Strengths-based Performing Teams

1. Strengths-based Performing Teams Presented by: PROCEED Facilitator/Presenter: Chiquita T. Tuttle, MBA Marketing Management & Health Care Consulting, LLC Oakland, California 94605 Bananactt@comcast.net

2. Welcome to Strength Based Performance Team Workshop • 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

3. Purpose of the Institute • 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

4. Agenda • Introductions • Discuss and Define Leadership • Review Four Leadership Domains • Define Strength Based Teams • StrengthsFinder 2.0 tool • Describe the 34 Talents • Teambuilding activity • Review

5. 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.

7. Strengths-based Performing Teams • 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 team-building activities

8. Strength-based Performing Teams • Goal - To understand the following concepts: • 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

9. What is the Strengths Based Approach Emerging from the field of social work, it is a set of ideas, assumptions, and techniques: • People are active participants in the helping process (empowerment) • All people have strengths, often untapped or unrecognized • Strengths foster motivation for growth • Strengths are internal and environmental Source: Saleebey, Dennis. 1992. The Strengths Perspective in Social Work Practice. Longman: White Plains, NY

10. Strength-based Performing Teams • 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.

11. Strengths Based Teamwork

12. Gallup Research • 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.

13. About Strength Based Leadership • Strengths Based Leadership will give you a new roadmap for leading people toward a better future.

14. Vision, Leadership, Focus

15. Food for Thought • 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

16. Research Work • 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.

17. Knowing our Strength • “ Most people think they know what they are good at. They are usually wrong…..And yet, a person can perform only from strength • --Business guru, Peter Drucker (1909-2005)

18. 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

19. What are Strengths? • Talents • Skills • Knowledge • Interests • Dreams/Hopes/Goals • Creativity • Culture • Passion • Connections

20. Assessment Tools • Strengths Finder 2.0 • What is it? • How do you use it?

21. The 34 Themes • 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.

22. Themes of Talent • 34 themes • Common language • Classification of talents

23. Talent = Multiplier • 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)

25. 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).

26. 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.

27. Leadership & Teams • 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.

28. 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.

29. Three Keys to being an effective Leader • 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.

30. 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

31. 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.

32. Four Domains of leadership Strengths • Executing • Influencing • Relationship Building • Strategic Thinking

33. Executing Domain • Achiever • Arranger • Belief • Consistency • Deliberative • Discipline • Focus • Responsibility • Restorative

34. Influencing Domain • Activator • Command • Communication • Competition • Maximizer • Self Assurance • Significance • Woo

35. Relationship Building Domain • Adaptability • Developer • Connectivedness • Empathy • Harmony • Includer • Individualization • Positivity • Relator

36. Strategic Thinking Domain • Analytical • Context • Futuristic • Ideation • Input • Intellection • Learner • Strategic

37. Break and Refresh

38. The 34 Themes • Achiever • 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.

39. Activator • 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.

40. Adaptability • 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.

41. Analytical • 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.

42. Arranger • 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.

43. Belief • You are family oriented, altruistic, even spiritual, and value responsibility and high ethics –both in yourself and others.

44. 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.

45. 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.

46. 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.

47. Connectedness • Things happen for a reason. You know that we are all connected, you see us as all part of something larger. • You are a bridge builder for people of different cultures.

48. Consistency • 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.

49. Context • 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.

50. Deliberative • 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.