Shannon Johnson

Strengths Discovery and Development GuideSURVEY COMPLETION DATE: 06-02-2014

Shannon Johnson

This guide is a starting point, and its purpose is twofold.

First, it should help you discover as you explore what you naturally do best. You possess manyunique talents - the ways you consistently and productively think, feel, and behave - and becauseyour talents represent the very best of your nature, they are your greatest opportunities for success.

Second, your guide should help you develop as you move toward strength - the ability to provideconsistent, near-perfect performance in a given activity. You can build strengths by identifying yourgreatest talents, then refining them with knowledge and skills.

Above all, your Strengths Discovery & Development Guide should serve as a starting point. It is asignificant resource, but it is not meant to define you or to limit the focus of your strengthsdevelopment. Listen to your instincts. Consider input from friends, family, and teachers. Your talentsare your own, so go where they lead you. Claim those you recognize and value, and use them as thefoundation for building toward strength.

Strengths Discovery Questions

As you begin to think about your talents, consider these questions.

1. By what name do you like to be called?2. What do you naturally do best?3. To what types of activities do you feel drawn at work and in your personal life?4. What types of skills and knowledge do you quickly and easily "pick up"?5. What types of challenges give you the most satisfaction?6. Have you ever been so engrossed in what you were doing or thinking that you completely lost

track of time? If so, what were you doing?7. What do you get paid to do?8. What are the key outcomes for which you are held accountable? How is your productivity

measured?

Now, turn the page to discover your Signature Themes and actions you can take to build strengths.

578038837 (Shannon Johnson)© 2000, 2006-2012 Gallup, Inc. All rights reserved.

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Signature Themes and Action Items

On the next five pages you'll find your Signature Themes, which are your five most dominant areas oftalent, as indicated by your responses to StrengthsFinder.

Consider your Signature Themes and their descriptions. They can help you understand and, as aresult, claim the themes that best represent your natural talents. Which of them best describe yourtalents - the ways you consistently and productively think, feel, and behave?

Your Signature Themes are a useful resource as you seek to understand your talents. They arebased upon your spontaneous, top-of-mind reactions to the paired descriptors presented byStrengthsFinder, and your spontaneous reactions to situations you encounter are the best indicatorsof your talents.

Your talents are the most important raw material for strength building. Using your Signature Themesand other resources, identify your most powerful talents. Hone them with skill and knowledge to buildstrengths, and you will be well on your way to living the strong life.

Action Items

This guide will help you determine the themes you would like to own for the purpose of talking toothers about your strengths and forming your developmental plans.

Following each theme description are action items that can provide insight and direction as youdevelop and apply strengths. Select the items that best fit your personal development plan, and putthem to use as you build toward strength.

Adaptability

You live in the moment. You don’t see the future as a fixed destination. Instead, you see it as a placethat you create out of the choices that you make right now. And so you discover your future onechoice at a time. This doesn’t mean that you don’t have plans. You probably do. But this theme ofAdaptability does enable you to respond willingly to the demands of the moment even if they pull youaway from your plans. Unlike some, you don’t resent sudden requests or unforeseen detours. Youexpect them. They are inevitable. Indeed, on some level you actually look forward to them. You are, atheart, a very flexible person who can stay productive when the demands of work are pulling you inmany different directions at once.

Action Items

Seek roles in which success depends upon responding to constantly changingcircumstances. Consider career areas such as journalism, live television production,emergency healthcare, and customer service. In roles of this type, the best react thefastest and stay level headed.


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Fine-tune your responsiveness. For example, if your job demands unanticipatedtravel, learn how to pack and leave in 30 minutes. If your work pressure comes inunpredictable spurts, practice the first three moves you will always make when thepressure hits.During times when the pressure is on, help your colleagues find productive ways torelieve the pressure and therefore make progress. You can be the spark that“unfreezes” them.Cultivate your reputation as a calm and reassuring person when others become upsetby daily events.Never apologize for your spontaneity. On the contrary, help others realize how manyexperiences might be missed if you don’t seize the moment now.Avoid roles that demand structure and predictability. These roles will quickly frustrateyou, make you feel inadequate, and stifle your independence.Look to others for planning. People who are strong in themes such as Focus,Strategic, or Belief can help you shape your longer-term goals, leaving you to excel atdealing with the day-to-day variations.

