strengths-based leadership report

Strengths-Based Leadership Report(with your personalized Strengths Insights)

© 2000, 2006-2012 GALLUP, INC. ALL RIGHTS RESERVED.

Strengths-Based Leadership ReportSURVEY COMPLETION DATE: 01-24-2014

Leader: Matthew Sharp

Gallup found that it serves a team well to have a representation of strengths in each of the fourdomains of leadership strength: Executing, Influencing, Relationship Building, and Strategic Thinking.Instead of one dominant leader who tries to do everything or individuals who all have similarstrengths, contributions from all four domains lead to a strong and cohesive team. This doesn't meanthat each person on a team must have strengths exclusively in a single category. In most cases, eachteam member will possess some strength in multiple domains.

According to our latest research, the 34 Clifton StrengthsFinder themes naturally cluster into thesefour domains of leadership strength. See below for how your top five themes sort into the fourdomains. As you think about how you can contribute to a team and who you need to surround yourselfwith, this may be a good starting point.

Your Top Five Clifton StrengthsFinder Themes

Executing Influencing Relationship Building Strategic Thinking

Achiever Learner

Discipline Context

Analytical

Your Personalized Strengths Insights

Learner

Because of your strengths, you yearn to increase your knowledge by being kept in the informationloop. This explains why you gravitate to people who converse about ideas at a deeper and morethoughtful level than most individuals are capable of doing. “Making small talk” — that is, engaging inidle conversation — probably seems like a waste of time to you. It’s very likely that you are a rationalthinker. That is, you exhibit good judgment and exercise sound reasoning. These thought processes

225977809 (Matthew Sharp)© 2000, 2006-2012 Gallup, Inc. All rights reserved.

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serve you well whenever you set out to acquire true knowledge and/or gain a skill. You schoolyourself by reading, investigating, examining, experiencing, or receiving instruction in a subject. Bynature, you fill your mind with new ideas by asking questions, reading, studying, observing, orlistening. Normally, you accumulate facts, data, stories, examples, or background information from thepeople you meet. Determining what they want to accomplish in the coming weeks, months, or yearsgenerally satisfies your curiosity. These insights also allow you to understand why individuals behavethey way they do in different situations. Driven by your talents, you acquire knowledge more easilywhen you can talk with others about ideas, concepts, or theories. Thoughts come alive for you whenquestions are posed and answers are proposed. You have a delightful time thinking out loud andlistening to intelligent people express themselves. You naturally document or store in your mind bitsand pieces of discussions. You want to refer back to these insights or facts whenever the opportunitypresents itself. Instinctively, you constantly investigate the “hows” and “whys” of a given situation. Youfind relationships between the final result and the events preceding it. These links enable you tounderstand how things come into being. You draw logical conclusions. These often broaden yourknowledge base.

Achiever

It’s very likely that you are an enterprising person. You effortlessly launch new ventures. You are likelyto measure your progress on a regular basis. This information probably inspires you to work evenharder. By nature, you are motivated when your results are compared to those of others. To a largedegree, this explains why you are so determined to continue working until your outcomes arerecognized as the very best. Driven by your talents, you notice that your ability to use common senseand reason gives you an edge — that is, an advantage — over many people. You are driven fromwithin — that is, you motivate yourself — to accomplish more and do better work than you ever have.This is your path to success. Chances are good that you might put forth a lot of effort to design step-by-step procedures for handling repetitious tasks. Maybe you expect everyone to follow these rulesonce they are put in place. When you make a habit of using these processes, you may reach somegoals a bit more quickly, reduce certain kinds of errors, or avoid missing particular deadlines. Becauseof your strengths, you invest a lot of time, energy, and effort figuring out how things operate. Youundoubtedly dismantle mechanisms, programs, processes, or plans to identify their key components.Then you reassemble them. The in-depth knowledge you gain allows you to reach your goals andproduce quality results. This is apt to be the kind of hard work you like to do.

