CliftonStrengths For Managers 34 Report

CliftonStrengths® for Managers
Welcome to CliftonStrengths for Managers, the report that guides you through your unique talents and how you can use
those talents to succeed in your role.
1. Achiever
Bring intensity and effort to the most important areas of your life.
2. Activator
Be the catalyst. When others are stuck, make a decision and get going.
3. Adaptability
React immediately, and be a positive force for change.
4. Analytical
Use your logical, objective approach to make important decisions.
5. Arranger
Improve effectiveness and efficiency by reorganizing resources.
6. Belief
Honor your values; they keep you on course during tough times.
7. Command
Be ready to take charge when others waver.
8. Communication
Use your gift for stimulating conversation to connect with and inspire others.
9. Competition
Aim for first place so you’ll always finish strong.
10. Connectedness
Help others see connections and purpose in everyday life.
11. Consistency
Create fair systems to establish and build trust.
12. Context
Look to the past to build a better tomorrow.
13. Deliberative
Stop, listen and assess before taking action.
14. Developer
Recognize and cultivate the potential in others.
15. Discipline
Create structure, and keep things organized.
16. Empathy
Appreciate and refine your gift for understanding others’ thoughts and feelings.
17. Focus
Set specific goals with timelines to motivate yourself.
18. Futuristic
Share your visions of a better future.
19. Harmony
Help others find common ground through practical solutions.
20. Ideation
Refine your creativity to inspire and energize yourself and others.
21. Includer
Stretch the circle wider. Find ways to get more people involved.
22. Individualization
Appreciate the uniqueness in each person you meet.
23. Input
Keep exploring; always be curious.
24. Intellection
Think deeply. Think often.
25. Learner
Use your passion for learning to add value to your own and others’ lives.
26. Maximizer
Strive for excellence, and encourage others to do the same.
27. Positivity
Help others see the humor and positive side of life.
28. Relator
Connect deeply with the right people to gain friends for life.
29. Responsibility
Take ownership for the things that matter most to you.
30. Restorative
Remember that every problem has a solution. Find the answers.
31. Self-Assurance
Trust your gut, and live life on your own terms.
.
32. Significance
Look for opportunities to do important work where you can help others raise the bar.
33. Strategic
Always have at least three options in mind so you can adapt if circumstances change.
34. Woo
Spend time every day interacting with people.
Better Management Starts Here
The role most critical for success in any organization is that of a manager.
Your role is essential — and challenging — and we know that the best way to
lead confidently and lead well is to lead with your strengths.
Your distinct CliftonStrengths profile sets you apart from every other
manager. Above is your talent DNA, shown in order based on your responses
to the assessment.
Learn About Your Most Powerful Strengths

The first 10 themes are your most dominant. This report outlines how each
of those gives you an advantage in your management practice. But to fully
understand your talent DNA, you must know that your top five themes — the
ones that shine through in almost everything you do — are the most
powerful of your dominant 10. Take the time to learn more about them.
Discover Practical Ways to Apply Them

Incorporate your strengths into your day-to-day routine: from the one-on-
one conversations you're already having and team meetings you're already
running to the way you're strategically planning and overseeing processes.
Each theme page includes:

▪ How that theme contributes to your success
▪ How that theme could get in the way of your success
▪ Action items that you can implement immediately
Use Them
The most important expectation of an excellent manager is to have one
meaningful conversation every week with each team member about
their goals. Keep reading this report to learn how to best apply your
strengths in every one of those conversations to work with your team
members to achieve those goals.
Whether you're looking for a better way to more confidently manage a

meeting that starts in 30 minutes or for long-term solutions or strategies, the
theme of this report is clear: Use your strengths to become a better
manager.
Copyright © 2000, 2021 Gallup, Inc. All rights reserved.

EXECUTING
1. Achiever
You work hard and possess a great deal of stamina. You take immense satisfaction in being busy and productive.
How This Theme Contributes to Your Success
No matter the day or the situation, you want to be busy and increase productivity — your own and your
team’s. You look for ways to quickly and efficiently check off boxes on your to-do list, which you, almost
undoubtedly, complete and rewrite each day.
You are self-motivated, requiring minimal effort from others to get you started. When turned outward, you
can use your internal need for achievement to motivate your team to achieve its goals and set new ones.
Ambitious goals don’t intimidate you, and in fact, your need for intense productivity and success propels you
to create such goals for yourself and your organization. You share this vision for success with your team,
pushing everyone to higher performance.
How This Theme Could Get in the Way of Your Success
■ Because you’re such an achievement- and task-oriented person, your team members may feel overlooked. They
might also feel like they’re simply a means to accomplishing your goals or checking off tasks. Remember that
your people need you to invest in and care for them.
■ Your expectations for your team might be too high. Team members may view you as demanding and feel tied to
work or at a loss for time. Try to first ask employees about their current workload and ability to take on more.
Communicate about upcoming projects with them so that they don’t feel overwhelmed when it’s time to begin.
■ Not everyone works at your pace. When you complete a large project, achieve a goal or meet an important
deadline, you don’t always need time to rest. However, your team members may not share this desire for more,
more, more. Acknowledge the time that others need to rest, and give that to them.

ACTION ITEMS
How to Apply Achiever as a

Manager
This theme gives you an edge — here’s how you can use it.
Make time to celebrate your team’s success before moving to the next project. Recognizing successes helps
your team members understand that you appreciate their excellence and, in many cases, increases their
engagement.
Recognize improvements in team or individual performance every week. Doing this helps your team members
keep their momentum while working toward meaningful milestones. Praise encourages your team to continue
achieving goals at the pace you’ve set.
Start meaningful conversations often with your team members about their goals. These discussions align
team members’ efforts with your expectations, keeping them focused on the outcomes they are trying to achieve.
Partner with a team member to set a challenging deadline for an upcoming project. This added pressure will
energize you as you try to meet a deadline. It will also strengthen your relationship with your team through
collaboration.
Reflect toPlan for Action
When do you feel the most How do you help your team members
accomplished or productive? achieve their goals?

INFLUENCING
2. Activator
You can make things happen by turning thoughts into action. You want to do things now, rather than simply talk about
them.
You influence others to act. This contribution to teams saves the organization time, energy and money. When
projects stall, you jump in and get things moving.
Risks don’t intimidate you. Because of this, you lead the charge on whatever is next — no matter the
perceived risk — and help your team innovate and make necessary improvements. The energy you bring to
getting things started motivates others to pitch in and get going.
Your momentum inspires hesitant or apathetic team members to get going. By refusing to delay, you
become a catalyst for getting things started, drawing people closer to you when they need motivation and
energy.
■ You might not feel the need to have a final plan before you begin a project. Take a minute to evaluate multiple
options before proceeding with the first viable course of action.
■ While starting fast excites you, your team may not share your enthusiasm. Before acting on important decisions,
ensure that your team has had a voice in the direction you are going.
■ You could develop a reputation as being disorganized or unstructured because you start things quickly. You
might need to provide those who dislike acting quickly with a detailed explanation of your plan — or at least the
first steps — before they can support it.

ACTION ITEMS
How to Apply Activator as a

Manager
Give immediate feedback about implementing your team’s ideas and opinions. Respond when you do and
don’t use employees’ ideas, explaining why you acted on some and not others. You naturally make quick decisions,
so the immediacy of your response reassures your team members that their opinions do count.
Begin each project with a conversation about where and how to start. Ask each team member what one thing
they can do immediately to get underway and when they plan on doing it. Agreeing on these action items can help
keep you from feeling like team members are procrastinating when, really, they might not be as fast as you.
Explain how you separate the tasks to start now from the ones you need to start later. Although they may not
prioritize these tasks in the same way, your explanation helps team members understand what you consider
important. This helps avoid confusion that could come at the beginning of a project.
Discuss your team members’ challenges right away. Encourage them to partner with you to remove barriers to
success as soon as they sense progress slowing to an impasse.
In what areas can you include your team How do you prioritize what you should
members in decision-making? start now versus later?

RELATIONSHIP BUILDING
3. Adaptability
You prefer to go with the flow. You tend to be a “now” person who takes things as they come and who discovers the future
one day ata time.
Your natural ability to be present in the moment is something that your employees crave. You can help them
see and hear what is most relevant through any daily difficulties they experience.
Your ability to manage competing priorities is helpful for those around you. Your employees, partners and key
stakeholders benefit from how you naturally respond to different issues as they arise.
While moments of crisis can fluster others, you bring a sense of calm and ease to those around you. You’re
comfortable handling new issues in the moment, which helps others have confidence in the direction you
are leading.
■ The way you easily shift directions as your priorities change might frustrate some team members. Your
employees who prefer structure and routine may especially see you changing the course as unnecessary.
■ Setting clear expectations is the foundation for maintaining high engagement with your team. As you alter plans
or pivot directions, your team members might not naturally see how their day-to-day role aligns with that new
direction.
■ Because you’re comfortable with changing priorities, you could be more likely than others to miss important
deadlines. Ensure that you label the most important tasks and deliverables as “unchangeable” so that you stay
on track.

ACTION ITEMS
How to Apply Adaptability as a

Manager
Increase your team’s responsiveness when plans or priorities quickly change. Do this by reminding team
members of their collective talent and partnerships. When team members see their colleagues as partners, they feel
more confidentnavigating new situations.
Schedule one-on-one time with each team member. Don’t let new tasks and projects distract you from your
regular one-on-one meetings with your team members. They will appreciate your undivided attention and perform at
a higher level.
Let your team members know that they can come to you any time with any request. You gladly listen to any
new idea or change. Last-minute requests don’t fluster you; they energize you. Your availability and interest create
trust and boost your team’s confidence.
Help your team adjust to change by focusing on goals. Your less-flexible team members likely need your help
when circumstances or priorities change. Encourage them to focus on the outcomes rather than the change itself,
knowing that they don’t have to worry because you can handle it.
How do you communicate changing How do team members react when you
plans to your team? change directions or a plan?

