Academic Leadership Training May 28, 2013

1. Academic Leadership TrainingMay 28, 2013 Leading from a Strengths Perspective

2. Strengths Finder 2.0 by Tom Rath Surveyed ~15 million to date (NYTimes best seller) Research focuses on engagement at work; productivity; positivity; and overall quality of life.

3. Strengths at Work “At work I have the opportunity to do what I do best every day.” • Fewer than two out of ten get to play to their strengths at work most of the time. • Are you one of the Two out of Ten? • ---How can you play to your strengths as leader? • ---How can you help others play to theirs?

4. Strengths at Work • Research shows that when we have the opportunity to play to our strengths on a daily basis at work, we will be 6X as likely to be productively engaged in our jobs and more than 3X as likely to report having an excellent quality of life in general. • As leaders then, it makes perfect sense for us to be interested in learning more about our own strengths and the strengths of those we lead.

5. Three Myths and Truths: • Myth #1: As you grow, your personality changes. • Truth: As you grow, you become more of who you already are. Your values, your skills, your self-awareness, and some of your behaviors may change. But the most dominant aspects of your personality will remain the same.

6. Three Myths and Truths: • Myth #2: You will grow the most in your areas of greatest weakness. • Truth:You will grow the most in your areas of greatest strength. You will improve the most, learn the most, be the most creative, most resilient, in your areas of strength. Doesn’t mean we ignore our weaknesses (we have jobs to do!) but we will grow most where we’re already strong.

7. Three Myths and Truths: • Myth #3: A good team member does whatever it takes to help the team. • Truth:A good team member deliberately volunteers his or her strengths to the team most of the time. The great team is well rounded, precisely because each great team member is not.

9. Strengths at Work • Strengths Finder 2.0 helped identify our “signature themes” or talents – a natural way of thinking, feeling, or behaving. • With these talents, we layer on skills, knowledge, and practice to develop into strengths. • A strength then is the ability to consistently provide near-perfect performance.

10. Pair - Share • Write your name and signature themes on the card. • What was your initial reaction to the signature themes on your report? Do they sound like you? Any surprises? • What signature theme do you feel “ fits you like a glove?” Why?

11. Strengths Based Leadership -Rath and Conchie Three Key Findings on Leadership: 1. The most effective leaders are always investing in strengths. “When leadership fails to focus on individuals’ strengths, the odds of an employee being engaged are a dismal 1 in 11 (9%). But when leadership focuses on the strengths of its employees, the odds soar to almost 3 in 4 (73%)”.

12. Strengths Based Leadership -Rath and Conchie Three Key Findings on Leadership: 2. The most effective leaders surround themselves with the right people and then maximize their team. “While the best leaders are not well-rounded, the best teams are.”

13. Strengths Based Leadership -Rath and Conchie Three Key Findings on Leadership: 3. The most effective leaders understand their followers’ needs. “People follow leaders for very specific reasons. Followers are able to describe exactly what they need from a leader with remarkable clarity.”

14. Chair Teams - by Division How do you think these strengths will serve as you: • Fulfill your role as supervisor? • Create cohesion within your department? • Advocate for your department? • Advance this pilot process?

15. Resources: • Buckingham, M. (2007). Go Put Your Strengths to Work. New York: Free Press. • Buckingham, M. and Clifton, D.O. (2001). Now, Discover Your Strengths. New York: Free Press. • Rath, T. (2007). Strengthsfinder 2.0. New York: Gallup Press. • Rath, T. and Conchie, B. (2008) Strengths Based Leadership. New York: Gallup Press.