Context

Because of your strengths, you carefully examine circumstances, opportunities, or problems. You siftthrough the past to understand the present. You probably listen to experts discuss current events. Nofact, object, or document is too minor. You figure out how bits and pieces of history explain what ishappening today. You grasp the complexity of most situations. Your time-consuming investigationsare likely to puzzle those who notice and deal with only what is most obvious. By nature, you have anexpertise for investigating historical records and other sources of information about the past. Basedon your findings, you are in a position to speculate — that is, assume or wonder — about what is aptto occur in the future. Simply put: By looking back, you can look ahead. Chances are good that youare a history buff — that is, someone ardently devoted to studying the past. You are especially drawnto firsthand accounts of global conflicts. You link people to events and trace timelines. You are likelyto examine major battles from the perspective of foes and allies as well as neutral parties. The sum of


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your findings probably allows you to determine what started and eventually ended each war. It’s verylikely that you ingratiate yourself — that is, gain favorable acceptance — with people who think aboutbygone events and the people who played a major or minor role in them. Reading historians’ writingsor listening to their conversations probably fills your mind with many questions. You enjoy filing awaytheir answers, sensing one day all this information will prove to be useful. Whether it actually doesbecome useful makes no difference to you. Knowledge is its own reward, in your opinion. Driven byyour talents, you prefer to think about the past with historians rather than daydream about the future.You examine the historic record with their assistance. In the process, you probably gain a clearerunderstanding of present circumstances.

Analytical

It’s very likely that you may like to talk about grand ideas with your coworkers, classmates, orteammates. Perhaps you force them to ask hard questions. How much will this cost? Can we raise thefunds? How many people will need to be involved? How do we break down the project intomanageable tasks? How much time will this job require? What has to be eliminated from the plan?What has to be changed? Chances are good that you characteristically are a dependable person. Youoften know the right thing to do in a variety of situations. Your methodical thinking and thoughtfulnature usually influence your words and deeds. By nature, you often are described as earnest andbusinesslike. Many individuals appreciate your methodical and unhurried way of processing facts ornumerical data. Driven by your talents, you customarily rely on your skills, knowledge, and expertiseto exhaustively investigate interesting topics and troublesome issues. You require a high level of detailfrom yourself before you declare your research is thorough and complete. You aim to surpass theresults others produce. Because of your strengths, you normally rely on logic and reason when youmust make important judgments. Your thoughtful approach is most apparent when you must considerthe short-term and long-term effects of your choices on yourself and others.

Discipline

By nature, you might prefer working in an environment where things are outlined or structured.Perhaps a certain degree of familiarity is comforting to you. Because of your strengths, you favorestablishing standard operating procedures for performing tasks that occur on a regular basis. Ratherthan inventing a new way to do an assignment every single time, you choose to pinpoint a series ofsteps that enable people to handle it efficiently. Investigating how something works, then andstreamlining it to function even better is your forte — that is, your strong point. Once you have laid outa series of steps and a timeline, you usually are eager to see your new and improved systemimplemented across the board — that is, used equally by everyone. It’s very likely that you aremethodical about preparing for events where your strengths are going to be tested against those ofothers. You are apt to establish a practice schedule and follow it faithfully. Day after day, you buildyour knowledge, skills, or endurance. You have the stick-to-itiveness — that is, the doggedperseverance — to do everything you planned to win top honors. Your training is likely to be morerigorous than that of others. Driven by your talents, you put much effort into keeping various areasneat and shipshape. When others notice and appreciate this ability, you are quite motivated tomaintain a high level of tidiness. Chances are good that you are highly talented at identifying yourmost critical tasks. You rank each one according to its urgency, importance, deadlines, and theavailability of resources. Other considerations include who is making the request and who needs your


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completed work to start their part of the project. Once you have established what comes first, second,third, and so on, you methodically execute your action plan.


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strengths-based leadership report

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