STRATEGIC THINKING
4. Analytical
You search for reasons and causes. You have the ability to think about all of the factors that might affect a situation.
Before making a decision for your team or organization, you gather as much information as possible to
compare different options. This need to analyze is your way of maintaining credibility and proving to yourself
and others that you’ve made the best choice. Having time to think isn’t a want — it’s a need.
Your evidence-based approach to coming to a conclusion helps your team members trust that you’ll make
the right decision without personal biases or prejudices getting in the way. You insist that team members
have thorough and concreteideas.
You can manage team members’ emotions with objectivity and logic. You believe focusing solely on
emotions won’t guide anyone to a healthy or satisfactory conclusion. You bring clarity and balance to your
team.
■ Because logic and objectivity influence your approach to decision-making and search for deeper meaning, your
team members and colleagues may perceive you as harsh, emotionless or distrusting. Be open about why you’re
constantly asking pointed questions, and communicate your thinking so that your team knows your approach
isn’t void of emotion — just practical.
■ While your calculated approach to most things brings much-needed order and logic, your team members need
emotional stability and guidance from you every so often. Try being more open about your feelings to encourage
the same thing from your team members.
■ When you decide on a plan, you act quickly and decisively — often alone — which means your decision could
surprise others. Letting your team members know what you’re thinking at every point of the process helps them
better understand your thoughts.

ACTION ITEMS
How to Apply Analytical as a

Manager
Break down new processes, technology or systems into their most basic parts. Train your team using this
approach. Your ability to simplify the complex will increase team members’ clarity and confidence.
Share your three best decision-making questions with your team. Establish these questions as criteria for all
team members to use to decide on priorities and strategies. This will help your team quickly reach an agreement
without relying on opinion.
Have frequent question-and-answer sessions with your team. Before this meeting, have team members give
you questions to answer or have them bring at least one to the discussion. These sessions will energize you and
develop your team members’ ability to think critically.
Help your team members become more aware of their successes and contributions to the organization.
Create and present charts or graphs that show quarterly progress toward team goals and year-over-year successes.
Data are powerful, so use them to show the team how it has grown and inspire continuous improvement for the
future.
How does your objective approach to What is your approach to simplifying

your job help you achieve your goals? complex tasks?

EXECUTING
5. Arranger
You can organize, but you also have a flexibility that complements this ability. You like to determine how all of the pieces
and resources can be arranged for maximum productivity.
Managing projects with many moving parts does not overwhelm you, but just the opposite. You get energy
from organizing processes, assigning roles to team members and adapting to meet the needs of the current
moment.
You set up your team for success when you put them in roles that fit them best. But things can — and often
do — change without notice. When something becomes chaotic, you can maneuver and adjust current
plans. This is when your ability to efficiently put things in order gives your team stability.
Others might try to figure out whether your plans are rigid and unmovable or flexible and everchanging. But
no matter the label, you are more concerned with improving workflows and increasing performance by
rearranging whatever it takes to succeed.
■ Your willingness to change course or start a new plan could frustrate your team and create feelings of
unpredictability. Once you organize a process or strategy you think is best, write a plan so that your team can
follow your thinking.
■ Because you enjoy deciding how every piece of the puzzle fits together, you forget that others might not be as
good at managing so many things at once. To ensure that team members don’t feel overwhelmed or incapable,
consider delegating some responsibilities to others who would excel in those areas.
■ You enjoy bringing a meaningful structure to disorganized or chaotic situations. Be sure that you don’t
intentionally create turmoil when you want to change a plan or make something more manageable. Making
unnecessary changes to processes, goals, standards, etc., can frustrate others.

ACTION ITEMS
How to Apply Arranger as a

Manager
Define and communicate each team member’s priorities. Outlining what team members should focus on is
especially important when considering cross-functional roles and processes. This will make sure their effort within
and across teams is successful.
Organize your team’s multiple projects based on priority and timeline. Your team depends on you for this
guidance. By coordinating tasks, you position the team to complete each project without pausing to sort out
confusing and competingpriorities.
Identify what resources team members need to complete every assignment. Make it your priority to find and
stock these resources for your team ahead of time. If resources are limited or unavailable, help your team find ways
to make progress without them or with alternative solutions.
Update your team on progress and priorities andgive feedback on current assignments frequently. This
information gives your team members a way to communicate their work to best achieve team and organizational
goals. Because you see how things work together for maximum productivity, your team depends on you for these
updates.
How do you keep the details of multiple How do you decide what each team
projects organized? member’s priorities should be?

EXECUTING
6. Belief
You have certain core values that are unchanging. Out of these values emerges a defined purpose for your life.
Where others see gray areas, you see black and white. You have a natural ability to quickly determine the
integrity of a situation — and don’t have trouble calling it out — which positions you as your team’s and
organization’s conscience.
Your team knows what you stand for because your core values never change, meaning team members
always know what to expect from you. In an environment where things are constantly changing, those beliefs
give your team much-needed stability and confidence.
You appreciate responsibility and ethics; it’s a standard you have set for yourself and an example for others
to follow. This commitment to your beliefs can raise the bar for those on your team and your entire
organization.
■ Your values may not always align with your employees’. But if your employees don’t feel like they have the
freedom to hold different beliefs than yours, they might feel alienated. Stay true to your values while encouraging
your team members to do the same.
■ The passions and convictions you closely identify with may come across to others as judgment. Make sure you
rely on objective data or evidence when evaluating performance and not solely on alignment with how you would
do things.
■ While it may feel natural to view the importance of mission over the desire to earn money, make sure you don’t pit
them against each other as competing outcomes. Ensuring a profitable operation allows you and your team to
fulfill the mission you care so deeply about.

ACTION ITEMS
How to Apply Belief as a

Manager
Clarify the rationale behind a new project before starting it. Explain how the project adds value to the
organization’s bottom line, mission or overall success. Describing the overall goal helps your team members see how
they fit in and add value to the organization — both collectively and individually.
Ask each team member where they are feeling connected to or disconnected from their work. You want team
members to see how their work connects to the organization’s mission. Their answer to this question helps you
understand their engagement and coach them to a place where they see that their work matters.
Create a list of team values with your employees’ help. On this list, write what the team stands for, the ideal way
for team members to work together, what ethics guide the team and areas of debate. These shared values will unify
your team members by building their trust in each other.
Find out what each team member believes is the most rewarding aspect of their job. As you coach them,
connect performance objectives and developmental goals to these values. In this way, your team members
understand how their jobs enrich their lives, which helps them figure out their ideal work-life balance.
Which of your values could you apply to How can your strong beliefs encourage
the team? your team members to meet their goals?

INFLUENCING
7. Command
You have presence. You can take control of a situation and make decisions.
You say what’s on your mind, and others hear your opinions clearly. This means that your team is a part of
everything all the time. Team members are aware of your goals, expectations and ideas as well as the
reasons behind them. Your confidence gives your team confidence.
You know your team better than anyone, and your assertive nature inspires you to defend your team
members and fight for the resources they need to do their jobs with excellence. Your team members are
loyal to you because of this.
Your team members value your opinion and input. They understand your confidence and trust you to take
control of situations and make the best decisions for the team. You excel at aligning each of their individual
actions with team or organizational goals.
■ Voicing their concerns and opinions may not come naturally to some team members, so set aside time to listen
to them. Be open during these conversations because they might worry about your reaction to their opinions,
especially if those ideas contradict yours.
■ Your team members may feel like you try to control how they work, approach problem-solving or have
conversations. Employees who feel micromanaged for an extended period might start resenting your opinions
— even the helpful ones — and become disengaged.
■ Your Command talents might push you to be both the first and last person to speak on a touchy or widely
debated topic. Try letting your team members share their ideas first. Having them share before you do means
you will more likely hear everyone’s true opinions instead of ideas influenced by your thoughts.

ACTION ITEMS
How to Apply Command as a

Manager
Challenge your team’s goals. Growth requires risk, and your fearless attitude inspires team members to embrace
these new challenges.
Have conversations with disengaged individuals about their performance and engagement. Frequently
assess your team for actively disengaged members. Your confidence to start a discussion with these members
could solve a problem that others may have ignored.
Use your Command theme wisely during team meetings. Listen to all ideas and opinions before deciding on the
best course of action when the time is right. Your team will appreciate the ability to contribute to the discussion and
your resolve to consider all the best ideas.
Give your team members everything they need to do their jobs. You won’t mind taking a stand or working hard
for your team members to get them exactly what they need. You know how to involve yourself as an advocate or
coach to resolve any resource problems.
How do your opinions influence your How can you include more of your team
team’s decisions? members’ opinions at work?

INFLUENCING
8. Communication
You generally find it easy to put your thoughts into words. You are a good conversationalist and presenter.
You can tell stories that help convey essential information in a way that people enjoy. When you focus your
messages on the most important topics, you help your team move forward with clarity and energy.
You pull the right people into the right conversations. Instinctively, you have clear discussions to help build
alignment on the team. This is because you can communicate back what you hear your team members say,
resulting in team consensus and confidence.
You use vivid imagery, carefully thought-out words and clear descriptions to describe your team members’
thoughts and concerns. Your ability to find the appropriate words in the moment allows you to effectively
capture how your team feels. Because you’ve communicated a common ground, your team can build an
action plan.
■ Telling a story whenever you get the chance could turn off others to hearing what you have to say. Pick well-
timed moments to communicate and share your stories to make sure your team members don’t stop listening
when it’s necessary.
■ Listening is the key to knowing what to say. You might have a tendency to unintentionally interrupt others who
want to share their own perspectives and just need you to listen.
■ While you may do your best thinking aloud, be careful not to count on team members to listen to your thoughts
as they evolve. Not everyone likes to process ideas externally, meaning they might disregard important things
you need to share.

