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Strengthsfinder 2.0

Strengthsfinder 2.0. Algebra F. One should waste as little effort as possible on improving areas of low competence. Peter Drucker. The Role of Strength-Based Leadership. Weakness Focus (Performance Reviews, Professional Development/Training). Three signs of a miserable job.

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Strengthsfinder 2.0

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  1. Strengthsfinder 2.0

  2. Algebra F • One should waste as little effort as possible on improving areas of low competence. Peter Drucker

  3. The Role of Strength-Based Leadership • Weakness Focus (Performance Reviews, Professional Development/Training)

  4. Three signs of a miserable job • Most influential in terms of job satisfaction = direct manager • 1. Anonymity – not known • 2. Irrelevance – doesn’t matter • 3. Immeasurability – doesn’t contribute - Lencioni • Validation = reinforcing what others do well.

  5. What those who follow us want from their Leaders. • Trust = Honesty = Ethos • Stability = Core Values = Belief = Logos • Compassion = relational = Pathos • Hope = Future = direction

  6. Leadership Style Metaphor Leadership Style • Thinking = Poet = Strategic = analytical • Striving = Worker = Executor = driven • Relating = Priest = Relationship building = people • Impacting = Warrior = Influencer = motivational

  7. Some definitions • Executing: Individuals with the majority of their strengths in this leadership style are adept at making things happen. They “catch” ideas easily and naturally make them a reality. They tend to be the ones who implement specific solutions. • Influencing: Individuals with influencing strengths help their teams reach a broader audience. They are the salespeople for a team’s ideas. Not only that, they naturally tend to “own” the responsibility for getting the message across. • Relationship Building: Individuals with relationship building strengths are the human glue that holds a team together. They take a group of individuals and create synergetic groups that work better together than they could apart. • Strategic Thinking: Individuals with strategic thinking strengths essentially keep everyone focused on what could – and should – be. They use information to help the team make informed decisions.

  8. Group Exercise • Is the leadership strength reflective of the way you lead/function in a team situation? • What one did you think you would be? • Any questions?

  9. Individuals may not be well rounded or possess strengths in all areas…it is a virtual impossibility. However based on extensive gallup research teams need to be well balanced across 4 key domains of leadership strength: Executing, Influence, relationship Building and strategic thinking. • Clip: Dan Cathy CEO Chick-Fil-A

  10. Leadership Team

  11. Who to put where? • Stuff needs to be done: Executing 1. Achievers PROS: work hard, capacity. Considerations: can walk over people, don’t like meetings How to help: in a team they need a relator, praise achievement, involve only when needed. 2. Responsibility PROS: They will do as they say, ownership of project and team Considerations: poor delegators, make all decisions How to help: don’t give management roles, watch workloads

  12. People need to be looked after: Relationship Building • Relator PROS: Works well in close relationships, great at involving people Considerations: detest formal structures that minimise human interaction How to help: allow time for team to bond, team with executors for healthy productive teams 2. Developer PROS: want others to do well, give permission to try and try again. Mentors! Considerations: over extend their circle, can spend too much time on hopeless cases How to help: give them training roles, define their people responsibilties

  13. People need to be motivated: Influencers • Woo PROS: Natural connection with others, networkers, inspire by conversation Considerations: short term relationships, influence can be both +ve and –ve How to help: allow them to be a front person, develop a system to catch people after they meet them 2. Activator PROS: Turn thoughts into action, courageous, inspire by action Considerations: patience is not virtue, can lead to widespread dissatisfaction How to help: short-term projects, listen to their concerns and reassure, appoint to teams who are stuck.

  14. Plans need to be made: Strategic • Learner PROS: ability to understand the ‘new’. Research focussed. Considerations: stagnation without opportunity to learn. How to help: opportunities to teach, head up new projects 2. Strategic PROS: Create alternatives for progress. Innovative ,futuristic Considerations: sometimes struggle to communicate the process. One-eyed How to help: report writing, exposure to other thinkers (INPUT)

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