Leadership

Strengths Based Leadership
COMPASSPOINT PUBLIC WORKSHOP

MARCH 24, 2017
Session Objectives
Understand how to utilize strengths-based
leadership principles and practices to further
develop in the following domains:
• Leading self – understand and become more aware
of your personal strengths
• Leading with others - create awareness of the
strengths of others, enhance interpersonal
relationships, supervision and teams
• Leading the organization - discuss the skills,
systems, and cultural dimensions needed in a
strengths-based organization
Group Agreements
1. Be fully present
2. Stretch out of your comfort zone
3. Step up, step back
4. Find your own voice
5. Observe confidentiality
6. Bring heart, not just mind
Our Deepest Fear
By Marianne Williamson
Our deepest fear is not that we are inadequate.

Our deepest fear is that we are powerful beyond measure.
It is our light, not our darkness
That most frightens us.
We ask ourselves
Who am I to be brilliant, gorgeous, talented, fabulous?
Actually, who are you not to be?
. . . as we let our own light shine,

We unconsciously give other people permission to do the same.
As we're liberated from our own fear,
Our presence automatically liberates others.
Theory Behind Practice
“Treasure ways of thinking more than the facts you have
accumulated. Facts will be presented to you in such a way
as to veil the ways of thinking embedded in them. To
reveal these hidden ways of thinking, to suggest
alternative frameworks, to imagine better ways of living
in evolving worlds, to imagine new human relations that
are freed from persisting hierarchies, whether they be
racial or sexual or geopolitical—this is the work of
educated human beings. Education is the practice of
freedom.”
—Angela Davis
What Makes a Leader?
History of Leadership Theories
Great Man Trait Behavior Contingency

Men destined by birth to Identify leadership traits Make leaders by teaching Match the leadership style to
lead; no women, few and find people with these. “leader-like” behaviors. the situation.
POC, and no other way.
1840s 1930s 1940s 1960s

Culture Shifts in Leadership
(adapted from Catalyst Project (http://collectiveliberation.org/culture-shifts-2/)
SHIFT FROM: SHIFT TOWARD:

Deficit-based thinking ==> Strengths-based thinking
Individual focus ==> Collective action
Critiquing from the sidelines ==> Leading from the center
Obsession With Productivity ==> Whole people/whole movements

Born AND Made
Talent x (Knowledge + Skill) =
Strength
Right strength for the job

Strategy? Influence? Execute? Relationship?
Well-rounded team vs. “Great Man”

. . . possibilities for equity
Strengths-Based Leadership
Strengths Envy?
Domains of Leadership Strength
Present-Oriented
Executing Relationship Building
Task- People-
Oriented Oriented
Strategic Thinking Influencing
Future-Oriented
“A leader needs to know their strengths as a carpenter knows
their tools, or as a physician knows the instruments at her
disposal. What great leaders have in common is that each
truly knows their strengths – and can call on the right strength
at the right time. This explains why there is no definitive list
of characteristics that describes all leaders.”
- D O N A L D O . C L I F TO N , G A L L U P R E S E A R C H E R
- AND FOUNDER OF STRENGTHS PSYCHOLOGY
Key Findings from 50 Years of Gallup Research
(Rath & Conchie, 2008)
“All too often, leaders are blind to the obvious when it comes to something of critical importance
to them – their own personality.”
- Rath & Conchie, 2008, p. 11
The most effective leaders:

1. Are always investing in strengths
2. Surround themselves with the right people and then maximize their team
3. Understand their followers needs
Focusing on Talents & Strengths
Confidence
Engagement in work
Productivity
Individual growth
Career satisfaction
Staff retention
Organizational growth
What is a Strength?
A strength is composed of:
Talents – how we naturally think, feel, and
behave.
Talent x
Knowledge – what you know, does not
(Knowledge + Skill) =
naturally exist; Strength
Skills – abilities, do not naturally exist

within us;
Potential Indicators of Natural Talent
Where do you learn quickly?
When do you lose track of time?
What comes easy or naturally for you?
When you were a child, what did you

love to do?
Curiosity Interview
1. Since childhood, what have you always loved doing?
2. Tomorrow at work if you could spend time on anything you wanted, what
would it be?
3. What was a peak experience when you felt that you were at your best or
most engaged?
Write down any qualities, values, or talents you notice in your partner’s
answers.
Curiosity Interview (con’t)
Pair up with your same partner from the curiosity interview:
1. What was affirmed?