ACTION ITEMS
How to ApplyCommunication
as a Manager
Ask your team members how they naturally communicate. From needs and priorities when work is hectic to
moving quickly from one assignment to another, when you ask, you learn how employees communicate best. This
will support a sense of teamwork and strong relationships in times of change or disruption.
Meet with your team members one on one to get to know them better. Write down important words and
phrases employees use during these conversations to better understand their emotions and motivations. These
words can help you become a better coach by learning how to talk about each team member’s performance.
Review the different ways you communicate with your team. As you examine these ways, make sure they all
intentionally support engagement and performance. If your messaging becomes repetitive for your team, it could
lose its effect. You might need to reinforce communications during team or individual conversations.
Ask your employees open-ended questions, and then listen to their answers. Use your talents less like a boss
and more like a coach. Bosses tell; coaches ask and listen. Ask questions that require more than just a one-word
response such as “what” and “how” questions. While your tendency may be to talk more, be intentional about
listening.
How does your communication style When is it hardest and easiest to listen
help you achieve your goals? rather than talk?

INFLUENCING
9. Competition
You measure your progress against the performance of others. You strive to win first place and revel in contests.
You look for opportunities for everyone to win. You set group and individual metrics and outstanding
performance benchmarks, giving everyone the opportunity to improve. You don’t do this so that everyone
can say they’re a winner, but so that every team member has a goal to achieve.
You define what “winning” looks like in every role — like a coach would — and then position your team
members to use their strengths every day. Using their strengths allows employees to see their true capacity
for peak performance and builds you a winning team.
Succeeding isn’t enough for you. Unless you feel like you or your team has outperformed something or
someone else, you aren’t satisfied. You encourage your team members to reach further, do things faster and
accomplish more than ever before. This energizes and motivates them.
■ If you start to view your team members as competitors, you could damage the relationships you have with them
and hinder the team’s overall success. Remember that not everyone is as competitive as you, and competing
with your employees is unhealthy.
■ You hate others defeating you, whether it’s missing a group goal, another internal team beating you — or worse
— an external competitor winning. But some might view you as being a sore loser. You first have a duty to your
team’s health and success — stay focused on that. There’s always another chance to win, but there might not be
another chance to win over a star employee who you’ve put down.
■ You might be measuring your team too much. You measure so that you can compare; you compare to determine
a winning status. This way of working can induce anxiety in some team members or make them feel like you’re
constantly judging them. Be sure to include your employees in goal and progress measurement conversations
so that they know what personal milestones to hit.

ACTION ITEMS
How to Apply Competition as a

Manager
Design a unique scorecard for each project your team starts. It could include revenue, productivity or other key
performance indicators (KPIs). Let each team member know which parts of the scorecard their performance will
affect most. This will communicate the goals and where to invest the most effort. The scorecard should help
measure and track success.
Ask each person on your team to describe what “winning” in their role looks like. This will allow you to
position them accordingly as you coach them to be tireless in their attempts to reach their goals.
Keep track of individual and team performance metrics, reviewing them weekly. When you notice an
employee’s or a team success, recognize and celebrate it. This will inspire the team to continually improve as you
track and acknowledge record-setting performance.
Describe what excellence in every team business metric looks like. Create a leaderboard showing each team
member’s position and the important metrics you evaluate the team and its members on. This helps you track
performance and gives your team members clear goals for focusing on consistent excellent results.
What do you think winning at work How could your competitive approach to
looks like? work set up your team for success?

10. Connectedness
You have faith in the links among all things. You believe there are few coincidences and that almost every event has
meaning.
You know that your team’s day-to-day activity is part of a much larger picture. You naturally help your
employees connect their role to the broader world around them.
You see the ties between seemingly disconnected things. Sharing these links helps show your team
members how their daily actions affect those around them.
You see what team members have in common, even when they disagree. Helping them find this common
ground improves relationships and resolves disagreements, creating stronger team connections.
■ You have a distinct worldview that might not align with each of your employee’s views. Spending time trying to
convince them to see the world the way you do can come across as self-righteous or out of touch with them
personally.
■ Because you see connections between unrelated events, you may cross a line when talking about subjects that
employees do not want to discuss with you. Even if the connection is obvious to you, you need to respect your
team members’ boundaries.
■ People might see you as being too idealistic. Sometimes seeing infinite possibilities and relationships between
events and ideas makes it difficult for your team to follow your thinking. When you come to a conclusion, tell your
team exactly how you got there so that they can complete each task with confidence.

ACTION ITEMS
How to ApplyConnectedness
as a Manager
Encourage your team members to share meaningful events and personal experiences with each other.
Sharing this information supports team members in feeling like they are part of a community that extends beyond
the workplace. You naturally help your team members see what they have in common with others, strengthening
team bondsand overall engagement.
Remind your team members of the vital roles they play in the organization. Share examples of how your
team’s work had a positive effect or helped someone else succeed. These instances help your team stay committed
to adding value to the organization without fail.
Connect your team’s achievements to the organization’s overall success. Use key data points and metrics to
show how your team contributes to the organization’s accomplishments. Do this at least monthly to inspire your
team to even higher levels of success.
Link past successes to current successes to set the stage for future performance. Communicating year-over-
year metrics — the team’s, the division’s and the organization’s — is not only a way to celebrate your team’s
accomplishments, but it also serves as motivation for excellent future performance.
How do your team’s goals further Which areas of your work do you feel
organizational goals? disconnected from?

EXECUTING
11. Consistency
You are keenly aware of the need to treat people the same. You crave stable routines and clear rules and procedures that
everyone can follow.
You define rules and expectations that everyone can count on. A rule for one is a rule for all. This perspective
provides a safe, predictable culture for you and your team.
You see fairness as an essential part of a successful team. While you acknowledge that each person is
different, you still believe that being fair is a top priority as a manager. When you recognize excellence, you
fairly and accurately pinpoint who deserves the credit, and your team members appreciate it.
You are an advocate for your team members because when you look at them, you see them as a group —
your group. If you can do it consistently, you also give every individual attention. Being fair gives you the best
of both worlds.
■ Your approach to managing may lack customization because of your insistence on treating people the same.
This could leave some employee wants and needs unmet. Each person has their way of thinking, so be sure to
recognize those differences to help you individualize your approach.
■ Because you’re more interested in group needs, you might overlook the individuals on your team. This can keep
you from building close relationships, understanding how team members like to work and learn, and seeing them
in terms of their unique strengths.
■ Your team will do things that aren’t consistent with your values or expectations. Your reaction to these situations
could alienate people as you try to achieve a team culture that is clear, fair and predictable. Remember that while
people may not hold your same values, if their beliefs are honest and help them and your team succeed, you
should encourage them.

ACTION ITEMS
How to Apply Consistency as a

Manager
Review your team’s processes and protocols regularly. If they are inconsistent with your team’s purpose and
values or create unnecessary and costly customization, revise them accordingly.
Identify team and individual contributions that best represent operational effectiveness. This recognition
reinforces the value of consistently adhering to best practices.
Establish standard operating procedures that increase efficiency. As you develop your team’s performance
level, the standardization of everyday tasks will reduce unnecessary effort and stress.
Create a code of conduct with your team. Defining straightforward rules about how to act every day sets an
expectation that your team should work as a high-functioning group. Team members will find comfort in contributing
to those norms and setting boundaries around what they should not tolerate.
What rules or expectations do you have How do you recognize successful

for everyone on your team? individual contributions?

STRATEGIC THINKING
12. Context
You enjoy thinking about the past. You understand the present by researching its history.
While you have extensive knowledge of your team’s and organization’s history, you’re always trying to learn
more. Because you’re constantly looking at past lessons and victories, you can set up team members for
success by making sure they don’t repeat mistakes but do repeat best practices.
You can ease others’ anxieties during times of change by connecting current circumstances to past events.
Doing this will help team members feel secure knowing that there’s a link between the past and the future
and that you bring focus to that continuity.
You ensure that your team members have everything they need to be successful. Whether it’s the right
information, resources or partners, you share what you know with your employees. You know that to
succeed, you must inform the team of the discussions that led to the plan. This can help minimize failure.
■ Others on your team and in your organization might see you as stuck in the past. And although you help navigate
change by looking at the past, you could be blind to novel situations where history is a poor guide or where
there’s no existing precedent. Keep an open mind and remember that regardless of history, you need to keep
moving forward.
■ You might struggle to have future-focused conversations with your team members about long-term goals,
performance development and the evolution of their roles. A partner can help you think about the future and
dream big about what it could be.
■ You tend to take your time making decisions and are slower to act once you make those decisions. While the
intention behind this is good, it’s easy to forget that your team needs you to be the one who gets the ball rolling
so that they can do their jobs.

ACTION ITEMS
How to Apply Context as a

Manager
Study past successes and struggles with your team. Exploring both real and perceived “wins and losses” when
coaching employees can help them gain confidence in their abilities. By isolating the conditions that promote both,
you can predict future success and avoid barriers to achieving goals.
Use your knowledge of your organization’s past to tell stories of historical significance. These stories
convey a legacy of how your organization created success for others and show a shared history of sustainable
growth.
Mentor new and existing team members closely. Use your experienced team members’ institutional knowledge
by having them contribute to training manuals or add an organizational history lesson to your team’s onboarding
program. This information offers guidance and inspiration in the present through an understanding of the past.
Make sure your team knows about past projects that are similar to current ones. Team members can learn
many things from this comparison such as what pitfalls to avoid, what successes to repeat and how to avoid starting
from the beginning if it’s unnecessary.
How do you use your knowledge of What research do you do before

history to make informed decisions? assigning new tasks to your team?

