Strengths Finder

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StrengthsFinder 2.0 Report

© 2000, 2006-2008 Gallup, Inc. All rights reserved.

Strengths Insight and Action-Planning Guide

Michelle Shu Your Top 5 Themes
Intellection Learner Ideation Analytical Deliberative

What's in This Guide?
Section I: Awareness A brief Shared Theme Description for each of your top five themes Your Personalized Strengths Insights, which describe what makes you stand out from others with the same theme in their top five Questions for you to answer to increase your awareness of your talents Section II: Application 10 Ideas for Action for each of your top five themes Questions for you to answer to help you apply your talents Section III: Achievement Examples of what each of your top five themes "sounds like" -- real quotes from people who also have the theme in their top five Steps for you to take to help you leverage your talents for achievement

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 1

09/13/2011

Strengths Insight and Action-Planning Guide

Section I: Awareness

Intellection
Shared Theme Description People who are especially talented in the Intellection theme are characterized by their intellectual activity. They are introspective and appreciate intellectual discussions. Your Personalized Strengths Insights What makes you stand out? Chances are good that you often wish you could switch off your overly active brain — but you know that is impossible. Why? You enjoy having time alone to evaluate ideas, philosophies, theories, concepts, plans, or issues. You are impelled to test whether your thoughts and those of others make sense. Usually your conclusions can withstand close scrutiny. Because of your strengths, you enjoy reflecting on what you already know and on what you want to know. Your concentration leads you to major and minor discoveries. You need ample quiet time to critically examine new information, theories, concepts, or philosophies. Wherever you go and whatever you do, your mind is seldom at rest. You consider what you have observed. You pose never-before-asked questions. Thinking deeply about things is a necessity for you. It is not a luxury. It is not an option. Instinctively, you regularly examine your thought processes and personal experiences to understand yourself better. You prefer to let someone else engage people in serious dialogue or small talk. When you have something valuable to say, you join in the discussion. Otherwise, you are likely to simply listen. By nature, you might be delighted to read more about specific topics, particularly those with which you are already familiar. Accumulating more information about certain issues or subjects might make more sense to you than venturing off into areas about which you know very little. Driven by your talents, you sometimes use words, terms, or phrases that force people to stop and think in new ways.
Questions

1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you? 2. Out of all the talents in this insight, what would you like for others to see most in you?

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 2

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Strengths Insight and Action-Planning Guide

Learner
Shared Theme Description People who are especially talented in the Learner theme have a great desire to learn and want to continuously improve. In particular, the process of learning, rather than the outcome, excites them. Your Personalized Strengths Insights What makes you stand out? Because of your strengths, you acquire knowledge more easily when you can talk with others about ideas, concepts, or theories. Thoughts come alive for you when questions are posed and answers are proposed. You have a delightful time thinking out loud and listening to intelligent people express themselves. You naturally document or store in your mind bits and pieces of discussions. You want to refer back to these insights or facts whenever the opportunity presents itself. Driven by your talents, you yearn to increase your knowledge by being kept in the information loop. This explains why you gravitate to people who converse about ideas at a deeper and more thoughtful level than most individuals are capable of doing. “Making small talk” — that is, engaging in idle conversation — probably seems like a waste of time to you. Chances are good that you occasionally sign up for rigorous courses of study rather than enroll in easy classes. This might satisfy your need to master things that do not come naturally. Perhaps you trust you can handle unpleasant or difficult assignments. Maybe the struggle to expand your knowledge, broaden your skills, conquer your limitations, or fix problems motivates you to welcome academic challenges. By nature, you usually equate education — formal and informal — with understanding more about something today than you understood about it yesterday. It’s very likely that you may ponder options rather than react without thinking through things. Sometimes you weigh the ramifications, consequences, outcomes, or effects. Sometimes you aim to understand the basic “whys” and “hows” of a situation, problem, or opportunity. Individuals might trust you to be cautious. They might expect you to raise important issues that require further consideration.
Questions

1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you? 2. Out of all the talents in this insight, what would you like for others to see most in you?

