Ray Watson/Jim Downing, PhDExecutive Leadership Resources, Inc.
STRENGTHSFINDERSSTRENGTH BASED LEADERSHIP
GALLUP®CONSULTING
EMPLOYEE ENGAGEMENT LEVELS
Engaged0%
20%40%60%80%
100%
DisengagedNot EngagedEngaged
SO WHAT?Engagement Scale Comparing bottom quartile Companies
Se-ries1
048
1216
Cust SatProductProfits
To top quartile
companies
Se-ries1
-70-60-50-40-30-20-10
0Absen-teeismTheftSafety In-cidentsQuality Issues
ENGAGED EMPLOYEE PROCESS OVERVIEW
Engaged Employees, led
by
Great Managers, results in
Engaged Customers/Clien
ts, and
Profitable, Sustained Growth
GALLUP RESEARCH BASED PROCESS
Over 30 years of research
Millions of
employees
surveyed
Thousands of
companies
analyzed
80,000+ managers
polled
GALLUP RESEARCH QUESTIONS
“What do the most talented
employees need from their
workplace?”
“How do the world’s greatest managers find,
focus and retain talented
employees?”
EXECUTIVE LEADERSHIP RESOURCES, INC. (ELRI)
ELRI was formed to bring the benefits of
Strengths Based Leadership to 2nd
Stage Companies at an affordable price.
Gallup Consulting has a proven record of positive results, but the programs have only been available to the
largest corporations and universities.
Gallup has developed programs and tools that can be provided to 2nd stage companies through providers such as
ELRI.
WHAT ENGAGES EMPLOYEES?
Direction - - What is
organizational mission or purpose.
Focus on Strengths - - Put the right people on the
team
Based on strengths,
proper employee
utilization - - Put the right people in the
right positions.
Monitor, measure and
adjust as necessary - - Keep score
DIRECTION
Mission or purpose
statement
What market is addressed
What is offered to that market
What makes you different•Vision• Internal, aspirational statement of goals
•Strategy•Broad statement of how mission and vision will be achieved
FOCUS ON STRENGTHSPrimary
component of Engaged
Management Process
Strength = Talent x
(Knowledge + Skills)
34 identified talent themes or strengths/ top 5 most important
“Strengths Finder 2.0” by
Tom Rath
Same top 5: 1 in 278,000/same
order of top 5: 1 in 33 million
Manage to strengths – do NOT correct weaknesses
BENEFITS OF STRENGTHS APPROACH
Provides insights into you and your
team
A non-threatening language for
discussing “people” issues
Provides direction for team building
Provides cues for building high-energy culture
34 TALENTS (STRENGTHS)
Achiever, Activator, Adaptability, Analytical, ArrangerBelief, Command, Communication, Competition,
ConnectednessConsistency, Context, Deliberative, Developer, Discipline,
EmpathyFocus, Futuristic, Harmony, Ideation, Includer,
IndividualizationInput, Intellection, Learner, Maximizer, Positivity, Relator,
ResponsibilityRestorative, Self-Assurance, Significance, Strategic, WOO
EXAMPLE OF TALENT/STRENGTHFUTURISTIC:
The future fascinates you
“Wouldn’t it be great if …”
You are a dreamer with a vision of what could be
You can energize others
“Did you ever think about?”
Ask this person to share their vision with you
Ask many questions to see the future as vivid as possible
Team them with someone you can take dreams and put into action
THE FOUR DOMAINS OF LEADERSHIP STRENGTH
Executing: Those who will work tirelessly to
get it done. They have the ability to
“catch” an idea and make it happen.
Influencing: Always selling the team’s
ideas inside and out. Those who take
charge, speak up, and make sure the group is heard. Ability to
reach a broader audience.
Relationship Building: The glue that holds a team together. They
have the unique ability to create
groups and organizations that are much greater
than the sum of their parts.
Strategic Thinking: They keep us focused on what “could” be. Constantly absorbing
and analyzing information and helping the team
make better decisions. They
stretch our thinking for the future. “Out of the Box Thinking”
PROPER EMPLOYEE UTILIZATION
Describe positions in
terms of strengths
Compare top performing employees and lowest performing employees
on strengths criteria to
guide position
description
Use business
intuition and judgment
MONITOR, MEASURE AND ADJUST
Sustainability of system
is crucial
Gallup 12 questions +
3 of employee
engagement
Constantly monitor and
adjust as necessary
SUSTAINABLE, PROFITABLE GROWTH
Clear, challenging goals that are communicated to all
employees
Consistent with mission, vision and strategy
Key performance indicators
Monitor, measure and adjust
Balanced Management Team
YOU SHOULD AS A MINIMUM
Thoughtfully create mission,
vision and strategy
Benchmark current employee engageme
nt level utilizing
the Gallup 12
questions + 3
Describe positions
in terms of strengths
Assess employee strengths
and compare
to position
THIS IS NOT A ONE
TIME EFFORT
COMPOSITE EXAMPLE BASED ON ELRI EXPERIENCE
Attrition/TO Issues
35 employe
es
$8 Million
in revenue
Seeking growth
FINDINGS
2.99 overall; okay but could be better
Bottom half of 2nd quartile
About 11 disengaged
or disinterested
employees
Questions 4, 11, 15
problematic, i.e.
recognition, praise,
employee counseling
MANAGEMENT TEAM PROFILE
Executing Influencing RelationshipBuilding
Strategic Thinking
John ResponsibilityDeliberativeAchieverBelief
Analytical
Susan Achiever Competition StrategicIdeationLearner
William ActivationCompetitionSelf-Assurance
Positivity Futuristic
Ron AchieverResponsibility
Relator LearnerAnalytical
Mark Deliberative IndividualizationHarmony
IntellectionContext
Jim ArrangerResponsibilityDiscipline
AnalyticalStrategic
RECOMMENDATIONSStrengthen
“Influencing” and Relationship
Building” dimensions
Current managers may have to work
out of comfort zone for a while
For next management hires look for
those two dimensions
Hold quarterly follow up meetings
IMPLEMENTATION PROCESS
Administer Employee
Engagement Questionnaire (Anonymously
)
Have all managers
take StrenghtsFind
ers to determine top
5 strengths
ELRI to provide first level report on findings
Have all employees
take StrenghtsFind
ers to determine top
5 strengths
Have all managers
take Gallup assessment to determine all 34 strengths
ELRI to interview all managers
Conduct 4hr. session with all managers
and leadership team on findings
Identify Goals based on findings
Conduct Quarterly 4 hr.
with all managers and
leadership team to
continue focus on strengths.
CONCLUSIONPurpose of business is to create transferrable value
Research shows that Engaged Management Process leads to enhanced transferrable value
Clear mission/vision/strategy
Engaged employees, led by
Great managers, results in
Engaged customers, leading to
Profitable and sustained growth
CONTACT INFORMATION
WEBSITE: WWW.EXECLEADERSHIPRESOURCES.COM
RAY WATSON: 407-908-9920, [email protected]
JIM DOWNING: 407-247-3954, [email protected]
GALLUP® www.gallupstrengthscenter.com
Top Related