EXECUTING
13. Deliberative
You are best described by the serious care you take in making decisions or choices. You anticipate obstacles.
You see things others don’t and take your responsibilities — both personal and team-related — seriously.
Because of this, you anticipate potential obstacles in processes for your team and each of your performers.
Knowing they can trust your discernment gives your team members confidence.
There isn’t a choice you’ve made that you didn’t make carefully. Risk assessment isn’t a one-and-done task
on your to-do list. You are constantly assessing it for your team and organization. In fact, you contemplate
every risk. Once identified, you enjoy bringing others into those conversations to decide how you’ll navigate
and minimize those risks.
Your recognition is always meaningful and can energize and motivate your team. You wouldn’t say something
unless you meant it, and you certainly wouldn’t spend time flattering someone who doesn’t deserve it. Your
words are careful andpowerful.
■ Your thoroughness and conscientiousness serve you well, but they can frustrate a team that’s ready to act, move
or get started. Communicate to your team members when you need extra time to think or decide. This will
reduce their frustration and keep them open to hearing what you have to say.
■ You choose your friends carefully, so people could feel like they’re outside of the small group you’ve decided to
be open with. Make sure you’re trying to get to know everyone on your team in a personal way. As a manager, you
don’t want to create a rift in the team because of your chosen friends.
■ You might withhold recognition from employees because you see the work they’re doing as part of their job
description. This may make employees feel overlooked and undervalued. Try giving more recognition to reinforce
excellent behaviorsand increase engagement.

ACTION ITEMS
How to Apply Deliberative as a

Manager
Ask for team members’ opinions about the best ways to proceed before making major decisions. Then share
and reinforce their thoughts that contributed to the decision. Requesting team members’ input minimizes any
difficulties they might experience when changes happen.
Give evidence-based recognition and praise every week. While it might feel ineffective to give frequent, simple
praise, think about the risk of not highlighting quality performance or progress. Recognition — even a little —
supports higher employee engagement.
Focus on a project’s key performance metrics and outline potential drawbacks. Helping your team members
stay mindful of these possibilities makes it easier for them to proactively solve problems rather than reacting to them
in the moment.
Coach your team on how to assess risk when facing a difficult decision. Share your three best questions that
each team member could ask themselves before making a decision. This exercise could reduce the anxiety that
some might associate with challenges and keep team members focused on the values that contribute to their goals.
How do you think through decisions to What helps you decide who on your
create goals? team deserves praise and recognition?

14. Developer
You recognize and cultivate the potential in others. You spot the signs of each small improvement and derive satisfaction
from evidence of progress.
Your natural ability to see people’s potential allows you to fully invest in your employees. Knowing them and
who they can become, you easily find ways for them to improve. You see areas of development that they may
not see themselves.
Recognizing others comes naturally to you. When you see small amounts of progress, your praise helps your
employees create momentum and continue their development. This enables you to coach your team
members to succeed.
Because you’re always looking for growth, you enjoy investing time in collaborating with your employees to
improve their performance. Your belief in development brings comfort to your employees, freeing them to
explore their fullest potential.
■ Because you believe deeply in each employee’s potential, it may mask the reality of their performance. By
allowing them to perform poorly or without accountability, other team members might become disengaged as
they work to perform at a much higher standard.
■ You might not make time to focus on your own growth when you’re concentrating on others’ development. Be
sure to invest in your potential so that you can help those around you reach theirs.
■ Be wary of pushing your employees too hard. They might not care as much about their untapped potential as
you do. By forcing them to explore their development, you can create tension in your relationships and on your
team.

ACTION ITEMS
How to Apply Developer as a

Manager
Recognize team members who dedicate their time to developing others. You’re more likely to notice this type of
commitment to others among your team members. Developing people is the foundation of a successful team, so it’s
vital to acknowledge team members who are known for helping their peers advance.
Have quarterly developmental conversations. Ask each team member: What was your most impressive
accomplishment from the previous three months? What did you learn about your abilities and influence from that
accomplishment? Where do you see the potential for your next great achievement in the next three months?
Review each team member’s talents. Identify each team member’s main areas for potential, and then
communicate these to them. Use your insights to create assignments for each employee to surpass their current
goals and develop in their role.
Invest in your growth by setting yearly developmental goals. Think about different ways you can learn to
become a better coach for your team. Not only will you benefit from focusing on your development, but so will your
team.
Where does your team need more room How do you approach difficult
to grow and learn right now? performance conversations?

EXECUTING
15. Discipline
You enjoy routine and structure. Your world is best described by the order you create.
You bring structure and routine to your team and organization. Your team members know that your strong
attention to detail and perfectionist tendencies will help achieve — and possibly surpass — the highest
performance outcomes.
You emphasize deadlines for yourself and your team. You advocate for team members because you
understand that timelines and expectations need to be realistic if you’re going to stay on time. By creating
step-by-step milestones together, you help your employees take ownership of their tasks.
Others know they can count on you to organize messy projects and processes, clarify vague expectations,
and bring structure to team partnerships. You see how things work best and make it a goal to ensure that
everything keeps functioning that way.
■ While it might be hard to understand, some team members may want more ambiguity and the chance to set their
own expectations. In fact, excess structure and routine might stifle their progress. Be careful not to hold
everyone to the same rigid standards. Let your employees know when the expectations are serious and where
there’s wiggle room.
■ Your need for control may inadvertently create a team of “yes people” who come to work, robotically complete
their tasks, then leave. Make sure your strictness doesn’t make your team members feel like they don’t have a
say in anything.
■ Your team might feel uneasy when approaching you with difficult issues — especially if those issues push a
deadline or don’t fit into your structure or expectations. Be open to addressing team members’ immediate
needs, which helps maintain your employees’ trust and keep your relationships healthy.

ACTION ITEMS
How to Apply Discipline as a

Manager
Create a standardized plan for performance development conversations. When you get these conversations
on your team members’ calendars and then ensure that they take place, you show them that you are prioritizing their
development. And development improves performance.
Have each team member commit to one or two daily or weekly habits. Adding these into their routine can help
them stay focused and support the team’s momentum. Your accountability becomes something they can trust and
rely on to help them keep their commitments.
Recognize highly detailed, exceptional performance on your team. Drawing attention to seemingly small
contributions that added another level of excellence to a project helps team members appreciate what they might
have otherwise overlooked.
Define consistent approaches for processes that affect your team. Clarification of processes creates
consistency across the team. Use the time you get back from being naturally efficient to invest in your team.
Where do you and your team need more How do you communicate performance
structure right now? expectations to your team?

16. Empathy
You can sense other people’s feelings by imagining yourself in others’ lives or situations.
You sense what your employees are feeling without them saying a word. When you approach them with a
simple question, they are more likely to offer honest insights into what is causing their emotion.
It’s natural for you to connect with your team members on an emotional level. When using this talent to
create better team outcomes, you know when someone’s engagement is decreasing, so you intervene
before their performancesuffers.
You deliver difficult news in a way that makes it easier for an employee to process and accept. Your
awareness of employees’ emotions lets you adjust and individualize the messaging to reduce confrontation
and internal strife.
■ Emotions require energy, and you experience a lot of emotions. Living with the difficulties of both your team
members’ emotional experiences and your own could make it difficult to have any energy left over to get things
done.
■ You want to avoid the stress of difficult discussions. But delaying them could increase tension on your team,
especially among team members who see you avoiding key issues that affect the team. Don’t postpone having
these types of conversations because they could lead to more harmony.
■ Often, decision-making can exhaust you because you worry too much about how others feel. Use these
moments as an opportunity to slow down and focus on the facts and ask for help from a partner or a team
member who is less inhibited by emotional conflicts.

ACTION ITEMS
How to Apply Empathy as a

Manager
Ask your team members how they’re feeling. In what areas of their performance do they believe they are the
strongest and most confident? Where are they the most vulnerable and unconfident? Their emotions affect their
efforts. The answers you get to these questions help keep team members emotionally stable and ready to
contribute their bestwork.
Arrange partnerships on your team as members learn, grow and work together. You see how team members’
personalities and emotions work well together to achieve goals. The emotional strength gained from these
relationships increases their chances for success.
Discuss external issues or current events that compete with your team’s energy and focus. Social, political
and economic events can distract employees, making it difficult for them to perform. By talking about what could be
an emotional issue, you create a healthy, productive environment for your team to move forward.
Encourage team members to share personal stories that happen outside of the workplace. This transparency
provides your team with trust and stability. Team members may not know that it’s OK, even encouraged, for them to
share about their personal life. When they feel like you care about them as people first, they are more likely to be
engaged.
When do you know it’s time to have a

How do you manage your own emotions
difficult conversation with a team
based on your work?
member?

EXECUTING
17. Focus
You can take a direction, follow through and make the corrections necessary to stay on track. You prioritize, then act.
Your Focus theme helps you prioritize, then act. First, you easily decide whether a task is necessary — if it’s
not helping, it’s not needed. Second, you determine in what order you should complete the most important
tasks. This doesn’t always come easily for others, but it helps you guide your team toward success.
You prefer to work toward a specific objective and want your team to do the same. Because you know where
you’re headed every day, you can easily help your team and each individual set goals that align with your
expectations and other organizational objectives.
When projects derail — no matter how chaotic or cluttered — you know how to get the team headed in the
right direction again. Because you can easily assess a situation to determine the priority, your team members
know that they can depend on you for the directions to success.
■ Sometimes, you get engrossed in your work, which can make you feel unreachable to your team. Employees
might feel like they can’t talk to you and then decide to deal with their wants and needs alone. Remember to set
aside time to walk away from your work to check on your team.
■ You have little patience for delays and obstacles, but you can’t guarantee that both won’t occur. Practice
adjusting your focus to the things that matter most in the moment. As long as you shift your attention, your
expertise and ability to prioritize can save the team from being overcome by difficulties.
■ Your individual goals are so strong that team members who set less ambitious goals could frustrate you. But
instead of being disappointed, coach employees to see the importance of individual goals that align with
organizational success, even if they don’t share your commitment to them.

