The Contemporary Management Issues

CERTIFICATE OF TALENT FOR ONISHA BASNET Includer People exceptionally talented in the Includer theme accept others. They show awareness of those who feel left out and make an effort to include them. Positivity People exceptionally talented in the Positivity theme have contagious enthusiasm. They are upbeat and can get others excited about what they are going to do. Woo People exceptionally talented in the Woo theme love the challenge of meeting new people and winning them over. They derive satisfaction from breaking the ice and making a connection with someone. Input People exceptionally talented in the Input theme have a need to collect and archive. They may accumulate information, ideas, artifacts or even relationships. Adaptability People exceptionally talented in the Adaptability theme prefer to go with the flow. They tend to be “now” people who take things as they come and discover the future one day at a time. Participated on: 2/13/2022 Copyright © 2018 Gallup, Inc. All rights reserved. DONALD CLIFTON | 12-30-1999 Your CliftonStrengths 34 Results You are uniquely powerful. Your distinct CliftonStrengths 34 profile sets you apart from everyone else. This is your talent DNA, shown in rank order based on your responses to the assessment. Use this report to make the most of your strongest CliftonStrengths themes, navigate the rest and maximize your infinite potential: • Read and reflect on your results to understand what you naturally do best. • Learn how to apply your strongest CliftonStrengths every day. • Share your results with others to create stronger relationships and improve teamwork. STRENGTHEN 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. NAVIGATE Significance Futuristic Individualization Focus Maximizer Strategic Learner Achiever Responsibility Belief Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. Analytical Competition Activator Self-Assurance Discipline Communication Arranger Intellection Positivity Ideation Woo Input Deliberative Developer Relator Connectedness Command Consistency Empathy Context Harmony Restorative Adaptability Includer You lead with Influencing CliftonStrengths themes. EXECUTING themes help you make things happen. INFLUENCING themes help you take charge, speak up and make sure others are heard. REL ATIONSHIP BUILDING themes help you build strong relationships that hold a team together. STR ATEGIC THINKING themes help you absorb and analyze information that informs better decisions. RE AD “IDENTIF Y YOUR UNIQUE CONTRIB UTION: THE CLIF TONSTRENGTHS DOMAINS” SECTION TO LE ARN MORE ˃ 1 DONALD CLIFTON | 12-30-1999 Unleash Your Infinite Potential: Your Strongest CliftonStrengths 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Significance Futuristic Individualization Focus Maximizer Strategic Learner Achiever Responsibility Belief The CliftonStrengths at the top of your profile are the most powerful. These themes represent how you are uniquely talented. They are the starting point for living your strongest life possible. Develop these CliftonStrengths to maximize your potential Your greatest chance to succeed — at work or anywhere else — lies in strengthening what you naturally do best and doing more of it. Start with your top five. They are your most powerful natural talents. 1. Read everything about your top CliftonStrengths. To make the most of your talents, you first need to understand them and how to describe them to others. 2. Reflect on who you are. Think about your experiences, your motivations and how you see yourself. Then, consider how your CliftonStrengths shape you: what you do, how you do it and why. 3. Use these CliftonStrengths every day. Start with the suggestions in this report for applying your most powerful CliftonStrengths. 4. Watch out for blind spots. Sometimes how you exhibit your strongest CliftonStrengths can cause unintended negative misperceptions. Read the “What Is a Weakness?” section to learn more about preventing your strongest CliftonStrengths from getting in your way. Then focus on your CliftonStrengths 6-10. Apply the same strategies to make the most of your next five CliftonStrengths. You will excel and become the absolute best version of yourself when you take a strengths-based approach to your life. Do more of what you do best, and you’ll feel more engaged, empowered and energized. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 2 DONALD CLIFTON | 12-30-1999 INFLUENCING 1. Significance HOW YOU CAN THRIVE 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. WHY YOUR SIGNIFICANCE IS UNIQUE These personalized Strengths Insights are specific to your CliftonStrengths results. Because of your strengths, you probably work diligently, persevering to the very end. You are gratified when people tell others you are a competent, trustworthy, and accomplished individual. Driven by your talents, you are determined to be in charge of your own destiny. This is your life. You intend to be the ultimate decision maker regarding personal and professional matters. It’s very likely that you live your life at center stage. It is risky at times. However, it is the only way you will ever know how much people appreciate and love you. Being a person of prominence and achievement comes naturally to you. You easily capture the attention of others. You sense that you are most alive when you hear thunderous applause or receive accolades from those who realize you are important. Chances are good that you contend that what you have to say is very important. You probably tell individuals or groups they would be wise to stop what they are doing and give you their undivided attention. By nature, you seek to be held in high regard and admired as a person of worth. You are delighted when people want to spend time with you. WHY YOU SUCCEED USING SIGNIFICANCE You want to do important work and are determined to make a difference. You want others to respect you for your significant contribution and willingness to work hard to achieve success. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 3 DONALD CLIFTON | 12-30-1999 TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Look for opportunities to do important work where you can help others raise the bar. • Imagine the legacy you want to leave. Picture yourself in the future. When you look back on your life, what will you have done to make the world a better place? • Make a list of the goals, achievements and qualifications you want to accomplish, and put them where you will see them every day. Use this list to inspire yourself. • Tell the important people in your life how valuable their feedback and support are to you. You need appreciation and affirmation, and their words can motivate you. • Stay focused on performance. Your strong Significance theme compels you to set outstanding goals. • Write down your strengths, and refer to them often. Reminding yourself what you do best gives you the confidence to rebound when you don’t get the feedback you need. WATCH OUT FOR BLIND SPOTS • Because of your strong Significance talents, people might perceive you as overly concerned about your reputation and success. Acknowledge that you will need to earn the respect of others through your actions and contributions. • Sometimes you might mask your vulnerability or come across as overly controlled, and this can make it difficult for others to know how to support you. Consider the value of making others feel important by letting them know when you need help. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 4 DONALD CLIFTON | 12-30-1999 STR ATEGIC THINKING 2. Futuristic HOW YOU CAN THRIVE You are inspired by the future and what could be. You energize others with your visions of the future. WHY YOUR FUTURISTIC IS UNIQUE These personalized Strengths Insights are specific to your CliftonStrengths results. Instinctively, you like being an individual performer. Why? Working alone permits you to concentrate all your energy on what you want to accomplish in the coming months, years, or decades. By nature, you sharpen your ideas about the future by spending time with possibility thinkers. These individuals regularly talk about inventions, medicines, designs, technologies, or food supplies that no one else has even considered. Because of your strengths, you invest considerable time creating the future of your own choosing. You frequently share your ideas about what will be possible in the coming months, years, and decades. You probably capture people’s attention whenever you describe in vivid detail what you imagine. Chances are good that you crave moments alone with your thoughts. You consider whatever arouses your intellectual curiosity. Setting aside time each week to explore your ideas is not only a pleasurable but a necessary activity for you. It’s very likely that you sense you have an ability to create word pictures that describe the future. You can inspire people with your images of what can be. The individuals who most appreciate your forward thinking probably want and need to hear from you often. WHY YOU SUCCEED USING FUTURISTIC You are a visionary. Your powerful anticipation and detailed visualization of a better future can turn aspirations into reality. Your vision of tomorrow can inspire and push others to new heights. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 5 DONALD CLIFTON | 12-30-1999 TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Share your visions of a better future. • Use as much detail as possible when you describe what you see on the horizon. Not everyone can naturally fill in the gaps between the present and future like you can. • Choose roles that allow you to contribute your ideas about the future. For example, you might excel in entrepreneurial or startup situations. • Help those who are struggling imagine their future. You naturally foresee a better tomorrow, and that motivates you to overlook today’s pain and problems. • Write down your ideas for the future to clarify your visions for yourself, your colleagues and your friends. • Read articles about technology, science and research to fuel your imagination. Thinking about the future comes naturally to you, and learning more about it will inspire you. WATCH OUT FOR BLIND SPOTS • Because you live in the future, you may find it difficult to enjoy the present moment. While it will always be important for you to have things to look forward to, don’t overlook opportunities to experience and appreciate where you are now. • Some people may dismiss your visions because they can’t see the future like you do. Accept that you must address real issues today to get to a better tomorrow. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 6 DONALD CLIFTON | 12-30-1999 REL ATIONSHIP BUILDING 3. Individualization HOW YOU CAN THRIVE You are intrigued with the unique qualities of each person. You have a gift for figuring out how different people can work together productively. WHY YOUR INDIVIDUALIZ ATION IS UNIQUE These personalized Strengths Insights are specific to your CliftonStrengths results. Driven by your talents, you are quite sensitive to the trials, tribulations, and loneliness forward-looking thinkers experience. When people callously — that is, insensitively — discard their inventive ideas, futurists sense you appreciate their vision of what can be accomplished in the coming months, years, or decades. It’s very likely that you routinely choose to spend time with people who recognize, applaud, or value your accomplishments. You probably prefer the company