods of time that will not be interrupted by pressing engagements.

Questions

1. Which of these action items speak to you? Highlight the actions that you are mostlikely to take.



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2. How will you commit to taking action? Write your own personalized action item thatyou will take in the next 30 days.



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Belief

Ideas for Action:

Clarify your values by thinking about one of your best days ever. How did your valuesplay into the satisfaction that you received on that day? How can you organize your lifeto repeat that day as often as possible?Actively seek roles that fit your values. In particular, think about joining organizationsthat define their purpose by the contribution they make to society.The meaning and purpose of your work will often provide direction for others. Remindpeople why their work is important and how it makes a difference in their lives and inthe lives of others.Your Belief talents allow you to talk to the hearts of people. Develop a “purposestatement” and communicate it to your family, friends, and coworkers. Your powerfulemotional appeal can give them a motivating sense of contribution.Create a gallery of letters and/or pictures of the people whose lives you havesubstantially influenced. When you are feeling down or overwhelmed, remind yourselfof your value by looking at this gallery. It will energize you and revive yourcommitment to helping others.Set aside time to ensure that you are balancing your work demands and your personallife. Your devotion to your career should not come at the expense of your strongcommitment to your family.Don’t be afraid to give voice to your values. This will help others know who you are andhow to relate to you.Actively cultivate friends who share your basic values. Consider your best friend. Doesthis person share your value system?Partner with someone who has strong Futuristic talents. This person can energize you bypainting a vivid picture of the direction in which your values will lead.Accept that the values of other people might differ from your own. Express your beliefswithout being judgmental.

Questions





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Individualization

Ideas for Action:

Select a vocation in which your Individualization talents can be both used andappreciated, such as counseling, supervising, teaching, writing human interest articles,or selling. Your ability to see people as unique individuals is a special talent.Become an expert in describing your own strengths and style. For example, answerquestions such as: What is the best praise you ever received? How often do you like tocheck in with your manager? What is your best method for building relationships? Howdo you learn best? Then ask your colleagues and friends these same questions. Helpthem plan their future by starting with their strengths, then designing a future based onwhat they do best.Help others understand that true diversity can be found in the subtle differences betweeneach individual — regardless of race, sex, or nationality.Explain that it is appropriate, just, and effective to treat each person differently. Thosewithout strong Individualization talents might not see the differences among individualsand might insist that individualization is unequal and therefore unfair. You will need todescribe your perspective in detail to be persuasive.Figure out what every person on your team does best. Then help them capitalize on theirtalents, skills, and knowledge. You may need to explain your rationale and yourphilosophy so people understand that you have their best interests in mind.You have an awareness and appreciation of others’ likes and dislikes and an ability topersonalize. This puts you in a unique position. Use your Individualization talents tohelp identify areas where one size does not fit all.Make your colleagues and friends aware of each person’s unique needs. Soon peoplewill look to you to explain other people’s motivations and actions.Your presentations and speaking opportunities will be most engaging when you relateyour topic to the experiences of individuals in the audience. Use your Individualizationtalents to gather and share real-life stories that will make your points much better thanwould generic information or theories.You move comfortably among a broad range of styles and cultures, and you intuitivelypersonalize your interactions. Consciously and proactively make full use of these talentsby leading diversity and community efforts.Your Individualization talents can help you take a different approach to interpretingdata. While others are looking for similarities, make a point of identifyingdistinctiveness. Your interpretations will add a valuable perspective.

Questions




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Developer

Ideas for Action:

Make a list of the people you have helped learn and grow. Look at the list often, andremind yourself of the effect you have had on the world.Seek roles in which your primary responsibilities include facilitating growth. Teaching,coaching, or managing roles might prove especially satisfying for you.Notice when others succeed, and tell them. Be specific about what you saw. Yourdetailed observations of what led to their victory will enhance their growth.Identify the mentor or mentors who recognized something special inside you. Take thetime to thank them for helping you develop, even if this means tracking down a formerschoolteacher and sending him or her a letter.Partner with someone with strong Individualization talents. This person can help you seewhere each person’s greatest talents lie. Without this help, your Developer instinctsmight lead you to encourage people to grow in areas in which they lack real talent.Carefully avoid supporting someone who is consistently struggling in his or her role. Insuch instances, the most developmental action you can take is to encourage him or her tofind a different role — a role that fits.You will always be compelled to mentor more people than is possible. To fulfill thisinner drive while maintaining a primary mentoring focus, consider the impact of being a“mentor for the moment.” Many of the most poignant and memorable developmentalmoments occur when the right words are delivered at the right time — words that clarifyunderstanding, reignite a passion, open eyes to an opportunity, and change a life course.Don’t over-invest in losing causes. Your natural inclination to see the best in people andsituations can create a blind spot that will keep you from moving on to more opportunesituations.Your Developer talents might lead you to become so invested in the growth of othersthat you ignore your own development. Remember that you cannot give what you do nothave. If you want to have a bigger impact on the well-being and growth of others, youneed to keep growing yourself. Find a mentor or coach who can invest in you.Make a list of the people you would like to help develop. Write what you wouldconsider to be each person’s strengths. Schedule time to meet with each of themregularly — even if for only 15 minutes — and make a point of discussing their goalsand their strengths.