ACTION ITEMS
How to Apply Focus as a

Manager
Ensure that each new project plan includes detailed expectations. Include how often and at what points the
team should meet to review and reflect on progress. No matter how well you organize your project, new conditions
can challenge your team’s focus. Figuring out ways to gauge improvement increases your team’s ability to stay
focused on its goals.
Discuss the team’s top three priorities during team meetings. This conversation unifies team efforts by
clarifying what should be the team’s primary concern. Team members rely on you to keep them focused on what
matters most to achieve team and organizational goals.
Learn when each team member feels the most productive. Discover what environment or factors help team
members stay focused. Ask team members to describe when they feel the most involved, committed and
enthusiastic. Re-create those circumstances to help them concentrate on top-priority work.
Ask team members regularly if they are dealing with competing priorities. In a matrixed work environment,
every project and each piece of communication feels increasingly important. If team members feel overwhelmed,
your response can clarify their roles and goals to help them complete tasks and meet priorities more efficiently.
How do you prioritize projects and Where can you clarify expectations for
goals? your team members?

STRATEGIC THINKING
18. Futuristic
You are inspired by the future and what could be. You energize others with your visions of the future.
You think more about what can be than what is. When you share this curiosity about the future with others,
you push your team to think beyond today and find new and smarter ways of working
Today's events are leading somewhere, and you focus on what that somewhere could be. Team members
benefit from hearing your ideas about what's coming and feel inspired by understanding how their work will
secure future success.
Likely, your team members always go to you when they need a gut reaction or opinion about something
related to the future. These discussions help you better understand their passion and guide their
development toward their ideal future.
■ Some employees might be concerned or anxious about your vision of the future because change intimidates
them. Know when you need to further explain your plans and ideas or when you need to slow down.
■ Spending too much time dreaming about the future can discourage others. If your team members’ day-to-day
responsibilities take up all of their time, they might see your visualizing as downplaying the importance of their
current struggles or workloads.
■ Your vision of the future is so clear that you may move forward without giving your team more context about it.
Ensure that you create alignment with your team members on where you are going by describing why you are
excited about your vision.

ACTION ITEMS
How to Apply Futuristic as a

Manager
Describe what the ideal picture of success looks like and the steps your team should take to reach it.
Because you have a firm grasp of what the future could be, you can make this vision a reality by connecting your
team's current work and its future successes. This will strengthen your team's focus on achieving its purpose and
mission.
Ask your team members to describe their brand. What do people in our organization know them for? What do
people like best about working with them? When people think of them, what words do they associate with them? The
future picture helps arrange initial steps; collaborate to create a plan to make that vision a reality.
Connect your team's work with the organization's performance goals and mission. Keep team members
focused on the bigger picture and their role — both as a team and as individuals — in the organization's overall
success.
Ask team members where they want to be professionally a year from now. Collaborate with them to decide
what developmental opportunities they need to get to where they want to be in a year, and then make them happen.
A lack of options for development is one of the main reasons employees leave their organization.
What new goals and ideas have you How do you communicate new ideas
been considering recently? and plans to your team?

19. Harmony
You look for consensus. You don’t enjoy conflict; rather, you seek areas of agreement.
You long for your team to work together for one common purpose. While you understand that not everyone
thinks and believes the same things, you know that they can work together toward a common good despite
those differences.
To help team members navigate conflicts and emotions, you let each person share their concerns. You make
people feel like someone hears them, which increases the chance for team consensus. Ensuring that your
team members are all on the same page helps resolve current and future conflicts.
You enjoy showing support for what your team members have in common with you and one another. This
strengthens group dynamics and helps individuals see the value in their teammates that they might not have
seen before.
■ Conflict and disruption make you uneasy; you may even view it as unproductive. But disruption often leads to
engagement and growth. You can’t always ignore conflict, and you shouldn’t. You must talk about it so that you
can reach aresolution.
■ You might overlook people’s differences for the sake of keeping the peace. However, these different views,
opinions and beliefs could be what inspires breakthroughs or positive changes on your team. You may not fully
know or appreciate who your team members are when you overlook differences.
■ You may avoid taking part in conversations during which team members share different views about a concept or
theory. But by doing this, you might miss important information that could expand your perspective and frame a
new way of thinking. Try viewing diverse opinions as enlightening rather than exhausting.

ACTION ITEMS
How to Apply Harmony as a

Manager
Help build partnerships on your team. Emphasize the similarities and differences among partners. Powerful
partnerships are the building blocks of high-performing teams.
Ask how your team needs your help. Let team members share what they need from you and how they feel you
could help. Do this by asking, “If you could change anything about your current situation for the better, what would it
be, and how could I help?” This proactive approach keeps team members positive and focused on goals.
Recognize other teams or individuals who set up your team for success. Intentionally reconnecting
disconnected work environments emphasizes the importance of communication with and coordination between
teams. Restoring connections makes your team members better cross-functional partners.
Keep your team focused on the essentials that lead to success. You want to ensure that creative ideas add
value. Ask those with innovative ideas to answer: What are the costs in dollars, people, resources and time? How will
this improve team performance? How easy or hard will this be to implement?
How do you identify team members who How do you navigate conflict and tense
could be successful partners? situations?

STRATEGIC THINKING
20. Ideation
You are fascinated by ideas. You are able to find connections between seemingly disparate phenomena.
Although ideas begin in your head, they certainly don’t stay there. Chances are you enjoy sharing your
thoughts with your team members and want to inspire them to do the same. You can then help team
members connect what they do every day to these new ideas to see the broader view of their own work.
Your team members are comfortable bringing you their original ideas. They know you naturally consider
issues and plans from multiple perspectives. Your willingness to hear and accept new ideas improves
communication and helps your team members feel their opinions are valid.
You don’t get caught up in “this is how we’ve always done it” thinking. You keep your team moving forward by
introducing and advocating for innovative ideas. You’re not afraid to challenge the status quo with an
intriguing or provocative concept.
■ Sometimes, you might find yourself having new ideas after you and your team have already committed to a plan.
While it may be tempting to start fresh or change course, consider sticking to the original plan. Consult with your
team members — they’ll be honest about whether they agree with your idea.
■ Straying from what’s conventional could cause anxiety or frustration among team members. Your
unconventional approach makes it difficult to predict your next move. To ease any uncertainties, keep your team
involved in your thought processes and communicate only your best ideas.
■ Other team members might enjoy generating new ideas too. Make sure you’re giving others a way to share their
thoughts, and ensure that they know you heard and considered their views.

ACTION ITEMS
How to Apply Ideation as a

Manager
Identify team members’ unique creativity. Some team members have process-oriented ideas; others have ideas
about building the team’s social dynamic. Your job is to encourage all team members to use their distinctive thinking
to help the team continually improve.
Ask “what if?” questions. What if we don’t? What if we try? What if we fail? What if we succeed? When team
members try to solve a complex problem and don’t know what step to take next, “what if“ questions help them
examine the issue from different perspectives to find alternative solutions.
Discuss the issues that affect team performance. As an assignment, ask every team member to bring one
concern, large or small, to a team meeting. Have team members focus on the ideas that could negatively affect
performance. As a team, think of ways to fix the issue.
Ask questions to determine where team members can’t see the connections between their work and
organizational goals. You see connections where others don’t and have a talent for simplifying complex concepts
or situations. Understand employees’ roles, and then clarify and connect them to higher-level goals. This gives your
team members confidence and boosts their performance.
Who should be involved in the

How does your team react to new ideas
brainstorming process for long-term
and changing plans?
goal setting?

21. Includer
You accept others. You show awareness of those who feel left out and make an effort to include them.
Because you actively involve your employees in important decisions, they are more likely to know that you
value them. Your natural ability to include people in the group means you get your employees’ best ideas,
which keeps them engaged both now and in the future.
You bring everyone on your team into the “inner circle,” creating an opportunity for connection among them.
This sense of camaraderie can enhance employees’ feelings of belonging and value.
You create a strong sense of unity among your employees. When team members share positive experiences
as a group, you further solidify the connection you’ve built with each employee.
■ Your tendency to include more people in the decision-making process adds complexity to it. While you might
need to make some decisions with fewer people, you can still involve the group when generating ideas before
you do this.
■ You could unintentionally set up employees for failure by involving them in a project without explanation or
justification. Ensuring each team member knows why they are involved and what they contribute allows them to
bring their best selves to the project team.
■ Not everyone you try to involve wants to be a part of what you are doing. Being willing to embrace this allows you
to focus on those team members who are included and happy to be there.

ACTION ITEMS
How to Apply Includer as a

Manager
Praise each team member’s contributions. Each time you celebrate team-level success, be sure to tell the team
about each person’s contribution to it. By recognizing their collective excellence, team members become more
aware and appreciative of each other’s talents.
Identify team members who may be excluding themselves. Ask for their input on decisions or assign them to a
project to create more opportunities for them to get more socially involved on the team.
Make time for in-person, virtual or hybrid team events. Structure your team’s social events and team meetings
to create connections between members who may not typically work together or know each other well. This creates
opportunities for friendships that aren’t dependent on functional or role-based interactions.
Ask for each team member’s perspective when making important decisions. After you make a decision,
explain why you made it and the factors that influenced the decision. This transparency when making decisions
helps your team members feel valued and understood, leading to better team cohesiveness.
How do you know when to include

How often should you bring your team
others’ opinions and when to make
together to connect?
decisions on your own?

22. Individualization
You are intrigued with the unique qualities of each person. You have a gift for figuring out how different people can work
together productively.
You naturally know what your team members need. Because you know their strengths and weaknesses and
how they like to work, you assign tasks, and even roles, based on whom they are best suited for. Why leave
success up to chance when you know exactly how to build a thriving team where everyone feels like they’re
winning individually?
You’re not satisfied until you make each person feel seen, heard and valued. To do this, you get to know your
employees better in the context of work while discovering who they are at a personal level. This helps you
build stronger, longer-lasting relationships with your team members.
You detest one-size-fits-all approaches, and this shows in the way you engage your team members.
Performance conversations, goal-setting discussions and recognition all look different for each person. You
notice the slightest differences in people — and you appreciate those differences.
■ Sometimes, you spend too much time individualizing your approach, trying to ensure a perfect outcome for an
employee. It’s OK to create one consistent plan or process and then change it to save time and build a
foundation for fairness.
■ Your relationships may feel one-sided because you want to know everything about a person. Just as you want to
know about others, you want others to know about you. Most people won’t naturally return this individualized
attention, so manage your expectations so that others don’t disappoint you.
■ You may be quick to assume things about people because your instinctive feelings give you the confidence to
say, “trust me, I just know.” However, your team members might prefer that you just ask them about their wants,
needs and values.