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 3

09/13/2011

Strengths Insight and Action-Planning Guide

Ideation
Shared Theme Description People who are especially talented in the Ideation theme are fascinated by ideas. They are able to find connections between seemingly disparate phenomena. Your Personalized Strengths Insights What makes you stand out? Driven by your talents, you may want certain individuals to see you as a winner and/or the very best in a particular area. Perhaps you are exceptionally sensitive to what others think of you, and you strive to create a positive impression. By nature, you are sometimes aware of the opinions people have of you. Maybe you know when individuals approve or disapprove of your contributions, accomplishments, talents, shortcomings, words, or deeds. It’s very likely that you might pay particular attention to what certain people think of you. Perhaps you intentionally use complicated words or specialized terminology to position yourself as an expert or a professional in the minds of others. Sometimes you use language to your advantage when you hope to influence, confront, make demands of, or issue orders to specific individuals. Maybe your vocabulary allows you to speak with a bit more authority than usual. Instinctively, you might channel some of your energy toward what you can accomplish in the coming months, years, or decades. Periodically your mind churns out new and inventive ways of reaching your desired goals. You may risk becoming bored or delivering a lackluster performance when you are forced to adhere to a predetermined process, a tried-and-tested procedure, or a traditional method. Once in a while, you hear yourself pleading, “But, if we only did it this way, it would be a bit better.” Because of your strengths, you regard yourself as logical and reasonable. You spontaneously reduce mechanisms, processes, proposals, ideas, or formulas to their basic parts. You figure out how the pieces interrelate. Your discoveries tell you why something does or does not function the way it should.
Questions

1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you? 2. Out of all the talents in this insight, what would you like for others to see most in you?

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 4

09/13/2011

Strengths Insight and Action-Planning Guide

Analytical
Shared Theme Description People who are especially talented in the Analytical theme search for reasons and causes. They have the ability to think about all the factors that might affect a situation. Your Personalized Strengths Insights What makes you stand out? By nature, you may earnestly apply yourself to seeing certain things as they really are. Perhaps you bring a practical, matter-of-fact, and unsentimental outlook to discussions, projects, or planning meetings. Instinctively, you sometimes stop to identify the causes of problems, outcomes, mistakes, or circumstances. Maybe you use your logical thinking to detect and study all the variables. Perhaps you scrutinize how each element functions or fails to function properly. You also might study how each part links or fails to link with the next step in the sequence of a program, process, contract, regulation, or timeline. It’s very likely that you sometimes figure out what you need to upgrade, enhance, or do better. Perhaps you are eager to get started once you have established the importance of each task or activity. Maybe you prefer to concentrate your energy and time on one or two areas of opportunity. Because of your strengths, you enjoy thinking independently. You often arrive at valid, true, or reasonable conclusions without anyone’s assistance. Chances are good that you are rarely pressured into a decision by emotional pleas. You rely on sound reasoning to make informed choices. You are level-headed, calm, and poised when solving problems. You concentrate on the facts to draw clear and understandable conclusions.
Questions

1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you? 2. Out of all the talents in this insight, what would you like for others to see most in you?

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 5

09/13/2011

Strengths Insight and Action-Planning Guide

Deliberative
Shared Theme Description People who are especially talented in the Deliberative theme are best described by the serious care they take in making decisions or choices. They anticipate the obstacles. Your Personalized Strengths Insights What makes you stand out? Chances are good that you may approach your job or your studies with a no-nonsense, businesslike attitude. This partially explains why people think you have a strong work ethic. Driven by your talents, you may be earnest and businesslike about some of the things you need to do better. Perhaps you think it is necessary to upgrade specific processes, practice particular skills, or expand your knowledge of certain subjects. By nature, you characteristically are quite reserved. You carefully consider just about everything you say and do. This explains to a large degree why you are happy to let someone else begin discussions. You prefer to listen to others talk. As a result, you probably know what many individuals are thinking and feeling. After you have acquired a lot of information, you tend to say very little about it. Because of your strengths, you rarely think about winning the affection of people. Perhaps being your own person is more important to you than being popular with lots of individuals It’s very likely that you are rather reserved. Your preference for privacy means you work or study alone. Observant individuals soon realize you dislike being interrupted when you have to meet a deadline to reach a goal.
Questions

1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you? 2. Out of all the talents in this insight, what would you like for others to see most in you?

