STRENGTHSFINDERS
STRENGTH BASED LEADERSHIP
GALLUP®CONSULTING
Ray Watson/Jim Downing, PhD
Executive Leadership Resources, Inc.
EMPLOYEE ENGAGEMENT LEVELS
100%
Disengaged
Not Engaged
Engaged
80%
60%
40%
20%
0%
Engaged
SO WHAT?
Engagement Scale
Comparing bottom
quartile Companies
To top quartile
companies
0
20
-10
15
10
5
0
Cust Sat
Product
Profits
-20
-30
-40
-50
-60
-70
Absenteeism
Theft
Safety
Incidents
Quality Issues
Profitable,
Sustained Growth
Engaged
Employees, led by
Engaged
Customers/Clients,
and
Great Managers,
results in
GALLUP RESEARCH BASED PROCESS
Over 30
years of
research
80,000+
managers
polled
Millions of
employees
surveyed
Thousands
of
companies
analyzed
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 has developed
programs and tools
that can be provided
to 2nd stage
companies through
providers such as
ELRI.
Gallup Consulting has
a proven record of
positive results, but
the programs have
only been available to
the largest
corporations and
universities.
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 is offered to that
market
What market is
addressed
What makes you
different
•Vision
•Internal, aspirational
statement of goals
•Strategy
•Broad statement of how
mission and vision will be
achieved
FOCUS ON STRENGTHS
Primary component
of Engaged
Management
Process
Manage to
strengths – do NOT
correct
weaknesses
Strength = Talent x
(Knowledge +
Skills)
Same top 5: 1 in
278,000/same
order of top 5: 1 in
33 million
34 identified talent
themes or
strengths/ top 5
most important
“Strengths Finder
2.0” by Tom Rath
BENEFITS OF STRENGTHS APPROACH
Provides insights into
you and your team
A nonthreatening
language
for
discussing
“people”
issues
Provides
cues for
building
high-energy
culture
Provides direction for
team building
34 TALENTS (STRENGTHS)
Achiever, Activator, Adaptability, Analytical, Arranger
Belief, Command, Communication, Competition, Connectedness
Consistency, Context, Deliberative, Developer, Discipline, Empathy
Focus, Futuristic, Harmony, Ideation, Includer, Individualization
Input, Intellection, Learner, Maximizer, Positivity, Relator, Responsibility
Restorative, Self-Assurance, Significance, Strategic, WOO
EXAMPLE OF TALENT/STRENGTH
FUTURISTIC:
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
engagement
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
employees
$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
John
Responsibility
Deliberative
Achiever
Belief
Susan
Achiever
William
Influencing
Relationship
Building
Strategic
Thinking
Analytical
Competition
Activation
Competition
Self-Assurance
Strategic
Ideation
Learner
Positivity
Futuristic
Ron
Achiever
Responsibility
Relator
Learner
Analytical
Mark
Deliberative
Individualization
Harmony
Intellection
Context
Jim
Arranger
Responsibility
Discipline
Analytical
Strategic
RECOMMENDATIONS
Strengthen
“Influencing” and
Relationship Building”
dimensions
Current
managers
may have
to work out
of comfort
zone for a
while
Hold
quarterly
follow up
meetings
For next management
hires look for those two
dimensions
IMPLEMENTATION PROCESS
Administer
Employee
Engagement
Questionnaire
(Anonymously)
Have all managers
take Gallup
assessment to
determine all 34
strengths
ELRI to provide first
level report on
findings
Have all managers
take
StrenghtsFinders to
determine top 5
strengths
Have all employees
take
StrenghtsFinders to
determine top 5
strengths
Conduct Quarterly
4 hr. with all
managers and
leadership team to
continue focus on
strengths.
Conduct 4hr.
session with all
managers and
leadership team on
findings
ELRI to interview all
managers
Identify Goals
based on findings
CONCLUSION
Purpose 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