ACTION ITEMS
How to ApplyIndividualization
as a Manager
Recognize your team members regularly. Describe each team member’s best contribution to every major
success. Praise helps them become more aware of their unique ability, encouraging them to use it more often and
leading to new levels of success.
Recognize each team member’s communication preferences. Ask them how often they want the two of you to
get together, their communication preferences and how they process information best — whether it’s reading,
discussing or listening.
Ask each employee to describe their best day at work. What they did, goals they achieved, whom they worked
with and recognition they received. These insights can help you and the team member find ways to create
opportunities for more days like their best.
Learn how each team member works best. Once you do, you can better position them to succeed. Some
employees need to think, while others need to talk; some need a partner, while others prefer working alone. And while
some need to ask questions, others want to jump into action. Knowing this will help you motivate your team
members more effectively.
How often do you praise your team What information must you get to feel
members for their successes? like you know someone?

STRATEGIC THINKING
23. Input
You have a need to collect and archive. You may accumulate information, ideas, artifacts or even relationships.
Your team members have everything they need to do their jobs correctly. This is because if you don’t know
something, you’ll learn it. If you don’t know enough, you’ll continue asking questions. And if your employees
need something, you’ll advocate for them to have it. You set team members up for success by ensuring that
they have the knowledge they need to achieve excellence.
You’re driven by intellectual curiosity: collecting thoughts, ideas, relationships — or really anything. Because
you like to have more, you may find yourself bringing a team member with you when it feels like the
information could help them in their role. You archive information related to your organization, job and team
so that you’re never at a loss for knowledge.
Chances are, you know your team members well. The idea of having too much information about someone
or something doesn’t make sense to you. This doesn’t mean you’ll pry, but you won’t be satisfied until you’ve
gathered as much of someone’s story as possible. You ask because you care.
■ You might unintentionally bog down processes, projects and people by collecting things you don’t need. When
gathering information, consider who could use it. If no one on your team benefits, move on. Input apart from
output can lead to inaction.
■ Sometimes, you overwhelm people with too much information. Some people just want to know the main
concepts or what’s most meaningful. Think of it like reading the synopsis versus the whole book. Gauge team
members’ reactions and ask them if they need more or less information.
■ Your tendency to be intrigued by new information might prove to be distracting and time-consuming. Your work
and team could suffer when you spend too much time gathering information instead of completing your work.
Set aside time each day to freely discover, explore and collect ideas.

ACTION ITEMS
How to Apply Input as a

Manager
Ask your team members what they’d like more information about. This can be related to their role, their team,
the organization, clients or mission. Through this type of feedback, you can give them the knowledge or content you
already have. Their responses also encourage you to pursue information you don’t have.
Gather detailed insights about each of your employees. Pay particular attention to the books, trophies, awards,
pictures and other artifacts they have. Objects on display are a clue to employees’ priorities and what motivates and
interests them. This information can help you tailor your recognition to each individual.
Recognize your team members for their expertise. Each person on your team has some level of subject-matter
expertise. Use your coaching to discover that ability and let the team know about it. This helps team members see
each other as relationship-driven resources.
Create skills- or knowledge-based partnerships. Introduce the experts you know to each other to support new
inventions or finding undiscovered paths to success. Relying on these partnerships helps the team stay ahead of
complications and keeps you focused on current projects rather than abstract ideas.
What kinds of information are you most How do you use what you learn to help
curious about? your team succeed?

STRATEGIC THINKING
24. Intellection
You are characterized by your intellectual activity. You are introspective and appreciate intellectual discussions.
You are not afraid of difficult questions — you welcome them. The process of thinking about challenging
concepts or ideas — especially if they’re related to your team — energizes you. For you, it’s less about the
exact idea you’re considering and more about having time to freely consider it.
Your team members trust that you carefully make decisions. You are critical of even your own thoughts as
you think deeper about them. Your employees might describe you as wise and as someone who has great
depth.
It’s good to have you at the start of projects because you consider questions and ideas that others might
avoid. Being a part of the initial project startup means that you can prepare team members for success
before assigning them a task. You lay the groundwork that leads to their success.
■ Team members might feel like you spend too much time thinking and not enough time doing. Sometimes, this is
the case. Take time to think about what you think about: How could you make decisions faster? Are the thoughts
that are taking up your time worth thinking about for that long?
■ You often forget to bring others into your thinking, catching them off guard when you finally share your thoughts.
To prepare your team members and ensure that they’ll understand your idea, share more than your conclusion —
share the mental journey you took to get there.
■ You think a lot about your approaches, but this makes it difficult to adapt to changes quickly and as they arise.
Although it may be difficult, you’ll have to trust other team members’ thinking when quick decisions are
necessary.

ACTION ITEMS
How to Apply Intellection as a

Manager
Encourage your team members to ask you questions. Before progress reviews or other more formal coaching
conversations, give team members a list of questions to pick one or two from to ask you during these meetings. Your
Intellection theme creates in-depth questions, and by allowing your team members to select specific questions, they
get ownership and see their priorities.
Connect your team members to the philosophical why behind the work they do. Your Intellection theme gives
you insight into the meaning and purpose of each role, function and project. This helps you inspire your team beyond
thewho, how and what.
Have more in-depth conversations with your team during times of change and transition. Having these
intellectual conversations with your team members about the team’s purpose helps them accept and effectively
implement the requiredchanges.
Put time on your calendar for thinking. Protect it as much as you would any meeting or project. You need
intentional and regular thinking time. The energy, clarity and focus you get from dedicating time to reflection help you
make stronger contributions to your team and improve your leadership skills.
Where do you expect difficulties in

How often do you set aside time just to
achieving your current team and
think?
personal goals?

STRATEGIC THINKING
25. Learner
You have a great desire to learn and want to continuously improve. The process of learning, rather than the outcome,
excites you.
You are a catalyst for learning. Whether it’s information about the work your organization does, industry
trends or something completely unrelated to your role, you enjoy figuring out the processes that keep your
team at the forefront of new information, which can lead to greater success.
You are an expert in team development. You push others outside of their comfort zone so that they can
develop in their role. The way you see it is simple: You can’t learn what you already know, so you can’t stay
exactly where you are. Continued learning and personal and professional development are values that guide
your team.
Being always willing to learn new things means you are a reliable manager during times of change. Whether
change comes easily for you isn’t the point, the point is that you excel at challenging others to learn and
grow despite their circumstances. And what better opportunity to do that than in the face of change?
■ Not everyone loves to learn. You often forget that not everyone has the same innate desire for more knowledge
as you do. Adding extra pressure to learn more could make team members feel like you’re dissatisfied or
disappointed in their development.
■ When you’re learning, you don’t always focus on team outcomes or goals. While not all your education needs to
be work-, industry- or team-related, most of it should be. If something you’ve learned is relevant, share it with
team members who could benefit from it.
■ The way you learn is unique to you. Be careful not to force others to learn the same way as you. Take inventory of
your team’s learning styles so that you account for everyone when you share your knowledge with them.

ACTION ITEMS
How to Apply Learner as a

Manager
Identify your team members’ learning styles. Some like to read about a topic, while others ask questions; some
want to gather and study data, while others aspire to be the first to try something new. Knowing your team members’
learning styles helps you individualize your coaching to keep them developing.
Discover how skills, training and applying new knowledge will affect business outcomes. This proves the
benefits of learning and the value of growth and development in your team members’ role. Research supports the
link between learning andperformance.
Set aside time to learn and share new things with your team. Challenge yourself to sort through everything
you’re learning and share your three most important takeaways with your team. Realizing what’s most important to
your team helps you prioritize the value over the volume of what you’re learning.
Learn all you can about your team members. Find out their motivations, areas of expertise, values and career
aspirations. Use this information to set them up for success every day and collaborate with them on their long-term
career goals.
Where do you see opportunities for

performance development on your How do you learn best?
team?

INFLUENCING
26. Maximizer
You focus on strengths as a way to stimulate personal and group excellence. You seek to transform something strong
into something superb.
You are a catalyst for team development. Your approach to developmental conversations includes taking the
time to dissect goals and performance metrics so that they meet your standard for quality and excellence.
You have a reputation for taking good things and making them better.
You always focus on excellence in everything, whether on a personal, team or organizational level. You want
good things to become great, satisfied customers to become brand advocates and your team members to
be more than just successful — you want them to be exceptional.
You can sense and pinpoint others’ strengths. However, you’re not satisfied with just pointing out and
praising those strengths. You want to nourish them and push that individual to new heights of success. This
strengths-focused recognition energizes team members and encourages them to continue investing in
themselves.
■ Your insatiable need for perfection could frustrate team members who want to get a project to a good spot. Rely
on others to help you know when good enough is truly good enough.
■ Making things better energizes you, so starting things could be difficult, especially starting from nothing. You
tend to avoid beginning some of your other work by using your desire to maximize as an excuse for
procrastination. Start projects when you’re feeling the most motivated and productive, or work with your team to
kick things off.
■ Remember, people aren’t projects you need to maximize; they are individuals with unique sets of strengths that
you should develop and care for. Don’t let your natural ability to see areas of improvement affect your employees
in a critical way. Find the best in each employee and let them know what you see.