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 6

09/13/2011

Strengths Insight and Action-Planning Guide

Questions
1. How does this information help you better understand your unique talents? 2. How can you use this understanding to add value to your role? 3. How can you apply this knowledge to add value to your team, workgroup, department, or division? 4. How will this understanding help you add value to your organization? 5. What will you do differently tomorrow as a result of this report?

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 7

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Strengths Insight and Action-Planning Guide

Section II: Application

Intellection
Ideas for Action: Consider beginning or continuing your studies in philosophy, literature, or psychology. You will always enjoy subjects that stimulate your thinking. List your ideas in a log or diary. These ideas will serve as grist for your mental mill, and they might yield valuable insights. Deliberately build relationships with people you consider to be “big thinkers.” Their example will inspire you to focus your own thinking. People may think you are aloof or disengaged when you close your door or spend time alone. Help them understand that this is simply a reflection of your thinking style, and that it results not from a disregard for relationships, but from a desire to bring the most you can to those relationships. You are at your best when you have the time to follow an intellectual trail and see where it leads. Get involved on the front end of projects and initiatives, rather than jumping in at the execution stage. If you join in the latter stages, you may derail what has already been decided, and your insights may come too late. Engaging people in intellectual and philosophical debate is one way that you make sense of things. This is not the case for everyone. Be sure to channel your provocative questions to those who similarly enjoy the give and take of debate. Schedule time for thinking; it can be energizing for you. Use these occasions to muse and reflect. Take time to write. Writing might be the best way for you to crystallize and integrate your thoughts. Find people who like to talk about the same issues you do. Organize a discussion group that addresses your subjects of interest. Encourage people around you to use their full intellectual capital by reframing questions for them and by engaging them in dialogue. At the same time, realize that there will be some who find this intimidating and who need time to reflect before being put on the spot.
Questions

1. Which of these action items speak to you? Highlight the actions that you are most likely to take. 2. How will you commit to taking action? Write your own personalized action item that you will take in the next 30 days.

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 8

09/13/2011

Strengths Insight and Action-Planning Guide

Learner
Ideas for Action: Refine how you learn. For example, you might learn best by teaching; if so, seek out opportunities to present to others. You might learn best through quiet reflection; if so, find this quiet time. Develop ways to track the progress of your learning. If there are distinct levels or stages of learning within a discipline or skill, take a moment to celebrate your progression from one level to the next. If no such levels exist, create them for yourself (e.g., reading five books on the subject or making three presentations on the subject). Be a catalyst for change. Others might be intimidated by new rules, new skills, or new circumstances. Your willingness to soak up this newness can calm their fears and spur them to action. Take this responsibility seriously. Seek roles that require some form of technical competence. You will enjoy the process of acquiring and maintaining this expertise. As far as possible, shift your career toward a field with constantly changing technologies or regulations. You will be energized by the challenge of keeping up. Because you are not threatened by unfamiliar information, you might excel in a consulting role (either internal or external) in which you are paid to go into new situations and pick up new competencies or languages quickly. Research supports the link between learning and performance. When people have the opportunity to learn and grow, they are more productive and loyal. Look for ways to measure the degree to which you and others feel that your learning needs are being met, to create individualized learning milestones, and to reward achievements in learning. At work, take advantage of programs that subsidize your learning. Your organization may be willing to pay for part or all of your instructional coursework or for certifications. Ask your manager for information about scholarships and other educational opportunities. Honor your desire to learn. Take advantage of adult educational opportunities in your community. Discipline yourself to sign up for at least one new academic or adult learning course each year. Time disappears and your attention intensifies when you are immersed in studying or learning. Allow yourself to “follow the trail” by scheduling learning sessions during periods of time that will not be interrupted by pressing engagements.
Questions

1. Which of these action items speak to you? Highlight the actions that you are most likely to take. 2. How will you commit to taking action? Write your own personalized action item that you will take in the next 30 days.