Strategic

The Strategic theme enables you to sort through the clutter and find the best route. It is not a skill thatcan be taught. It is a distinct way of thinking, a special perspective on the world at large. Thisperspective allows you to see patterns where others simply see complexity. Mindful of these patterns,you play out alternative scenarios, always asking, “What if this happened? Okay, well what if thishappened?” This recurring question helps you see around the next corner. There you can evaluateaccurately the potential obstacles. Guided by where you see each path leading, you start to makeselections. You discard the paths that lead nowhere. You discard the paths that lead straight intoresistance. You discard the paths that lead into a fog of confusion. You cull and make selections untilyou arrive at the chosen path—your strategy. Armed with your strategy, you strike forward. This isyour Strategic theme at work: “What if?” Select. Strike.

Action Items

Take the time to fully reflect or muse about a goal that you want to achieve until therelated patterns and issues emerge for you. Remember that this musing time isessential to Strategic thinking.You can see repercussions more clearly than others. Take advantage of this ability byplanning your range of responses in detail. There is little point in knowing whereevents will lead if you are not ready when they do.Talk with others about the alternative directions you see. Detailed conversations likethis can help you become even better at anticipating.Trust your intuitive insights as often as possible. Even though you might not be ableto explain them rationally, your intuitions are created by a brain that instinctivelyanticipates and projects. Have confidence in these intuitions.When the time comes, seize the moment and state your strategy with confidence.Find a group that you think does important work and contribute your Strategicthinking. You can be a leader with your ideas.


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Learn how to describe what you see “down the road.” Others who do not possess astrong Strategic theme may not anticipate often or well. You will need to be verypersuasive if you are to help them avoid future obstacles, or to exploit theopportunities you have seen.Partner with someone with a strong Activator theme. With this person’s need foraction and your need for anticipation, you can forge a powerful partnership.

Empathy

You can sense the emotions of those around you. You can feel what they are feeling as though theirfeelings are your own. Intuitively, you are able to see the world through their eyes and share theirperspective. You do not necessarily agree with each person’s perspective. You do not necessarily feelpity for each person’s predicament—this would be sympathy, not Empathy. You do not necessarilycondone the choices each person makes, but you do understand. This instinctive ability to understandis powerful. You hear the unvoiced questions. You anticipate the need. Where others grapple forwords, you seem to find the right words and the right tone. You help people find the right phrases toexpress their feelings—to themselves as well as to others. You help them give voice to their emotionallife. For all these reasons other people are drawn to you.

Action Items

Appreciate your gift for getting in touch with the thoughts and feelings of others.Build trust with others by letting them know that you know how they are feeling.Help your colleagues be aware of the feelings of the persons with whom they work.Sometimes it is important to be silent. You have the talent to, without talking, let otherpeople understand that you know how they are feeling. Over time, refine your non-verbal communication skills.Partner with someone with a strong Command or Activator theme. This person willhelp you to take needed action, even though people’s feelings might suffer as aresult.Act quickly and firmly if a person is behaving in a way that is unhealthy for that personor for those around him or her. Understanding someone’s emotional state does notmean that you must excuse this behavior. Be aware that when your empathy turns tosympathy, others might see you as a “bleeding heart.”Identify a friend who has strong Empathy and check your observations with him orher.Practice naming the feelings you experience and those you observe in others, thenhelp others name their feelings. People who can name their feelings seem to workbetter with other people.

Connectedness

Things happen for a reason. You are sure of it. You are sure of it because in your soul you know thatwe are all connected. Yes, we are individuals, responsible for our own judgments and in possessionof our own free will, but nonetheless we are part of something larger. Some may call it the collectiveunconscious. Others may label it spirit or life force. But whatever your word of choice, you gain


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confidence from knowing that we are not isolated from one another or from the earth and the life on it.This feeling of Connectedness implies certain responsibilities. If we are all part of a larger picture,then we must not harm others because we will be harming ourselves. We must not exploit becausewe will be exploiting ourselves. Your awareness of these responsibilities creates your value system.You are considerate, caring, and accepting. Certain of the unity of humankind, you are a bridgebuilder for people of different cultures. Sensitive to the invisible hand, you can give others comfort thatthere is a purpose beyond our humdrum lives. The exact articles of your faith will depend on yourupbringing and your culture, but your faith is strong. It sustains you and your close friends in the faceof life’s mysteries.

Action Items

Consider roles that ask you to listen and to counsel. You can become adept athelping other people see connection and purpose in everyday occurrences.Explore specific ways to expand your sense of connection, such as starting a bookclub, attending a retreat, or joining an organization that puts Connectedness intopractice.Help those around you cope with unpredictable and unexplainable events. Inparticular, you can help people find meaning in even sickness and death. Yourperspective will bring comfort.Don’t spend too much time attempting to persuade others to see the world as a linkedweb. Be aware that your sense of connection is intuitive. If others don’t share yourintuition, rational argument will not persuade them.Partner with someone with a strong Communication theme. This person can help youwith the words you need to describe vivid examples of connection in the real world.Within your organization, help your colleagues understand how their efforts fit in thelarger picture. You can be a leader in building teams and helping people feelimportant.Make a list of the experiences that support your sense of connection.Schedule time for meditation or contemplation. Reflect upon: how your religiousbeliefs affirm your sense of connection to others; how your sense of connection givesyou stability through your faith in people, the role of coincidences in your life.

