Ray Watson/Jim Downing, PhDExecutive Leadership Resources, Inc.

STRENGTHSFINDERSSTRENGTH BASED LEADERSHIP

GALLUP®CONSULTING

EMPLOYEE ENGAGEMENT LEVELS

Engaged0%

20%40%60%80%

100%

DisengagedNot EngagedEngaged

SO WHAT?Engagement Scale Comparing bottom quartile Companies

Se-ries1

048

1216

Cust SatProductProfits

To top quartile

companies

Se-ries1

-70-60-50-40-30-20-10

0Absen-teeismTheftSafety In-cidentsQuality Issues

ENGAGED EMPLOYEE PROCESS OVERVIEW

Engaged Employees, led

by

Great Managers, results in

Engaged Customers/Clien

ts, and

Profitable, Sustained Growth

GALLUP RESEARCH BASED PROCESS

Over 30 years of research

Millions of

employees

surveyed

Thousands of

companies

analyzed

80,000+ managers

polled

GALLUP RESEARCH QUESTIONS

“What do the most talented

employees need from their

workplace?”

“How do the world’s greatest managers find,

focus and retain talented

employees?”

EXECUTIVE LEADERSHIP RESOURCES, INC. (ELRI)

ELRI was formed to bring the benefits of

Strengths Based Leadership to 2nd

Stage Companies at an affordable price.

Gallup Consulting has a proven record of positive results, but the programs have only been available to the

largest corporations and universities.

Gallup has developed programs and tools that can be provided to 2nd stage companies through providers such as

ELRI.

WHAT ENGAGES EMPLOYEES?

Direction - - What is

organizational mission or purpose.

Focus on Strengths - - Put the right people on the

team

Based on strengths,

proper employee

utilization - - Put the right people in the

right positions.

Monitor, measure and

adjust as necessary - - Keep score

DIRECTION

Mission or purpose

statement

What market is addressed

What is offered to that market

What makes you different•Vision• Internal, aspirational statement of goals

•Strategy•Broad statement of how mission and vision will be achieved

FOCUS ON STRENGTHSPrimary

component of Engaged

Management Process

Strength = Talent x

(Knowledge + Skills)

34 identified talent themes or strengths/ top 5 most important

“Strengths Finder 2.0” by

Tom Rath

Same top 5: 1 in 278,000/same

order of top 5: 1 in 33 million

Manage to strengths – do NOT correct weaknesses

BENEFITS OF STRENGTHS APPROACH

Provides insights into you and your

team

A non-threatening language for

discussing “people” issues

Provides direction for team building

Provides cues for building high-energy culture

34 TALENTS (STRENGTHS)

Achiever, Activator, Adaptability, Analytical, ArrangerBelief, Command, Communication, Competition,

ConnectednessConsistency, Context, Deliberative, Developer, Discipline,

EmpathyFocus, Futuristic, Harmony, Ideation, Includer,

IndividualizationInput, Intellection, Learner, Maximizer, Positivity, Relator,

ResponsibilityRestorative, Self-Assurance, Significance, Strategic, WOO

EXAMPLE OF TALENT/STRENGTHFUTURISTIC:

The future fascinates you

“Wouldn’t it be great if …”

You are a dreamer with a vision of what could be

You can energize others

“Did you ever think about?”

Ask this person to share their vision with you

Ask many questions to see the future as vivid as possible

Team them with someone you can take dreams and put into action

THE FOUR DOMAINS OF LEADERSHIP STRENGTH

Executing: Those who will work tirelessly to

get it done. They have the ability to

“catch” an idea and make it happen.

Influencing: Always selling the team’s

ideas inside and out. Those who take

charge, speak up, and make sure the group is heard. Ability to

reach a broader audience.

Relationship Building: The glue that holds a team together. They

have the unique ability to create

groups and organizations that are much greater

than the sum of their parts.

Strategic Thinking: They keep us focused on what “could” be. Constantly absorbing

and analyzing information and helping the team

make better decisions. They

stretch our thinking for the future. “Out of the Box Thinking”

PROPER EMPLOYEE UTILIZATION

Describe positions in

terms of strengths

Compare top performing employees and lowest performing employees

on strengths criteria to

guide position

description

Use business

intuition and judgment

MONITOR, MEASURE AND ADJUST

Sustainability of system

is crucial

Gallup 12 questions +

3 of employee

engagement

Constantly monitor and

adjust as necessary

SUSTAINABLE, PROFITABLE GROWTH

Clear, challenging goals that are communicated to all

employees

Consistent with mission, vision and strategy

Key performance indicators

Monitor, measure and adjust

Balanced Management Team

YOU SHOULD AS A MINIMUM

Thoughtfully create mission,

vision and strategy

Benchmark current employee engageme

nt level utilizing

the Gallup 12

questions + 3

Describe positions

in terms of strengths

Assess employee strengths

and compare

to position

THIS IS NOT A ONE

TIME EFFORT

COMPOSITE EXAMPLE BASED ON ELRI EXPERIENCE

Attrition/TO Issues

35 employe

es

$8 Million

in revenue

Seeking growth

FINDINGS

2.99 overall; okay but could be better

Bottom half of 2nd quartile

About 11 disengaged

or disinterested

employees

Questions 4, 11, 15

problematic, i.e.

recognition, praise,

employee counseling

MANAGEMENT TEAM PROFILE

  Executing Influencing RelationshipBuilding

Strategic Thinking

John ResponsibilityDeliberativeAchieverBelief

    Analytical

Susan Achiever Competition   StrategicIdeationLearner

William   ActivationCompetitionSelf-Assurance

Positivity Futuristic

Ron AchieverResponsibility

  Relator LearnerAnalytical

Mark Deliberative   IndividualizationHarmony

IntellectionContext

Jim ArrangerResponsibilityDiscipline

    AnalyticalStrategic

RECOMMENDATIONSStrengthen

“Influencing” and Relationship

Building” dimensions

Current managers may have to work

out of comfort zone for a while

For next management hires look for

those two dimensions

Hold quarterly follow up meetings

IMPLEMENTATION PROCESS

Administer Employee

Engagement Questionnaire (Anonymously

)

Have all managers

take StrenghtsFind

ers to determine top

5 strengths

ELRI to provide first level report on findings

Have all employees

take StrenghtsFind

ers to determine top

5 strengths

Have all managers

take Gallup assessment to determine all 34 strengths

ELRI to interview all managers

Conduct 4hr. session with all managers

and leadership team on findings

Identify Goals based on findings

Conduct Quarterly 4 hr.

with all managers and

leadership team to

continue focus on strengths.

CONCLUSIONPurpose of business is to create transferrable value

Research shows that Engaged Management Process leads to enhanced transferrable value

Clear mission/vision/strategy

Engaged employees, led by

Great managers, results in

Engaged customers, leading to

Profitable and sustained growth

CONTACT INFORMATION

WEBSITE: WWW.EXECLEADERSHIPRESOURCES.COM

RAY WATSON: 407-908-9920, ray@execleadershipresources.com

JIM DOWNING: 407-247-3954, jim@execleadershipresources.com

GALLUP® www.gallupstrengthscenter.com