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 9

09/13/2011

Strengths Insight and Action-Planning Guide

Ideation
Ideas for Action: Seek a career in which you will be given credit for and paid for your ideas, such as marketing, advertising, journalism, design, or new product development. You are likely to get bored quickly, so make some small changes in your work or home life. Experiment. Play mental games with yourself. All of these will help keep you stimulated. Finish your thoughts and ideas before communicating them. Lacking your Ideation talents, others might not be able to “join the dots” of an interesting but incomplete idea and thus might dismiss it. Not all your ideas will be equally practical or serviceable. Learn to edit your ideas, or find a trusted friend or colleague who can “proof” your ideas and identify potential pitfalls. Understand the fuel for your Ideation talents: When do you get your best ideas? When you’re talking with people? When you’re reading? When you’re simply listening or observing? Take note of the circumstances that seem to produce your best ideas, and recreate them. Schedule time to read, because the ideas and experiences of others can become your raw material for new ideas. Schedule time to think, because thinking energizes you. You are a natural fit with research and development; you appreciate the mindset of visionaries and dreamers. Spend time with imaginative peers, and sit in on their brainstorming sessions. Partner with someone with strong Analytical talents. This person will question you and challenge you, therefore strengthening your ideas. Sometimes you lose others’ interest because they cannot follow your abstract and conceptual thinking style. Make your ideas more concrete by drawing pictures, using analogies or metaphors, or simply explaining your concepts step by step. Feed your Ideation talents by gathering knowledge. Study fields and industries different from your own. Apply ideas from outside, and link disparate ideas to generate new ones.
Questions

1. Which of these action items speak to you? Highlight the actions that you are most likely to take. 2. How will you commit to taking action? Write your own personalized action item that you will take in the next 30 days.

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 10

09/13/2011

Strengths Insight and Action-Planning Guide

Analytical
Ideas for Action: Choose work in which you are paid to analyze data, find patterns, or organize ideas. For example, you might excel in marketing, financial, or medical research or in database management, editing, or risk management. Whatever your role, identify credible sources on which you can rely. You are at your best when you have well-researched sources of information and numbers to support your logic. For example, determine the most helpful books, websites, or publications that can serve as references. Your mind is constantly working and producing insightful analysis. Are others aware of that? Find the best way of expressing your thoughts: writing, one-on-one conversations, group discussions, perhaps lectures or presentations. Put value to your thoughts by communicating them. Make sure that your accumulation and analysis of information always leads to its application and implementation. If you don’t do this naturally, find a partner who pushes you from theory to practice, from thinking to doing. This person will help ensure that your analysis doesn’t turn into paralysis. Take an academic course that will expand your Analytical talents. Specifically, study people whose logic you admire. Volunteer your Analytical talents. You can be particularly helpful to those who are struggling to organize large quantities of data or having a hard time bringing structure to their ideas. Partner with someone with strong Activator talents. This person’s impatience will move you more quickly through the analytical phase into the action phase. You may remain skeptical until you see solid proof. Your skepticism ensures validity, but others may take it personally. Help others realize that your skepticism is primarily about data, not people. Look for patterns in data. See if you can discern a motif, precedent, or relationship in scores or numbers. By connecting the dots in the data and inferring a causal link, you may be able to help others see these patterns. Help others understand that your analytical approach will often require data and other information to logically back up new ideas that they might suggest.
Questions

1. Which of these action items speak to you? Highlight the actions that you are most likely to take. 2. How will you commit to taking action? Write your own personalized action item that you will take in the next 30 days.