Arranger

You are a conductor. When faced with a complex situation involving many factors, you enjoymanaging all of the variables, aligning and realigning them until you are sure you have arranged themin the most productive configuration possible. In your mind there is nothing special about what you aredoing. You are simply trying to figure out the best way to get things done. But others, lacking thistheme, will be in awe of your ability. “How can you keep so many things in your head at once?” theywill ask. “How can you stay so flexible, so willing to shelve well-laid plans in favor of some brand-newconfiguration that has just occurred to you?” But you cannot imagine behaving in any other way. Youare a shining example of effective flexibility, whether you are changing travel schedules at the lastminute because a better fare has popped up or mulling over just the right combination of people andresources to accomplish a new project. From the mundane to the complex, you are always looking forthe perfect configuration. Of course, you are at your best in dynamic situations. Confronted with theunexpected, some complain that plans devised with such care cannot be changed, while others take


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refuge in the existing rules or procedures. You don’t do either. Instead, you jump into the confusion,devising new options, hunting for new paths of least resistance, and figuring out newpartnerships—because, after all, there might just be a better way.

Action Items

Seek complex, dynamic work environments in which there are few routines.Make lists of suggestions for how to improve your work environment.Develop successful strategies for getting things done. Push yourself to keep addingnew wrinkles.Learn the goals of the people with whom you work. Let them know that you are awareof their goals.Take on the organization of a big event, a convention perhaps, or a companycelebration.Explain that your flexibility doesn’t mean that your priorities are constantly changing.Tell others that your priorities remain the same, but that you are simply looking forbetter ways to implement them.Give people time to understand your new way of doing things when you present it tothem. Your mental juggling is instinctive, but others might find it difficult to break withthe existing procedures. Take the time to clearly explain why your new way is moreeffective.


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Development Actions

Now that you have discovered your Signature Themes and considered action items for development,please choose 1-3 themes that describe you best, and list them below. Talk to people who know youwell, and ask them how they see these themes in you.1.2.3.Write down three actions that you could take in the next week, month, and year to build and applyyour strengths. For ideas and action suggestions by theme, see pages 4-8 of this guide.In the next week, I will:

In the next month, I will:

In the next year, I will:

Next, please list the name of at least one person who you will meet with to review this plan. Be sure tochoose someone who can help you to keep these goals "top-of-mind" and who will help you toleverage your talents to build strengths.

Name: Date reviewed:

Name: Date reviewed:


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Suggestions for Focusing on Strengths

Here is one simple yet helpful key to effectively applying and building strengths: Think about yourtalents frequently. The more you think about your talents, the more likely you will be to use anddevelop them. Consider the following ideas and select those that you believe will be most helpful.

Create a list of the themes that best describe you. Post it in a spot where you andyour friends, family, and teachers will see it every day.When preparing your To Do list each day, consider your talents. For each task,think about how you can best use your talents to accomplish it. Also consider theskills and knowledge you can add to your talent to build strength.Use technology. If you send e-mails, list the themes that best describe you as partof your signature line. List those themes in your planner bookmark or load them intoyour PDA for easy reference.Write a personal mission statement describing your purpose in life, and create a listof your values. Think about how you can use strengths to follow your values andfulfill your personal mission.Identify three people who are important to your personal development andfulfillment of your role. Using your top themes as a starting point, talk with themabout how, as a group, you can combine your talents to create greater successes.Don't limit your discussions about talents to the school environment. Use thethemes that best describe you as a conversation starter at a social gathering insideor outside of school. You'll be surprised at how changes of environment orperspective can lead to valuable insights.When you and your friends achieve particular success on a project, consider thestrengths and complementary partnerships that may have led to the success.Help a family member or friend discover their strengths via one of the followingbooks. The more you share the strengths approach with others, the greater yourown investment will be.

• StrengthsQuest: Discover and Develop Your Strengths in Academics, Career, and Beyond(https://store.gallup.com/category/product/variant/272/StrengthsQuest.aspx)

• Now, Discover Your Strengths (http://gmj.gallup.com/Book_Center/NDYS/default.aspx)• Discover Your Sales Strengths (http://gmj.gallup.com/Book_Center/DYSS/default.aspx)


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