2. What surprised you?
3. How did it feel?
4. What did you learn about yourself in this activity?
5. Briefly explain your 5 talents from StrengthsFinder. Did these
show up in your story? If so, where and how?
StrengthsFinder Assessment
Wrestle with your results . . .
• Read and underline what resonates
• Cross out what doesn’t
• Change words if you want, make it feel right
• Be open to surprises and watch out for the
inner critic
• Land in a picture of your 5 themes that
explores the interconnections between
themes
• And one phrase that capture the overall feel
of your talents in your own words
Talent x
(Knowledge +
Skill) =
Strength
What is a strength?
Weakness?
Strategies for Managing for Weakness
Get good enough; reach a baseline of acceptable performance

Get a support system or partner
Maximize a strength to compensate and overshadow
Supervisor Conversation
When you are the speaker: Answer the following questions. If you were your partner’s supervisee:
How might you want them to
◦ Better communicate with you?
◦ Build a strong relationship?
◦ Understand your motivation?
◦ Approach your professional development?
◦ Recognize your accomplishments?
◦ Discuss how to manage for weakness?
Executing Domain
Know how to make things happen
Have ability to “catch” an idea and make it

happen
Relationship Building Domain
Provide essential glue that holds the team

together
Create groups and organizations that are much

greater than the sum of their parts
Strategic Thinking Domain
Keep us all focused on what could be
Constantly absorbing and analyzing

information and helping the team make
better decisions
Influencing Domain
Help the team reach a broader audience
Take charge, speak up, and make sure the

group is heard
Team Strengths
EXECUTING sujin Lupe Kad Maro RELATIONSHIP sujin Lupe Kad Maro
Achiever BUILDING
Arranger Adaptability 
Belief  Developer 
Consistency Connectedness 
Deliberative Empathy
Discipline Harmony
Focus Includer
Responsibility  Individualization 
Restorative  Positivity
Relator
STRATEGIC THINKING sujin Lupe Kad Maro

INFLUENCING sujin Lupe Kad Maro
Activator 
Analytical
Command
Context
Communication 
Futuristic
Competition
Ideation   
Maximizer 
Input  
Self-Assurance
Intellection  
Significance
Learner   
Woo
Strategic
While no one individual is ideally well rounded, the best teams are.
Human Options & StrongField Project
Closing Reflections
I had to leave home so I
could find myself, find
my own intrinsic nature
buried under the
personality that had been
imposed on me.
-Gloria Anzaldua

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Strengths Based Leadership

COMPASSPOINT PUBLIC WORKSHOP

Our deepest fear is not that we are inadequate.

. . . as we let our own light shine,

Great Man Trait Behavior Contingency

1840s 1930s 1940s 1960s

SHIFT FROM: SHIFT TOWARD:

Individual focus ==> Collective action

Critiquing from the sidelines ==> Leading from the center

Obsession With Productivity ==> Whole people/whole movements

Right strength for the job

Well-rounded team vs. “Great Man”

Executing Relationship Building

The most effective leaders:

Skills – abilities, do not naturally exist

When do you lose track of time?

What comes easy or naturally for you?

When you were a child, what did you

1. What was affirmed?

Get good enough; reach a baseline of acceptable performance

Know how to make things happen

Have ability to “catch” an idea and make it

Provide essential glue that holds the team

Create groups and organizations that are much

Keep us all focused on what could be

Constantly absorbing and analyzing

Help the team reach a broader audience

Take charge, speak up, and make sure the

STRATEGIC THINKING sujin Lupe Kad Maro

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