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StrengthsFinder 2.0

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Ami Patel

on 25 July 2016

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Transcript of StrengthsFinder 2.0

StrengthsFinder 2.0
By: Tom Rath

Presentation By: Ami Patel, Dat Dang
What is StrengthsFinders 2.0 ?
Sequel to StrengthsFinders 1.0
Take an online assessment that picks 5 strengths from the 34 most common ones
34 strengths found by Gallup's 40-year study
Donald O. Clifton, PhD, pioneered StrengthsFinders
Goal = finding and utilizing people's strengths instead of fixing weaknesses, which is the world's current norm
The Path of MOST Resistance
Gallup finds that in every culture they have studied, an overwhelming majority of parents thinks that a student's lowest grades deserve the MOST time and attention. [In USA it is 77%.]
In reality, we should be focusing on their strengths, not their weaknesses. Someone who is not good at math will not become a great accountant, but someone who is good with chemistry might find a new drug if more time is invested in this subject.
Unfortunately the world does not get to use their strengths in work
According to Gallup, 7 million out of 10 million people do not use their strengths
Inability to use strengths may be due to people not being cognizant of them
Strength Zone
"You can be anything you want to be, if you just try hard enough."
"You CANNOT be anything you want to be - but you CAN be a lot more of who you already are."
Talent (a natural way of thinking, feeling, or behaving)

Investment (time spent practicing, developing your skills, and building your knowledge base)
Strength (the ability to consistently provide near-perfect performance)
Your Themes of Talents
Usefulness Of 34 Themes
A common language that allows you to communicate your strengths to others
StrengthsFinder = misnomer; assessment measures talent
Talent is only one ingredient of the recipe
Integrate talent with education, skills, etc. to find strength
StrengthsFinder Formula
Managing Your Weaknesses
Acknowledge your weaknesses
If you can avoid a profession whose tasks involve one or more weaknesses, then don't take the job
If that profession is unavoidable, then work on the weaknesses to the point of them being manageable
Another solution is to find coworkers whose strengths complement your weaknesses (and vice-versa)
Talent Format
Summary of the talent
"Talent" sounds like this (stories of people who have this talent)
Ideas for action
Working with others who have "talent"
Blind Spots
Talents come with their blind spots
Detail-oriented people may forget the big picture
Authoritative people may cause collateral damage to coworkers to achieve goals
Empathic people may become easily manipulated
"Ideas for Action" minimizes occurrence of blind spots
Talent entails potential and limitations
Brief Description: You are intrigued by the unique qualities of each person. You think everyone is special and distinct in their own way. Since you can see the individuals' strengths, you put them in action in teams
Quotes from people who have Individualization:"Carl is one of our best performers, but he still has to see me every week. He just wants a little encouragement and to check in, and he gets fired up a little bit after that meeting. Greg doesn’t like to meet very often, so there’s no need for me to bother him. And when we do meet, it’s really for me, not for him.”
Ideas for Action: Your individualization talents can help you take a different approach to interpreting data. While others are looking for similarities, make a point to identify the distinctiveness. Your interpretations will add a a valuable perspective.
Working With Others Who Have Individualization: When you are having a difficulty understanding someone else's perspective, turn to this person for insight. This person can show you the world through their eyes.
You are inquisitive. You collects things like information. Your mind is the kind of mind that finds so many things interesting.
Quotes: "Even as a child, I found myself wanting to know everything. I would make a game of my questions. ‘What is my question today?’ I would think up these outrageous questions, and then I would go looking for the books that would answer them. I often got in way over my head, deep into books that I didn’t have a clue about, but I read them because they had my answer someplace. My questions became my tool for leading me from one piece of information to another.”
Ideas for action: Look for jobs which you are charged with acquiring new information each day, such as teaching research or journalism.
Working With Others Who Have Input: Keep this person posted on the latest news. This person needs to to be in the the know. Pass along books, articles and papers you think he or she would like to read.
You live the moment. You don't see the future as a fixed destination. Instead, you see it as a place you create out of the choices that you make right now. This doesn't mean you don't have plans. You probably do, but with adaptability, your plans will not hinder you from being in the moment. Problems or sudden requests are not hated. Instead, you expect them.
Quotes: "Where I work, I am the calmest person I know. When someone comes in and says, ‘We didn’t plan right. We need this turned around by tomorrow,’ my colleagues seem to tense up and freeze. Somehow that doesn’t happen to me. I like that pressure, that need for instant response. It makes me feel alive.”
Ideas for Action: "Seek roles in which success depends on responding to constantly changing circumstances. Consider career areas such as journalism, live television production, emergency healthcare, and customer service. In these roles, the best react the fastest and stay levelheaded."
Working With Others Who Have Adaptability: This person’s instinctively flexible nature makes him a valuable addition to almost any team. When plans go awry, he will adjust to the new circumstances and try to make progress. He will not sit on the sidelines and sulk.
The Relator theme pulls you toward people you already know. You do not necessarily shy away from meeting new people—in fact, you may have other themes that cause you to enjoy the thrill of turning strangers into friends—but you do derive a great deal of pleasure and strength from being around your close friends. You are comfortable with intimacy. Once the initial connection has been made, you deliberately encourage a deepening of the relationship. You want to understand their feelings, their goals, their fears, and their dreams; and you want them to understand yours.
Quotes:“I have many wonderful acquaintances, but as for true friends that I hold dear, not very many. And I’m real okay with that. My best times are spent with the people I’m tightest with, like my family. We are a very tight-knit Irish Catholic family, and we get together every chance we can. It’s a large family—I have five brothers and sisters and ten nieces and nephews—but we all get together about once a month and yuk it up. I’m the catalyst. When I’m back in Chicago, even if there is no birthday or anniversary or whatever, I become the excuse for getting together and hanging out for three or four days. We really enjoy one another’s company.”
Ideas for Actions: Let your caring show. For example, find people in your company to mentor, help your colleagues get to know each other better, or extend your relationships beyond the office. AND no matter how busy you are, stay in contact with your friends. They are your fuel.
Working With People Who are Relators: Trust this person with confidential information. This person is loyal, places a high value on trust, and will not betray yours.
"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. In direct contrast to those who are drawn only to exclusive groups, you actively avoid those groups that exclude others. You want to expand the group so that as many people as possible can benefit from its support. You hate the sight of someone on the outside looking in. You want to draw them in so that they can feel the warmth of the group. You are an instinctively accepting person. Regardless of race or sex or nationality or personality or faith, you cast few judgments.
Quotes: Jeremy B., defense lawyer: “When I first started this job, I met people and became fast, furious friends with them almost on day one, only to find out later that, you know, this person’s got a lot of issues, and I’ve already included them in dinner parties and our social circle. My partner, Mark, is like, ‘What is it exactly that made you want to include this person?’ And then it’s a matter of figuring out what pushed my buttons when I first met them, what made me enjoy them so much. And, you know, making sure that this is the aspect of them that Mark and I focus on…because once I include someone in my circle, I don’t dump them.”
Ideas for Action: Look for opportunities to bring together people of diverse cultures and backgrounds. You can be a leader in this area.
Working With People Who are Includers: When you have group functions, ask this person to help ensure that everyone is included. This person will work hard to see that no individual or group is overlooked.
Book Review
Full transcript