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 11

09/13/2011

Strengths Insight and Action-Planning Guide

Deliberative
Ideas for Action: You have naturally good judgment, so consider work in which you can provide advice and counsel. You might be especially adept at legal work, crafting sound business deals, or ensuring compliance to regulations. Whatever your role, take responsibility for helping others think through their decisions. You can see factors that others may not see. You will soon be sought as a valuable sounding board. Explain your process of careful decision making — that you highlight risk in order to take control and reduce it. You don’t want others to misconstrue your Deliberative talents for tentativeness or fear of action. You inspire trust because you are cautious and considerate about sensitive topics. Use these talents by taking on opportunities to handle delicate issues and conflicts. Rather than take foolhardy risks, you are apt to approach a decision cautiously. Trust your instincts when you believe that something is too good to be true. During times of change, consider the advantages of being conservative in your decision making. Be ready to explain these advantages to others. Don’t let anyone push you into revealing too much about yourself too soon. Check people out carefully before sharing confidential information. You naturally build friendships slowly, so take pride in your small circle of good friends. Partner with someone with strong Command, Self-Assurance, or Activator talents. Together you will make many decisions, and these decisions will be sound. Temper the tendency of others to haphazardly move into action by declaring a “consideration” period before decisions are made. Your caution can serve to steer others away from folly and toward wise conclusions. Give yourself permission to withhold your opinion until you get all the facts and have an opportunity to ponder your stance. You are not someone who embraces change immediately; you are apt to reflect on possible outcomes so that all the angles are covered. As a deliberative person, you function as a “brake” for more impulsive types who wish to move quickly.
Questions

1. Which of these action items speak to you? Highlight the actions that you are most likely to take. 2. How will you commit to taking action? Write your own personalized action item that you will take in the next 30 days.

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 12

09/13/2011

Strengths Insight and Action-Planning Guide

Section III: Achievement
Look for signs of achievement as you read these real quotes from people who share your top five themes. Intellection sounds like this: Lauren H., project manager: “I suppose that most people who meet me in passing presume that I am a flaming extrovert. I do not deny the fact that I love people, but they would be amazed to know how much time alone, how much solitude, I need in order to function in public. I really love my own company. I love solitude because it gives me a chance to allow my diffused focus to simmer with something else. That’s where my best ideas come from. My ideas need to simmer and ‘perk.’ I used this phrase even when I was younger: ‘I have put my ideas in, and now I have to wait for them to perk.’” Michael P., marketing executive: “It’s strange, but I find that I need to have noise around me or I can’t concentrate. I need to have parts of my brain occupied; otherwise, it goes so fast in so many directions that I don’t get anything done. If I can occupy my brain with the TV or my kids running around, then I find I concentrate even better.” Jorge H., factory manager and former political prisoner: “We used to get put into solitary confinement as a punishment, but I never hated it as much as the others did. You might think that you would get lonely, but I never did. I used the time to reflect on my life and sort out the kind of man I was and what was really important to me: my family, my values. In a weird way, solitary actually calmed me down and made me stronger.”

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 13

09/13/2011

Strengths Insight and Action-Planning Guide

Learner sounds like this: Annie M., managing editor: “I get antsy when I am not learning something. Last year, although I was enjoying my work, I didn’t feel as though I was learning enough. So I took up tap dancing. It sounds strange, doesn’t it? I know I am never going to perform or anything, but I enjoy focusing on the technical skill of tapping, getting a little better each week, and moving up from the beginners’ class to the intermediate class. That was a kick.” Miles A., operations manager: “When I was seven years old, my teachers would tell my parents, ‘Miles isn’t the most intelligent boy in the school, but he’s a sponge for learning, and he’ll probably go really far because he will push himself and continually be grasping new things.’ Right now, I am just starting a course in business-travel Spanish. I know it is probably too ambitious to think I could learn conversational Spanish and become totally proficient in that language, but I at least want to be able to travel there and know the language.” Tim S., coach for executives: “One of my clients is so inquisitive that it drives him crazy because he can’t do everything he wants to. I’m different. I am not curious in that broad sense. I prefer to go into greater depth with things so that I can become competent in them and then use them at work. For example, recently one of my clients wanted me to travel with him to Nice, France, for a business engagement. So I started reading up on the region, buying books, and checking the Internet. It was all interesting and I enjoyed the study, but I wouldn’t have done any of it if I wasn’t going to be traveling there for work.”