ACTION ITEMS
How to Apply Maximizer as a

Manager
Mention each team member’s major accomplishment while you’re coaching or giving feedback. You
instinctively see the best in others, and you want to help make them even better. When you highlight team members’
best performance, they become more aware of their strengths and contributions.
Make it a weekly habit to ask your team members when the team performed its best this week. This question
helps your team members see their best moments from two perspectives: First, they realize how the team
succeeded, and second, they notice their personal contributions to the achievement.
Meet with your highest achievers more often. Study how each one reaches their goals, and use those insights to
coach them to higher levels of success. As they increase their performance, it’ll inspire their peers to do more while
also providing you with best practices to coach all your team members to be their best.
Set strategic performance metrics and milestones for your team. Start every day with an assessment of
progress: your own, your team’s and everyone’s on the team. Every employee needs to feel challenged and to learn
and grow on the job. Your intentionality when it comes to achieving excellence will meet this need and create a more
productive team.
How do you decide when a project is

How do you define excellence?
truly done?

27. Positivity
You have contagious enthusiasm. You are upbeat and can get others excited about what they are going to do.
You inherently believe that your team members can solve the problems they face. Your thinking leads others
to believe the same and helps them see that they can overcome obstacles to reach their goals.
You bring optimistic energy to the team. Your team members look to you to set the tone for how the day will
go, and you keep them upbeat and excited.
You have a natural way of increasing people’s confidence. When you catch people doing the right things, you
are incredibly comfortable praising them excessively. This recognition creates a work environment where
people put in more effort that leads to more success.
■ You are more likely to spend time talking about what worked rather than what went wrong. When employees only
hear the good, they might question the authenticity of your praise and feedback.
■ Your energy is contagious, either positive or negative. Because others rely on you to be cheerful, be aware of
how you present yourself to your team. Team members will notice even a neutral demeanor, which could make
them think something is wrong.
■ Making every situation upbeat and exciting could make people think your energy is fake. During challenging
situations, let others feel the weight of the struggle while moving toward an optimistic resolution.

ACTION ITEMS
How to Apply Positivity as a

Manager
Point out team member achievements and progress regularly. Doing so will improve your coaching relationship
with the team because it shows your natural enthusiasm and reinforces performance expectations. Recognizing
progress helps renew team members’ energy so they can continue to excel.
Recognize and celebrate accomplishments with important partners. Each time your team achieves a major
milestone or completes a project, talk about the cross-functional partners who played a central role in the success.
Invite these people to celebrate the achievement with your team.
Spend time with others who are optimistic. Without these relationships and regular renewal of inspiration, your
level of optimism can decrease, hurting your ability to positively influence your team members’ performance.
Raise your team members’ morale when they are stressed. Don’t deny the reality of the situation, but instead,
bring your team the positive energy it needs to keep going. Sometimes this boost comes from a quick break, an
inspiring story or a reminder of the importance of their work.
Who deserves recognition for a recent How can you help your team members
accomplishment? when they are the most stressed?

28. Relator
You enjoy close relationships with others. You find deep satisfaction in working hard with friends to achieve a goal.
You build strong relationships with your team members. You want to know and care about them and have
them know and care about you. Employees trust and respect you for refusing to settle for surface-level
relationships and insisting that they bring their authentic selves to work.
Because you value meaningful relationships, you give employees time to form profound connections with
others. You encourage each person to find a best friend at work. You know the benefits of having someone
to connect with while on the job and hope those relationships between your team members continue
outside of work.
You likely spend a lot of time thinking about your team members. Based on your conversations, you know
how each person feels, what they’re working on, etc. This positions you as a subject-matter expert — the
subject being the people on your team. You are the strongest advocate for your people, and you don’t take
that responsibility lightly.
■ You might not enjoy meeting new people because you’re more comfortable strengthening existing relationships.
This natural tendency can be challenging to overcome as you are onboarding new employees. During this
process, try partnering with your existing team members who enjoy meeting new friends.
■ Some team members might see you as highly selective of who you choose as friends. If they feel that you
include only a few people in your “inner circle,” this could cause animosity and jealousy. Invest in the relationships
between you and every team member.
■ You might seem like a hard person to get to know because you are not entirely comfortable around someone
until you know all about them. As a manager, deliberately learn more about your employees as often as possible.
Talk about yourself (your personality, quirks, goals, etc.), and ask your employees to do the same.

ACTION ITEMS
How to Apply Relator as a

Manager
Help your team build trusting relationships. In your team meetings and one-on-one conversations, ask
employees who they count on to help them in a difficult situation. Remind your team that dependable relationships
within and across teams get the best results.
Schedule weekly or biweekly meetings with each team member. Strong leaders are not afraid to let people see
their humanness. By intentionally connecting with each of your team members on a human-to-human level, you
encourage working relationships that lead to more success.
Assign projects to each team member based on what suits them best. Getting to know your team members
personally is your competitive advantage. When building your team and making assignments, you instinctively begin
with the person and then find the job, task or responsibility that fits them best.
Recognize powerful partnerships with outstanding performances. Emphasize the complementary relationships
between those partners. This will reinforce the importance of having strong relationships and collaborating
effectively to navigate workplace change and complexities.
What questions can you ask to make Which team members need more of your
one-on-one conversations with your attention and which want more
team members more meaningful? independence?

EXECUTING
29. Responsibility
You take psychological ownership of what you say you will do. You are committed to stable values such as honesty and
loyalty.
You always do what you promise you’ll do. Your values of honesty and loyalty are the foundation for your
team’s standards. Because of your unwavering dependability, your team members know they can always
count on you. If you say you’ll do it, you will — no questions. Because they trust you, your employees feel
inspired to meet such high expectations and levels of success.
Because you feel personally responsible for your employees and their performance, you always set them up
for success. You ensure that your employees have the resources needed to do their jobs well and on time.
As you care for them, you model a willingness to take on more, a commitment to meeting timelines and the
dependability ofa team player.
You rarely give things up; instead, you take on more. You work tirelessly to achieve all that you’ve committed
to and do it with excellence. Your team admires that you are a hard worker and someone who others trust to
get things done.
■ As you take on more projects or responsibilities for yourself and your team members, you could overwhelm
them with the number of new tasks and projects you’ll assign them. Don’t let your struggle to say no become the
fire that burns out your team.
■ You may be more likely to micromanage your team as you search for ways to increase ownership. When team
members start worrying more about what you think than about what customers think, you’ll know you may have
gone too far. If you find yourself checking in often, make it a point to let your team members do their jobs
independently.
■ It’s tempting to step in and fix things when team members struggle or fail. Remember that you are responsible for
helping your people develop, and sometimes that looks like trusting them to work, fail and learn.

ACTION ITEMS
How to Apply Responsibility as

a Manager
Decide who is the best fit for each project. Before each assignment, figure out who on your team could do it best
or who you could partner with to do it best. Your answers can help prevent responsibility overload. They’ll also ensure
that you manage the process and completion of these tasks.
Encourage each team member to accept their role responsibilities. Continually adjust expectations and ask for
opinions about resources needed to complete assignments. By keeping ownership at the core of your coaching, you
model the value of responsibility through focus and follow-through.
Stay committed to top priorities by keeping an accountability list. Write down three to four priorities that are the
most important. Determine importance based on your greatest organizational, relational or team goals. As more
requests come in, weigh them against these priorities. Regularly remind yourself of your existing commitments.
Delegate tasks often and intentionally. You don’t have to do everything yourself. While handing over duties might
feel like you are neglecting your responsibilities, delegating creates developmental opportunities for your team. Find
ways to give team members work to help them grow in their roles and meet their goals.
How do you typically manage your many How do you keep track of all your
commitments? competing priorities?

EXECUTING
30. Restorative
You are adept at dealing with problems. You are good at figuring out what is wrong and resolving it.
Your team members know that they can come to you with their problems. Not only are you OK with this, but
you also encourage it. You try to find issues and look to resolve them. While some perceive their team’s
setbacks as tiring, seeking resolutions to difficulties energizes you.
Your approach to processes emphasizes efficiency and wholeness, which means no broken parts. This frees
employees to do their job with excellence, knowing that things are as they should be and that the moment
something breaks, you can fix it.
You’re relatively unconcerned with potential risks or roadblocks because you focus on the problems
happening now. If something breaks — a process, a project, an idea or a person — you want to fix it, no
matter how complex.
■ People might think of you as being negative or pessimistic because you see problems that others don’t. Bringing
these issues to team members’ attention can catch them off guard.
■ You might be overly critical of yourself, constantly looking for things to fix and checking for areas where you feel
deficient. If left unchecked, this can distract you from focusing on your team members’ development and leave
you feeling overwhelmed by all the things you perceive as problems.
■ Your team could feel frustrated because you see everything as a problem worth fixing. Don’t spend time fixing
things that are working well for team members without first consulting them. They will tell you whether they
believe it’s an issue you need to address.

ACTION ITEMS
How to Apply Restorative as a

Manager
Look for shortcomings that limit performance development. Gaps in quality training and developmental
resources can keep an employee from fulfilling their professional potential. Identify gaps in your team members’
developmental goals and find ways to meet every member’s need for growth.
Communicate your role as the primary problem-solver for your team. Your ability to see beyond present
conditions to find the root cause of a problem and a solution keeps team members confident when unexpected
circumstances arise. Encourage team members to approach you with issues that keep them from meeting and
exceeding goals.
Help team members identify and define present issues. Then, find the cause of the problem and solutions to fix
it. Ask team members what challenges them, and then coach them through a solution by asking what they want to
happen. Answering these questions helps your team focus more on solutions to the problems than the problems
themselves.
Ask for team members’ perspectives when you are solving a complex problem. You tend to solve problems
alone just for the sheer joy of problem-solving. But doing this by yourself, you won’t develop team members or
increase their problem-solving ability. Involving them in finding a solution will build their confidence.
Where are your team members currently

How do you approach a nearly
experiencing problems, and how can
impossible problem?
you help?

