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Strengths-Based Leadership Workshop

ILASFAA
by

Stephanie Sattler

on 7 June 2016

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Transcript of Strengths-Based Leadership Workshop

Context
Stephanie Sattler, M.A., M.C.C.
Strengths-Based Leadership
Strengths Discovery
Strengths Development
Putting Strengths to Use
Career Counselor, Strengths Educator
Leadership Ethics
Maximizing
Team Strengths
Intro Exercise:
What Does it feel like to engaging in activities that capitalize on your strengths?
"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."
- Peter Drucker
Research
On Engagement
On Productivity
On Strengths
Over 30 years of Gallup Research
34 Themes to give common language
Possess all 34, but focusing on top 5 to hone our ability/achieve excellence
Developmental
All 5 in different order: 1 in 278,256
Reflection
Exercise #2
: "At My Best" Reflection/Sharing
Strengths should never be used in hiring - does not assess competency, just propensity
Some use their strengths productively (sunny side), others unproductively (shadow side)
People live out strengths in different ways
An assessment can never make that determination - only someone's demonstrated experience can
Who should I go to when I need to get things done?

Who should I go to when I need to garner support?

Who should I enlist to strengthen bonds and encourage effective team work?

Who will be a great partner to strategize how to work more efficiently and what really matters in what we're doing?
Greater engagement increases productivity: Staff are more likely to endorse products and recommend a company when they feel engaged – increases from
56%
to
86%
with engaged employees. (Gallup, 2004)
“Since the greatest room for each person's growth is in the areas of his greatest strength, you should focus your training time and money on educating him about his strengths and figuring out ways to build on these strengths rather than on remedially trying to plug his 'skill gaps.' You will find that this one shift in emphasis will pay huge dividends. “
Talent
x
Investment =
Strength
- Donald O. Clifton, Now, Discover Your Strengths
Action Steps
Team Mapping
Reminders/Discussions
Strengths Dialogue
Task/Project Administration
Next Steps
Leader Profiles
Who do you think is the better leader?
Maximizer
Woo
Arranger
Activator
Significance
Context
Ideation
Input
Learner
Connectedness
Achiever
Futuristic
Positivity
Relator
Learner
Achiever
Competition
Responsibility
Relator
Strategic
Leadership Domains
Executing
Influencing
Relationship Building
Strategic Thinking
Leaders who are dominant in the Executing dimension make things happen and get things done. These leaders work hard to turn ideas into reality.
Leaders whose strengths lie in the Relationship Building dimension are skilled at holding teams together. They are able to develop teams and organizations where individuals work together.
What's your Game Plan?
Reflect on action points in your personalized report.
The most effective leaders...
... are always investing in strengths
... surround themselves with the right people to maximize their team
... understand their followers needs
Simon Cooper
Former President
The Ritz Carlton
Mervyn Davies
Chairman
Standard Chartered Bank
Brad Anderson
Former CEO
Best Buy
Wendy Kopp
Founder & CEO
Teach for America
Leaders with strength in the Influencing dimension are able to take control, speak up, and make sure their team’s opinions are heard. These leaders sell their team’s ideas to a broader audience.
Leaders with Strategic Thinking strengths are able to absorb and analyze information, thereby helping their teams make better decisions. They focus on what could be, and stretch others’ thinking.
Uniqueness
All 5 in order: 1 in 33,000,000
Exercise #3
: Strengths "Treasure Hunt"
Star what you are already doing
Circle what you'll commit to doing
Find an accountability partner
25-year longitudinal study: self-confidence development in emerging adulthood (14-22) and its impact on income, career satisfaction, and health. Showed a "cumulative advantage:" Strengths-focused group made over
$12,000
more annually, and lower confidence group had
3x
as many health problems. (Judge & Hurst, 2004)
Only 3 out of 10 people report that they play to their strengths in their job (Gallup
,
2002)
People who have the opportunity to focus on their strengths every day are
six times
more likely to be engaged in their jobs and more than
three times
likely to report having an excellent quality of life in general.
When an organization focuses on its employees' strengths,
73%
of employees report engagement (versus 9% when the company does not focus on strengths). (Gallup, 2002)
Full transcript