Building a High-Performing Team: Keep Calm and Play to Your - - PDF document

Slide 1

Building a High-Performing Team:

Keep Calm and Play to Your Strengths

August 29,2019

Carolyn Sullivan

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Whose Team Do You Want to Be On?

 Not this again…  That won’t work!  We tried that before…  That’s impossible…  They just don’t get it.  Whose fault is that?  I can’t.  Nothing ever changes

around here.

 How can we do better?  What could work?  What’s different this time?  What’s possible?  How can we help them

understand our view?

 How can we avoid

making that mistake?

 What change is

necessary?

A B

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Which Team is Higher Performing? Why?

 Not this again…  That won’t work!  We tried that before…  That’s impossible…  They just don’t get it.  Whose fault is that?  I can’t.  Nothing ever changes

around here.

 How can we do better?  What could work?  What’s different this time?  What’s possible?  How can we help them

understand our view?

 How can we avoid

making that mistake?

 What change is necessary

here?

A B

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The Choice is Yours

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Our mission is to build a better world by increasing the effectiveness of nonprofit leaders and the impact of the organization they serve.

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Coaching Consulting Training & Facilitation

Strategic Planning Succession Planning Executive Transition Management

Leadership Roundtables

Skills-Based Workshops Team Building

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Objectives

Define strengths-based approach Increase understanding of strengths:

business case for investing in them

Learn path to become high-performing

team using strengths

Learn practical applications for

leveraging teams’ strengths every day

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Getting to Know Each Other

What made you choose this

session?

What is something that has

energized you at this conference?

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Slide 9

Agenda

• 1. Strengths-Based Approach
• 2. Understanding Individual

Strengths

• 3. Developing Team Strengths
• 4. Creating a High-Performing,

Strengths-Based Organization

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Module 1

Strengths-Based Approach

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Strengths: Shifting Our Perspective

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Change the Way You See…

Yourself Others Organization

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Is the glass half full or half empty?

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Strengths: Little s

strengths (little s) Defined as “good

• r beneficial

qualities or attributes of a person or things”

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strengths

My strengths Generous Skilled Communicator Sense of Humor Resilient Big Picture Thinker

Carolyn Sullivan President/CEO

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Strengths: Big S

CliftonStrengths (Big S) Focus on what’s RIGHT

with people, what they naturally do well

Assessment > 20M ppl across the

world

Language

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CliftonStrengths

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Talent Themes

Achiever Activator Adaptability Analytical Arranger Belief Command Communication Competition Connectedness Consistency Context Deliberative Developer Discipline Empathy Focus Futuristic Harmony Ideation Includer Individualization Input Intellection Learner Maximizer Positivity Relator Responsibility Restorative Self-Assurance Significance Strategic Woo

CliftonStrengths

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The Business Case for a Strengths-Based Approach

“Your best bet for success lies in building

• n who you already are,

not trying to become someone you’re not.” ~ Gallup, Inc.

CliftonStrengths

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CliftonStrengths

My Top Five Talents Relator Positivity Connectedness Strategic Arranger

Carolyn Sullivan President/CEO

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Evidence-Based Approach: 50 yrs.

 1966

Peter Drucker – The Effective Executive

 1987

David Cooperrider (Appreciative Inquiry)

 1998

Donald Clifton creates StrengthsFinder Assessment

 1999

Martin Seligman (Positive Psychology)

 2001

Buckingham/Clifton – Now Discover Your Strengths

 2006

StrengthsQuest (created for students)

 2007

StrengthsFinder 2.0 – Tom Rath

 2009

Strengths-Based Leadership - Tom Rath

 17+ million people worldwide have partaken

CliftonStrengths

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The Case for a Strengths-Based Organization

TEAMS

10 – 19% engagement 14 – 29% increased profit 16-72% lower turnover

INDIVIDUALS

6x engagement 3x excellent quality

• f life

6x as likely to do what they do best every day

CliftonStrengths

https://www.gallupstrengthscenter.com/home/en-us/about/

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The Case for a Strengths-Based Organization

• Less likely to report

experiencing stress, anger, sadness, physical pain

• Boost positive emotions
• More likely to report:
• Having ample energy
• Feel well-rested
• Happy
• Smiling and laughing a

lot

• Treated with respect
• Learning something new

STRENGTHS ENGAGEMENT IMPROVED WELL-BEING

CliftonStrengths

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Slide 25

Path to a High-Performing Strengths-Based Organization

• 1. Learn Your Strengths:

Assessment Coaching Retreat/Team Building

• 2. Learn Your Team

Members’ Strengths:

Team Talent Map Retreat/Team Building Staff Meetings

• 3. Put Your Strengths to

Work for You, Your Team, and Your Organization:

Personal Strengths Statements Performance Management Project Management Strategic Planning

• 4. Sustain Strengths-

Based Culture:

Weekly Review of How You Used Your Strengths Monthly Strengths Review with Your Supervisor Strengths Exercises/Reports at Staff Meetings

CliftonStrengths

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Module 2

Individual Talents

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Understanding Our Individual Talents & Strengths

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Talent is…

How you naturally think, act, and feel

CliftonStrengths

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Handwriting Challenge

CliftonStrengths

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So …What is a Strength?