Questions





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Strategic

Ideas for Action:

Take the time to fully reflect or muse about a goal that you want to achieve until therelated patterns and issues emerge for you. Remember that this musing time is essentialto strategic thinking.You can see repercussions more clearly than others can. Take advantage of this abilityby planning your range of responses in detail. There is little point in knowing whereevents will lead if you are not ready when you get there.Find a group that you think does important work, and contribute your strategic thinking.You can be a leader with your ideas.Your strategic thinking will be necessary to keep a vivid vision from deteriorating intoan ordinary pipe dream. Fully consider all possible paths toward making the vision areality. Wise forethought can remove obstacles before they appear.Make yourself known as a resource for consultation with those who are stumped by aparticular problem or hindered by a particular obstacle or barrier. By naturally seeing away when others are convinced there is no way, you will lead them to success.You are likely to anticipate potential issues more easily than others. Though yourawareness of possible danger might be viewed as negativity by some, you must shareyour insights if you are going to avoid these pitfalls. To prevent misperception of yourintent, point out not only the future obstacle, but also a way to prevent or overcome it.Trust your insights, and use them to ensure the success of your efforts.Help others understand that your strategic thinking is not an attempt to belittle theirideas, but is instead a natural propensity to consider all the facets of a plan objectively.Rather than being a naysayer, you are actually trying to examine ways to ensure that thegoal is accomplished, come what may. Your talents will allow you to consider others’perspectives while keeping your end goal in sight.Trust your intuitive insights as often as possible. Even though you might not be able toexplain them rationally, your intuitions are created by a brain that instinctivelyanticipates and projects. Have confidence in these perceptions.Partner with someone with strong Activator talents. With this person’s need for actionand your need for anticipation, you can forge a powerful partnership.Make sure that you are involved in the front end of new initiatives or enterprises. Yourinnovative yet procedural approach will be critical to the genesis of a new venturebecause it will keep its creators from developing deadly tunnel vision.

Questions





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Section III: Achievement

Look for signs of achievement as you read these real quotes from people who share your topfive themes.

Learner sounds like this:

Annie M., managing editor: “I get antsy when I am not learning something. Last year,although I was enjoying my work, I didn’t feel as though I was learning enough. So I took uptap dancing. It sounds strange, doesn’t it? I know I am never going to perform or anything,but I enjoy focusing on the technical skill of tapping, getting a little better each week, andmoving up from the beginners’ class to the intermediate class. That was a kick.”

Miles A., operations manager: “When I was seven years old, my teachers would tell myparents, ‘Miles isn’t the most intelligent boy in the school, but he’s a sponge for learning, andhe’ll probably go really far because he will push himself and continually be grasping newthings.’ Right now, I am just starting a course in business-travel Spanish. I know it isprobably too ambitious to think I could learn conversational Spanish and become totallyproficient in that language, but I at least want to be able to travel there and know thelanguage.”

Tim S., coach for executives: “One of my clients is so inquisitive that it drives him crazybecause he can’t do everything he wants to. I’m different. I am not curious in that broadsense. I prefer to go into greater depth with things so that I can become competent in themand then use them at work. For example, recently one of my clients wanted me to travel withhim to Nice, France, for a business engagement. So I started reading up on the region, buyingbooks, and checking the Internet. It was all interesting and I enjoyed the study, but I wouldn’thave done any of it if I wasn’t going to be traveling there for work.”



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Belief sounds like this:

Michael K., salesperson: “The vast majority of my nonworking time goes to my family and tothe things we do in the community. I was on the countywide Boy Scouts board of directors.And when I was a Boy Scout, I was pack leader. When I was an Explorer, I was juniorassistant leader for the Boy Scouts. I just like being with kids. I believe that’s where thefuture is. And I think you can do a whole lot worse with your time than investing it in thefuture.”