INFLUENCING
31. Self-Assurance
You feel confident in your ability to take risks and manage your own life. You have an inner compass that gives you
certainty in your decisions.
You make good decisions that others trust. It’s not selfishness or vanity that drives your confidence but
genuine faith in yourself and your choices. This cultivates a deep trust in you among your team members
because they know that they can count on your decisions.
Your perspective is unique. You’re sure of your routines, worldview and more. Therefore, it’s important to you
that outsiders don’t tell you how to manage your team, think about your work or make a choice for yourself.
You know and value your team, so you believe that you’re the only one capable of managing it.
You stand behind your team members and their actions. Your self-assurance eases their insecurities, worries
and fears. As a champion for your team members, you help them feel appreciated and stronger.
■ You’re sure that the choices you make and the way you lead your team are right. This confidence can be intense
and come off as arrogant to others. This is especially true if you isolate yourself, making decisions alone that
affect everyone on your team.
■ Your colleagues and team members might not feel confident enough to question you. This isn’t because they
believe their ideas are bad, but because they know how secure you are with yours. Make sure you show your
support for team members’ opinions when they bring them to your attention.
■ Just as your employees share in your confidence, leaning on it in times of trouble, it can also take away theirs
when yours feels abrasive or condescending. Set aside your opinions and assurances so employees can
flourish.

ACTION ITEMS
How to ApplySelf-Assurance
as a Manager
Challenge your team to do more. Ask team members if they knew they wouldn’t fail, what they would take on that
would lead to success. When you challenge employees, they are more engaged, innovative and efficient. Your Self-
Assurance theme can be the spark that ignites invention and implementation.
Recognize employees for being confident in their contributions. Team members get their self-confidence from
different sources such as their ability to think, create great relationships or do excellent work. While you have an
innate belief in your abilities, learn where your employees get theirs and support it.
Develop your team members’ confidence. Discover what self-assurance means to them by asking where they
want to apply it in their role. Ask them who has the type of confidence they admire and where they could increase
their own. You can encourage and guide team members based on their answers.
Rely on and celebrate your team members’ expertise. You are confident in what you know you can do, but you
are equally unthreatened by others’ ability in areas in which you are less competent. This helps you develop your
team members’ self-confidence in their contributions to the team’s success.
How do you define success for yourself Who on your team needs a boost in
and your team? confidence?

INFLUENCING
32. Significance
You want to make a big impact. You are independent and prioritize projects based on how much influence they will have
on your organization or people around you.
You are determined to make a difference, and your team feels it. By focusing on the outcomes of your work,
you help team members be proud of the work they do every day.
Your desire to leave a legacy inspires your team. By encouraging your employees to think about the lasting
effect of their work, you push them to do great things. Your quest for long-lasting significance keeps your
team focused on the future and how it connects to the current moment.
You strive to make your people better professionally and personally. Continuing to set high standards for
what you and your employees do further solidifies your lasting outcomes.
■ As a manager, you might not receive recognition for your success, but that’s OK. Appreciate your team
members’ efforts and make sure they receive the praise they deserve. Concern yourself less with your own
recognition, and keep the focus on your team.
■ When you believe someone downplays your contribution, you are more likely than others to become frustrated.
Thinking about your team’s successes will help keep this frustration from derailing your progress.
■ When you focus on making a difference, you tend to overlook accomplishments that some might put great value
on. Engaging others in a discussion about what they see as important can help you take pride in their
achievements.

ACTION ITEMS
How to Apply Significance as a

Manager
Understand how team members want to be known. Ask them: How do you define or describe greatness in your
role? What are you known for? What would you like to be known for? Answers to these questions will reveal
employees’ expectations and give you insights into coaching them.
Discover the audience — or person — whom your team members consider the most important. Ask each
team member the following questions: Whose approval do you value most? Whose feedback do you appreciate
most? Whose endorsement do you care about most? Use this information to ensure employees get the recognition
that is most meaningful to them.
Share the most important team goals with your employees. When your team members hear your objectives for
the organization and their team, it inspires them to align their work to meet those goals and prioritize their projects
based on how much influence they have on team success.
Identify recent successes and let others know about them. You are your team’s biggest cheerleader and
advocate. When the team reaches a goal, ensure that all involved know about it. Getting credit for the work they do
motivates team members to higher levels of productivity and excellence.
Where can you create a clear

How do you enjoy both giving and
connection between team projects and
receiving recognition?
organizational goals?

STRATEGIC THINKING
33. Strategic
You create alternative ways to proceed. Faced with any given scenario, you can quickly spot the relevant patterns and
issues.
Because you know that multiple paths, scenarios and plans can lead to similar outcomes, you easily move
your team forward by quickly finding the most effective one. These choices and complexities might
overwhelm your team, but you see the line that cuts through the mess and leads to a clear path to success.
You instinctively have an alternate strategy when the first plan doesn’t look like it will work out. As a result,
team members are confident in your ability to lead them because they know you’ve thought of multiple ways
to achievesuccess.
Your natural ability to see possible complications helps your team stay focused on the most important goals
while you strategize how to avoid any obstacles. You help them navigate the course, adjusting the route as
needed.
■ Because you can quickly evaluate options, others might not feel that you are considering every choice fairly. Your
team could feel like you missed something when you don’t intentionally outline each path you’ve considered.
■ Slowing down and explaining your strategy to your team members can help them fully understand your
decisions. Without clarification, your plan could overwhelm others. They need to see the patterns in your
thinking.
■ You tend to completely change a strategy in the middle of a project. This could make others feel like you are
critical of their original plan or the work they’ve done to get there. Not every decision needs to result in a
significant change of direction but sometimes only needs minor tweaks.

ACTION ITEMS
How to Apply Strategic as a

Manager
Give your team options. Rather than always directing team members to your desired choice or path, show them
the best two or three options and let them have an opinion on what is best. You sort through scenarios and
anticipate potential challenges quickly, but your team’s buy-in creates a shared strategy that can ensure the path to
success.
Talk to your team members about their career goals. Ask them how they plan to achieve their aspirations and
what obstacles could slow them down. As they consider how to accomplish their career objectives, your Strategic
theme supports them by giving them different ways to achieve their goals.
Tell your team that you are a thinking resource. When stumped by a particular problem or hindered by an
obstacle, be a mentor for your team members. Your strategic thinking is beneficial and effective when team
members know that they have an issue but can’t find a way forward.
Find the best, simplest path forward to achieving goals. Help team members navigate and thrive during times of
change by making connections they cannot see. You see patterns where others see chaos and complexity. Set the
course to lead your team ahead.
How do you figure out what is the best When do you know that it is time to
or clearest path forward? move to the next plan?

INFLUENCING
34. Woo
You love the challenge of meeting new people and winning them over. You derive satisfaction from breaking the ice and
making a connection with someone.
You make everyone feel like they’re a part of the team — an insider. When you notice a team member sitting
on the outside, you push them to connect with those around them. You tend to be the link that connects
your team to other teams, even to the broader organization. When new members join your team, having you
as their manager makes their transition easier.
You make a great first impression, and others depend on you for social success. When bringing your energy
to social situations, you encourage others to be themselves as well. Your team has more enthusiasm and
spirit because of you.
To your team, you are a seemingly limitless network of help, expertise and advice. You’re the link between
your team and everyone else in the organization. Knowing where and who to direct others to helps them
connect to the right resources for achieving excellence.
■ People might perceive your recognition as fake. To please every team member, you give nonspecific praise that
can feel like an attempt at earning admiration. Give specific, timely recognition to demonstrate authenticity.
■ Because of your desire for others to like you, you might unintentionally withhold important feedback vital to
employees’ development. It’s still your responsibility to invest in their growth, which includes having difficult
conversations about performance.
■ You have a natural charm that makes others like you, but some people might perceive it as deceptive or
untrustworthy. Communicate your motivations and intentions to team members clearly so that they know you
truly care about them and don’t have an ulterior motive.

ACTION ITEMS
How to Apply Woo as a

Manager
Introduce your new employees to people and resources throughout the organization. Or have new people in
the organization meet your team. You naturally help newcomers feel comfortable and build relationships quickly —
both of which are vital to engagement and retention. As you do this, you accelerate the growth of meaningful
relationships.
Bring your team together to think about and make important decisions. When you invite team members into
the decision-making process, their engagement will increase if they feel like their opinions matter to you. Your ability
to “win others over” in these group settings can help form stronger bonds on your team.
Give your team members valuable, detailed feedback. Be as specific about why they are receiving it and what it
is about. When your team achieves its goals, celebrate the successes and everyone’s contribution. Your energy and
useful feedback help others get genuinely excited about taking on more responsibilities.
Look for team members who might need to borrow your energy. Sometimes team members are reluctant to
agree to help with complex, challenging initiatives. Pay attention to who might not be a part of the project and
connect with them. Once they join the initiative, reconnect to answer any questions and address any doubts.
How do individuals generally react to

Who deserves more specific praise and
the social energy you bring to
recognition for recent good work?
situations?

CliftonStrengths® for Managers TANADI SANTOSO | 01 - 30 - 2019
Accomplish YourGoals
As the manager, you are responsible for 70% of the variance in employee engagement on your team. This means you
have the power to change the trajectory of your team's performance.
With a commitment to using your strengths, this report becomes the first step you take on the road to exceptional
management.
Write your most meaningful goal in the center of the circle. Next, think about the themes you can use to achieve this goal
to help you answer the questions below.
Ideation Activator
Positivity Strategic
Communication Relator
Learner Maximizer
Self-Assurance Intellection
How will you use your strengths to reach this goal?
How will you know you have been successful?
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Better Management Starts Here

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Reflect toPlan for Action

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Reflect toPlan for Action

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How does your objective approach to What is your approach to simplifying

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Reflect toPlan for Action

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Reflect toPlan for Action

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Reflect toPlan for Action

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Reflect toPlan for Action

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Reflect toPlan for Action

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