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) CliftonStrengths

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Identifying & Activating Individual Talents & Strengths

• 1. List 5 personal assets (strengths,

talents, skills, and virtues) that make a significant contribution to your effectiveness at work.

Hints: What have you been praised for?

When do you feel energized?

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Identifying & Activating Individual Talents & Strengths

I am the perfect person to accomplish _________________________________ (describe an objective) because I am/have ________________________________ (describe your strength)

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Are you showing off your assets?

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Talents & Strengths are…

• Unique. Dynamic. Shared.

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Module 3

Team Talents

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High Performing Team

Single most important driver

• f team performance:

Regular opportunities to use their strengths!

CliftonStrengths

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Building a Strengths-Based Team

Do you have an opportunity to do what you do best every day?

CliftonStrengths

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Understanding Strengths of Individuals On Your Team

If everyone on your team identified and understood their talents and strengths, how might that affect your team? Your

• rganization? You as an individual?

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Guess what? 88% ARE NOT! Only 12% ARE.

CliftonStrengths

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TRUST & CONNECTEDNESS

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Imagine this…

A recent scenario in which you were not at your best. How might that situation have played out differently if you had engaged your strengths?

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Developing Shared Language: Four Domains of Leadership

Executing Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative Influencing Activator Command Communication Competition Maximizer Self-Assurance Significance WOO Relationship Building Adaptability Connectedness Developer Empathy Harmony Includer Individualization Positivity Relator Strategic Thinking Analytical Context Futuristic Ideation Input Intellection Learner Strategic

CliftonStrengths

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CliftonStrengths for Teams: Four Domains of Leadership

 Executing: Make things

happen

 Influencing: Helps team

reach audience

 Relationship-Building: Hold

team together

 Strategic Thinking: Help

team see possibilities CliftonStrengths

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Example: Strengths Mapping

CliftonStrengths

RELATIONSHIP BUILDING INFLUENCING STRATEGIC THINKING EXECUTING Team Members Adaptability Connectedness Developer Empathy Harmony Includer Individualization Positivity Relator Activator Command Communication Competition Maximizer Self-Assurance Significance Woo Analytical Context Futuristic Ideation Input Intellection Learner Strategic Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative First Last 3 4 1 5 2 First Last 1 2 3 5 4 First Last 3 2 4 5 1 First Last 5 3 2 4 1 First Last 4 2 3 1 5 First Last 1 4 3 2 5 First Last 5 3 2 4 1 First Last 2 3 1 4 5 First Last 4 3 1 2 5 # of Talents 11 # of Talents 8 # of Talents 17 # of Talents 9 % of Talents 24% % of Talents 18% % of Talents 38% % of Talents 20%

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Understanding Our Collective Talents

“We are different so that we can know

• ur need of one another,

for no one is ultimately self- sufficient.” ~ Archbishop Desmond Tutu

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Module 4

Creating a High-Performing, Strengths-Based Organization

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Path to a High-Performing Strengths-Based Organization

• 1. Learn Your Strengths:

Assessment Coaching Retreat/Team Building

• 2. Learn Your Team

Members’ Strengths:

Team Talent Map Retreat/Team Building Staff Meetings

• 3. Put Your Strengths to

Work for You, Your Team, and Your Organization:

Personal Strengths Statements Performance Management Project Management Strategic Planning

• 4. Sustain Strengths-

Based Culture:

Weekly Review of How You Used Your Strengths Monthly Strengths Review with Your Supervisor Strengths Exercises/Reports at Staff Meetings

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Slide 48

Creating a High-Performing Team

If everyone were seeing the glass as half full, not half empty, how would your

• rganization be

different? _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________

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Seven Opportunities to Use Your Strengths

1.

Individual Goal Setting

2.

Strategic Planning/Implementation

3.

Performance Reviews

4.

Employee Coaching

5.

Addressing Conflict in the Workplace

6.

Project Assignments

7.

Team/Trust-Building

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Slide 50

Time for Questions

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Slide 51

What have you learned?

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Applying Our New Knowledge

What’s one thing you can’t wait to share with a colleague? What is one thing you are going to do to implement this learning?

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Next Steps

 Share what you learned here

with your supervisor

 Take CliftonStrengths

https://www.gallupstrengthscenter.com

 Display Strengths where others

can see them/learn them

 Get leadership on board to do

more work around Strengths CliftonStrengths

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Slide 55

Your feedback is important to the Partnership.

We invite you to complete a brief evaluation of this session so we can continue to provide timely content. Plea lease com

• mplete the

he eva valu luation on

• n pa

paper

• r
• r in

in the Eve vent Ap App. _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________

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Slide 56

Thank you for the opportunity to be of service! Don’t hesitate to reach out. carolyn@newchaptercoach.com 573.228.9600

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