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Using StrengthsFinder 2.0 To Build Great Teams
Transcript of Using StrengthsFinder 2.0 To Build Great Teams
Have higher levels of energy and vitality
Are more likely to achieve their goals
Are more confident
Perform better at work
Experience less stress
Are more engaged at work
Are more effective at developing themselves and growing as individuals
The Power of Strengths
Decades of research have proven that when employees are given the opportunity to do what they do best every day, the effect on individual, team and organizational performance is powerful.
The problem is that most people aren't able to accurately identify their own strengths and therefore can't intentionally use them.
Everybody Has Strengths
Strengths are unique combinations of talents, knowledge and skills that help them, and the team, do what they do best every day.
A person's greatest talents serve as a team's best opportunity for excellence.
Great teams know where they are strong and where they are weak.
Individuals know how they can best contribute and complement each other to accomplish the goal.
When people know their unique contribution to the team and have an opportunity to do what they do best, they act with more confidence and direction.
Great Teams Have Commonalities
A strengths-based team is a group of imperfect but talented contributors valued for their strengths, who need one another to realize individual and team excellence.
Strengths-based teams create sustained growth and success by continuously investing in each other's strengths while building better relationships within the group.
What Makes a Great Team?
1. They share a mission and purpose
2. Everyone on the team understands and appreciates that he or she is great at some things and not very good at others.
3. Team members have an understanding of how each person is inclined to think, act and feel.
The 34 Themes
The 34 themes outlined in StrengthsFinder 2.0 actually measure talents, as opposed to strengths.
While building strengths is the ultimate goal, talents are those parts of our personality that are less likely to change over time, and therefore the pieces that we should build our strengths around.
Using StrengthsFinder 2.0 to
Build Great Teams
STAFF DEVELOPMENT DAY
AUGUST 15, 2014
How It Happens...
Team members can name and understand their individual talents and each other's dominant themes.
Team members see a clear connection between each other's dominant themes and past and present behavior.
They can see the link between strengths and success.
Team members use their knowledge of each other's dominant themes to plan, strategize, analyze and direct their actions and behavior.
Everyone on the team has partnerships that encourage each other's strengths development.
The Recipe for a Strength
Capability to perform steps needed of a given task
is any recurring pattern of thought, feeling, or behavior that can be productively applied.
For example, if you are instinctively inquisitive…this is a talent.Spontaneous, recurring patterns of thought, feeling or behavior
Unlikely to change much over time
Repeating a task so as to increase knowledge and skill, and also strengthen your talent
1. Understanding each other's talents is our best opportunity for team success.
2. Your talents create a unique filter that characterizes how you respond to the world around you.
a. They provide an explanation of what motivates you.
b. They explain how you think, weigh alternatives and arrive at your decisions.
c. They explain whom you trust, with whom you build relationships, with whom you ignore and whom you will confront.
Do you have the opportunity
to do what you do best every day?
starts with an innate
A talent becomes a strength when it’s refined by
skills, knowledge and practice
and then consciously applied to something that needs doing – e.g. a job. A strength is the ability to provide consistent, near-perfect performance in a specific given task.
“One should waste as little effort as possible on improving areas of low competence. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.”
The Gallup organization researched top achievers and found three basic findings:
The best of the best build their lives upon their greatest talents.
They manage their weaknesses.
They invent ways to take their talents into areas where they want to improve and increase performance.
Focus on talent development to
achieve levels of excellence.
You have a group of talents within you.
Your greatest talents hold the key to high achievement, success, and progress to levels of personal excellence.
Becoming aware of your talents builds confidence and provides a basis for achievement.
Each of your talents can be applied in many areas including relationships, learning, academics, leadership, service, and careers.
As you develop and apply strengths, your achievements will increase and you will experience greater and more frequent successes.
To make the most out of employee strengths at the university, managers need to
know the strengths of each employee
. Then they must create opportunities (
align their strengths to the responsibilities and expectations of their roles
) for employees to use them.
Understanding Your Personal Strengths
What was your first reaction to your Strengths Finder results?
Which strength(s) resonated most with you?
What new discovery have you made about yourself (what surprised you)?
How might you play to your strengths?
How/where did you recently use your strengths?
How do your strengths help you be successful in your current role?
Do you have an opportunity to do what you do best every day?
What actions can you take to create a stronger connection of your strengths with your team role?
Understanding Our Team Dynamics
What is each
top 5 strengths?
Where do they fit in the four domains?
How balanced is our team's strengths?
strengths complement one another?
strengths and the strengths of your team, how might
work together most effectively?
best harness our relative
towards achievement of organizational goals?
Understanding Team Dynamics
Research found that it serves a team well to have a representation of strengths in each of these four domains. Instead of one dominant leader who tries to do everything or individuals who all have similar strengths, contributions from all four domains lead to a strong and cohesive team.