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 14

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Strengths Insight and Action-Planning Guide

Ideation sounds like this: Mark B., writer: “My mind works by finding connections between things. When I was hunting down the Mona Lisa in the Louvre museum, I turned a corner and was blinded by the flashing of a thousand cameras snapping the tiny picture. For some reason, I stored that visual image away. Then I noticed a ‘No Flash Photography’ sign, and I stored that away too. I thought it was odd because I remembered reading that flash photography can harm paintings. Then about six months later, I read that the Mona Lisa has been stolen at least twice in this century. And suddenly I put it all together. The only explanation for all these facts is that the real Mona Lisa is not on display in the Louvre. The real Mona Lisa has been stolen, and the museum, afraid to admit their carelessness, has installed a fake. I don’t know if it’s true, of course, but what a great story.” Andrea H., interior designer: “I have the kind of mind where everything has to fit together or I start to feel very odd. For me, every piece of furniture represents an idea. It serves a discrete function both independently and in concert with every other piece. The ‘idea’ of each piece is so powerful in my mind, it must be obeyed. If I am sitting in a room where the chairs are somehow not fulfilling their discrete function — they’re the wrong kind of chairs or they’re facing the wrong way or they're pushed up too close to the coffee table — I find myself getting physically uncomfortable and mentally distracted. Later, I won’t be able to get it out of my mind. I’ll find myself awake at 3:00 a.m., and I walk through the person’s house in my mind’s eye, rearranging the furniture and repainting the walls. This started happening when I was very young, say seven years old.”

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 15

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Strengths Insight and Action-Planning Guide

Analytical sounds like this: Jose G., school system administrator: “I have an innate ability to see structures, formats, and patterns before they exist. For instance, when people are talking about writing a grant proposal, while I’m listening to them, my brain instinctively processes the type of grants that are available and how the discussion fits into the eligibility, right down to the format of how the information can fit on the grant form in a clear and convincing way.” Jack T., human resources executive: “If I make a claim, I need to know that I can back it up with facts and logical thinking. For example, if someone says that our company is not paying as much as other companies, I always ask, ‘Why do you say that?’ If they say, ‘Well, I saw an ad in the paper that offers graduates in mechanical engineering five grand more than we are paying,’ I'll reply by asking, ‘But where are these graduates going to work? Is their salary based on geography? What types of companies are they going for? Are they manufacturing companies like ours? And how many people are in their sample? Is it three people, and one of them got a really good deal, thus driving the overall average up?’ There are many questions I need to ask to ensure that their claim is indeed a fact and not based on one misleading data point.” Leslie J., school principal: “Many times, there are inconsistencies in the performance of the same group of students from one year to the next. It’s the same group of kids, but their scores are different year to year. How can this be? Which building are the kids in? How many of the kids have been enrolled for a full academic year? Which teachers were they assigned to, and what teaching styles were used by those teachers? I just love asking questions like these to understand what is truly happening.”

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 16

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Strengths Insight and Action-Planning Guide

Deliberative sounds like this: Dick H., film producer: “My whole thing is to reduce the number of variables out there — the fewer the variables, the lower the risk. When I am negotiating with directors, I always start by giving in on some of the smaller points right away. Then once I have taken the smaller issues out of play, I feel better. I can focus. I can control the conversation.” Debbie M., project manager: “I am the practical one. When my colleagues are spouting all of these wonderful ideas, I am asking questions like, ‘How is this going to work? How is this going to be accepted by this group or that group of people?’ I won’t say that I play devil’s advocate, because that is too negative, but I do weigh the implications and assess risk. And I think we all make better decisions because of my questions.” Jamie B., service worker: “I am not a very organized person, but the one thing I do without fail is double-check. I don’t do it because I am hyper-responsible or anything. I do it to feel secure. With relationships, with performance, with anything, I am out there on a limb, and I need to know that the particular branch I am standing on is solid.” Brian B., school administrator: “I am putting together a safe-schools plan. I am going to conferences, and we have eight committees working. We have a district-wide review board, but I am still not comfortable with the basic model. My boss asks, ‘When can I see the plan?’ And I say, ‘Not yet. I am not comfortable.’ With a big smile on her face, she says, ‘Gee, Brian, I don’t want it to be perfect, I just want a plan.’ But she lets me be because she knows that the care I take now pays big dividends. Because of this pre-work, once the decision is made, it stays made. It doesn’t unravel.”

264166716 (Michelle Shu)

© 2000, 2006-2008 Gallup, Inc. All rights reserved. 17

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Strengths Insight and Action-Planning Guide

Questions
1. Talk to friends or coworkers to hear how they have used their talents to achieve.

2. How will you use your talents to achieve?

264166716 (Michelle Shu)

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09/13/2011

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