Strengths-based Performing Teams

Presented by: PROCEED

Facilitator/Presenter: Chiquita T. Tuttle, MBAMarketing Management & Health Care Consulting, LLCOakland, California 94605Bananactt@comcast.net

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

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

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

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.

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

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

What is the Strengths Based Approach

Emerging from the field of social work, it is a set of ideas, assumptions, and techniques:

1. People are active participants in the helping process (empowerment)

2. All people have strengths, often untapped or unrecognized3. Strengths foster motivation for growth4. Strengths are internal and environmental

Source: Saleebey, Dennis. 1992. The Strengths Perspective in Social Work Practice. Longman: White Plains, NY

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.

Strengths Based Teamwork

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.

About Strength Based Leadership

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

Vision, Leadership, Focus

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

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.

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)

When you’re not able to use your strengths at work, chances are that you

Dread going to workHave more negative than positive

interactions wit colleaguesTreat your customers poorlyTell your friends what a miserable

company you for w forAchieve less on a daily basisHave fewer positive and creative

moments

What are Strengths?

Talents Skills Knowledge Interests Dreams/Hopes/Goals Creativity Culture Passion Connections

Assessment Tools

Strengths Finder 2.0 What is it?How do you use it?

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.

Themes of Talent

34 themesCommon languageClassification of talents

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)

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).

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.

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.

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.

Three Keys to being an effective Leader

1. Knowing your strengths and investing in others' strengths,

2. Getting people with the right strengths on your team,

3. Understanding and meeting the four basic needs of those who look to you for leadership.

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

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.

Four Domains of leadership Strengths Executing Influencing Relationship Building Strategic Thinking

Executing Domain

Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative

Influencing Domain

Activator Command Communication Competition Maximizer Self Assurance Significance Woo

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

Strategic Thinking Domain

Analytical Context Futuristic Ideation Input Intellection Learner Strategic

Break and Refresh

The 34 Themes

AchieverHelps 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.

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.

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.

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.

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.

Belief

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

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.

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.

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.

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.

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.

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.

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.

Developer

You see the potential in others. You see each person as a work in progress, alive with possibilities. When you interact with others, your goal is to help them experience success.

Discipline

Your world needs to be predictible. It needs to be ordered and planned. You instinctively impose structure on your world. You break long term projects into a series of specific short-term plans and you work through each plan diligently. You need precision.

Empathy

You can sense the emotions of those around you. Intuitively, you can see the world through their eyes and share their perspectives. You help give voice to others’ emotional life.

Focus

Where am I headed? You need a clear destination. You set goals which serve as your compass, helping you to determine priorities and make the necessary corretions to ge back on course.`Your focus is powerful because it forces you to filter. This makes you an extremely valuable team member.

Futuristic

“Wouldn’t it be great if…… You love to peer over the horizon. The future facinates you. You are a dreamer who sees visions of what could be and who cherishes those visions.

Harmony

You look for areas of agreement. In your view there is little to be gained from conflict and friction. Harmony is one of your guiding values. You hold your peace. You often modify your objectives to merge with others.

Ideation

You are fascinated by ideas. You are delighted when you discover beneath the complex surface an elegantly simple concept to explain why things are the way they are. An idea is a new perspective on familiar challenges. You see ideas as clarifying.

Includer

“Stretch the circle wider.” This is the philosophy around which you orient your life. You want to include people and make them feel part of the group. You are an instinctively accepting person. You believe that we are all equally important.

Individualization

Your individualization them leads you to be intrigued by the unique qualities of each person. You focus on the difference between individuals. You observe style, motivation and each person thinks and builds relationships. You are a keen observer of other people, and can draw out the best in each person.

Input

You are inquisitive. You collect things because it interest you. You see the world as exciting precisely because of its infinite variety and exomplexity.

Intellection

You like to think. You like mental activity. The need for mental activity is focuse. Intellections does not dictate what you are thinking about; it simply describes that you like to think. You are introspective.

Learner

You love to learn. You are always drawn to the process of learning.

You are energized by the steady and deliberate journey from ignorance to competence. You are able to thrive in dynamic environments where you take on short project assignments, learning a lot in a short period of time

Maximizer

Excellence, not average, is your name. Transforming something strong into something superb takes just as much effort as something slightly below average to above average.

Positivity

You are generous with praise, quick to smile, and always on the lookout for the positive in the situation. Your enthusiam is contagious. You celebrate every achievement. You believe in a sense of humor.

Realtor

Realtor describes your attitude toward your relationships. The Realtor theme pulls you toward people you already know. You derive a great deal of pleasure being around your close friends. For you, a relationship has value only if it is genuine.

Responsibility

You take psychologicl ownershhip for anything you commit to, and wheterh large or small, you feel emotionally bound to follow it through to completion. Your good names depends on it.

Restorative

You love to solve problems. You enjoy the challenge of analyzing the symptoms, identifying what is wrong, and find the solution. You enjy bring things back to life. You like identifying the undermining factors, eradicating them, and restore something to it true glory. You saved it!

Self Assurance

Self Assurance is similar to self-confidence. You have faith in your strengths. You know you are able– able to take risks, meet new challenges, stake claims and most importantly able to deliver. Youhave confidence not only in your abilities, burt in your jedgement.

Significance

You want to be very significant in the eyes of others. You want to be recognized. You want to stand out. You want to be known. You want to be admired as credible, professional and successful.

Strategic

Strategic theme enables you to sort through the clutter and find the best route. It is not a skill that can be taught. It is a distinct way of thinking, a special perspective on the world at large. You see patterns where others simply see complexity.

WOO

WOO stands for winning other over. You enjoy meeting new people and getting them to like you. Strangers are rarely intimidating to you. In your world, there are no strangers, only friends you haven’t met yet – lots of them.

Group Discussion/Exercise

Building your Strength Based TeamThe devil is in the details!!!!!

Exercise – 30 minutes

Create a team for your organization based on the 34 themes and the 4 Leadership Domains.

Describe what project you have Describe why and what talents you

need Report on why & how you will use

these skill sets/talents within your organization.

“You can be anything you want to be” You cannot be anything you want to be----

But you can be a lot more of who you already are ( Tom Rath )

Review of Learning Objectives 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

Four Domains of leadership Strengths Executing Influencing Relationship Building Strategic Thinking

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

More Reference Materials

Strengths Based Leadership (2009) StrengthsFinder 2.0 (2007) StrengthsQuest (2006) Teach With Your Strengths (2005) How Full Is Your Bucket? Positive Strategies for Work

and Life (2004) How Full Is Your Bucket? Expanded Anniversary

Edition (2009) Living Your Strengths (2004) Discover Your Sales Strengths (2003) Now, Discover Your Strengths (2001) To learn more about these books and others from

Gallup Press, visit the Gallup Press website.

Do you have the opportunity to do what you do best every day?

Chances are, you don't. All too often, our natural talents go untapped.

From the cradle to the cubicle, we devote more time to fixing our shortcomings than to developing our strengths.

• Tom Rath, Strengthfinders 2.0

Strengths-based Performing Teams

Questions Comments

Deltas

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