Findings:
1. The most effective leaders
always invest in strengths.
2. The most effective leaders
surround themselves with
the right people.
3. The most effective leaders
understand follower needs.
Executing!
Influencing!
Relationship
Building!
Strategic
Thinking
Achiever
Arranger
Belief
Consistency
Deliberative
Discipline
Focus
Responsibility
Restorative
Activator
Command
Communication
Competition
Maximizer
Self-Assurance
Significance
Woo
Adaptability
Developer
Connectedness
Empathy
Harmony
Includer
Individualization
Positivity
Relator
Analytical
Context
Futuristic
Ideation
Input
Intellection
Learner
Strategic
Page 4-10
What moves you to do things?
 What annoys you?
 What do you most need to
complement your dominant domain?
 Draw an image reflecting how you feel
others primarily view you based on
your dominant domain.

Your View Your
You
Your Assessor
Buyer
Your Lender
Your Appraiser
 How
did you feel when reading
your report?
 Any surprises?
 What did you learn?
 What questions have been raised?
Page 4-11
Finding the right people, getting them in the right
seats, recognizing achievement, putting their
talents to work.--Collins
Organizations where
leadership does NOT
focus on strengths.
0%
20%
40%
Organizations
where leaders DO
focus on strengths.
60%
Gallup Consulting
80%
Canada
France
Germany
Japan
India
China
US
0%
10%
20%
Gallup
30%
40%
6
5
4
3
2
1
0
Engage
Confidence
Hope
Low Leader
Positivity
Resiliance Optimism
High Leader
Positivity
4
3
2
1
0
Quality
Quantity
Low Leader
Positivity
Hi Leader
Positivity
*P = RB – b(i) + S X ∑E + H²
*P=Positive Frame of Mind
RB = Your “right” brain
b(i) = Brain Influencers
S = Strengths
∑E = Measure of happiness
H = Hope
Did you smile in your
yearbook
photo?
Handwritten autobiographies
Harker and Keltner of the
from 180 Catholic nuns,
composed when participants University of California-Berkeley
were a mean age of 22 years, found that positive emotional
expression in college yearbook
were scored for emotional
content and related to survival pictures correlates with the selfreported personality traits of
during ages 75 to 95
affiliation, competence and low
negative emotions across
A strong inverse association was found
betweeneven
positive
adulthood,
whenemotional
controlling
content in these writings and risk offor
mortality
late life—a 2.5-fold
physicalinattractiveness
and
difference between the lowest and highest
quartiles. Positive
social desirability.
emotional content in early-life autobiographies was strongly
associated with longevity 6 decades later (Danner et al., 2001).
 Trust-
honesty, integrity, respect
 Compassion- caring friendship,
love
 Stability-security, strength,
support, peace
 Hope-direction, faith, guidance
Page 4-14
 Conflict
doesn’t destroy strong
teams.
 Prioritize what’s best for the
organization, then move forward.
 Committed to personal lives as
well as to work.
 Embrace diversity.
 Magnets for talent.
Page 4-13
 Relentless
focus on strengths
identification, education, guidance
and development.
 Be Positive!
 Build balanced teams with
complementary Strengths.
 Attend to the follower needs.
Strength Based Leaders
Radiate Possibility