Lara M., college president: “My values are why I work so hard every day at my job. I puthours and hours into this job, and I don’t even care what I get paid. I just found out that I amthe lowest paid college president in my state, and I don’t even care. I mean, I don’t do this forthe money.”

Tracy D., airline executive: “If you are not doing something important, why bother? Gettingup every day and working on ways to make flying safer seems important to me, purposeful. IfI didn’t find this purpose in my job, I don’t know if I could work through all the challengesand frustrations that get in my way. I think I would get demoralized.”



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Individualization sounds like this:

Les T., hospitality manager: “Carl is one of our best performers, but he still has to see meevery week. He just wants a little encouragement and to check in, and he gets fired up a littlebit after that meeting. Greg doesn’t like to meet very often, so there’s no need for me tobother him. And when we do meet, it’s really for me, not for him.”

Marsha D., publishing executive: “Sometimes I would walk out of my office and — youknow how cartoon characters have those balloons over their head? I would see these littleballoons over everyone’s head telling me what was in their minds. It sounds weird, doesn’t it?But it happens all the time.”

Andrea H., interior designer: “When you ask people what their style is, they find it hard todescribe, so I just ask them, ‘What is your favorite spot in the house?’ And when I ask that,their faces light up, and they know just where to take me. From that one spot, I can begin topiece together the kind of people they are and what their style is.”



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Developer sounds like this:

Marilyn K., college president: “At graduation time when a nursing student walks across thestage and gets her diploma, and about 18 rows back some little kid is standing on a chair witha group yelling, ‘Yeah, Mom!’ — I love that. I cry every time.”

John M., advertising executive: “I’m not a lawyer, doctor, or candlestick maker. My skills areof a different type. They have to do with understanding people and motives, and the pleasureI get is from watching people discover themselves in ways they never thought possible andfrom finding people who bring to the table talents that I don’t have.”

Anna G., nurse: “I had a patient, a young woman, with lung damage so bad that she will haveto be on oxygen forever. She will never have the energy or the strength to live a normal life,and I walk in and she’s desperate. She doesn’t know if she is short of breath because she isanxious or anxious because she is short of breath. And she’s talking suicide because she can’twork, can’t support her husband. So I got her thinking about what she could do rather thanwhat she couldn’t. It turns out that she is very creative with arts and crafts, so I told her,‘Look, there are things you can do, and if those things bring you pleasure, then do them. It’s aplace to start.’ And she cried and said, ‘I have the energy to wash only one bowl.’ I said,‘That’s today. Tomorrow you can wash two.’ And by Christmas, she was making all kinds ofthings and selling them too.”



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Strategic sounds like this:

Liam C., manufacturing plant manager: “It seems as if I can always see the consequencesbefore anyone else can. I have to say to people, ‘Lift up your eyes; look down the road aways. Let’s talk about where we are going to be next year so that when we get to this timenext year, we don’t have the same problems.’ It seems obvious to me, but some people arejust too focused on this month’s numbers, and everything is driven by that.”

Vivian T., television producer: “I used to love logic problems when I was a kid — you know,the ones where ‘if A implies B, and B equals C, does A equal C?’ Still today, I am alwaysplaying out repercussions, seeing where things lead. I think it makes me a great interviewer. Iknow that nothing is an accident; every sign, every word, every tone of voice hassignificance. So I watch for these clues and play them out in my head, see where they lead,and then plan my questions to take advantage of what I have seen in my head.”

Simon T., human resources executive: “We really needed to take the union on at some stage,and I saw an opportunity — a very good issue to take them on. I could see that they weregoing in a direction that would lead them into all kinds of trouble if they continued followingit. Lo and behold, they did continue following it, and when they arrived, there I was, readyand waiting. I suppose it just comes naturally to me to predict what someone else is going todo. And then when that person reacts, I can respond immediately because I have sat down andsaid, ‘Okay, if they do this, we’ll do this. If they do that, then we’ll do this other thing.’ It’slike when you tack in a sailboat. You head in one direction, but you jinx one way, thenanother, planning and reacting, planning and reacting.”



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Questions

1. Talk to friends or coworkers to hear how they have used their talents to achieve.

2. How will you use your talents to achieve?



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StrengthsFinder 2.0 Report€¦ · Your Top 5 Themes Learner Belief Individualization Developer...

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