of those who see what you have to offer. You thrive when surrounded by supportive individuals. You tend to distance yourself from people who repeatedly ignore, downplay, or feel threatened by what you do so naturally and so well. By nature, you are keenly aware of people’s unique traits. You notice characteristics that distinguish each person from everyone else. Because of your strengths, you easily identify with what others are thinking and feeling. You intuitively understand their hopes, fears, joys, and sorrows. This helps you consider things from each individual’s perspective. Instinctively, you instinctively recognize that you grow and benefit when you emphasize your strong points. This explains why you routinely seek the company of people who value your unique gifts. WHY YOU SUCCEED USING INDIVIDUALIZ ATION You notice and appreciate each person’s unique characteristics, and you don’t treat everyone the same. Because you can see what makes each individual unique, you know how to bring out their best. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 7 DONALD CLIFTON | 12-30-1999 TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Appreciate the uniqueness in each person you meet. • Become an expert at describing your own strengths and style. What is the best praise you ever received? What is your best method for building relationships? How do you learn best? • Ask your coworkers and friends these same questions. Help them create a future based on their strengths and what they do best. • See the talents in others, and encourage them to follow their dreams. Help individuals understand and maximize the power of their talents. • Study successful people to discover the uniqueness that made them successful. • Help your coworkers and friends become more aware of each person’s unique motivations and needs. WATCH OUT FOR BLIND SPOTS • You often know more about others than they know about you, and when people don’t naturally show awareness of your likes, dislikes, motivations and needs, this may disappoint you. Recognize that you will need to share your preferences with people, and don’t assume they will instinctively know. • Your natural impulse is to put individual needs and goals ahead of what is best for the group. To prevent the appearance of favoritism and bias, acknowledge that sometimes you will need to adjust your style for the greater good. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 8 DONALD CLIFTON | 12-30-1999 EXECUTING 4. Focus HOW YOU CAN THRIVE You can take a direction, follow through and make the corrections necessary to stay on track. You prioritize, then act. WHY YOUR FOCUS IS UNIQUE These personalized Strengths Insights are specific to your CliftonStrengths results. Because of your strengths, you may be aware that you are more persistent and determined than many people are. Perhaps this is most evident when you have established a clear goal. You direct most of your attention to the task. You avoid being distracted by irrelevant, timeconsuming, and/or nonproductive activities. It’s very likely that you typically immerse yourself in intense activities. Preferring a fast pace, you thrive on excitement. You appreciate being surrounded by like-minded individuals. They motivate you to expend even more energy accomplishing whatever needs to be done. You stay busy and work hard whenever it is necessary. Instinctively, you seek to govern the circumstances of your life. You probably choose to work on tasks by yourself so you can determine what to do, when to do it, and how to do it. Group decision-making usually frustrates you. Chances are good that you keep your assignments and projects on track by setting weekly objectives. You work your plan and concentrate on your goals until you attain them. By nature, you normally establish step-by-step performance targets for yourself. Keeping each week’s tasks and goals in mind probably improves your chances of finishing in first place and being declared the best. WHY YOU SUCCEED USING FOCUS You have a powerful ability to prioritize, set goals and work efficiently. You avoid timeconsuming distractions and stay on track toward an overall objective. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 9 DONALD CLIFTON | 12-30-1999 TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Set specific goals with timelines to motivate yourself. • Attach timelines and measurements to your goals, and keep track of your progress. Regularly meeting your objectives will prove that you are moving forward and inspire you to do more. • Try putting a daily “power hour” of complete focus on your calendar each week. During this hour, turn off all your social media alerts, get away from your email, find a committed space and work toward one important goal — and nothing else. • Write down your goals and refer to them often. You will feel more in control of your life. • In meetings, take responsibility for summarizing what the group decided, defining when the group will act on its decisions and setting a date to reconvene. • Pay attention to those who think, act and talk less efficiently than you do. Sometimes their “detours” will lead to unexpected discoveries. WATCH OUT FOR BLIND SPOTS • You may focus so intently on your own work that you don’t notice when goals and priorities change. Remember to occasionally stop what you’re doing so you can re-evaluate your objectives. • When you are absorbed in something, you may be slow to respond to others’ immediate needs and appear emotionally distant. Acknowledge that sometimes, you will have to stop and respond to interruptions from the important people in your life. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 10 DONALD CLIFTON | 12-30-1999 INFLUENCING 5. Maximizer HOW YOU CAN THRIVE You focus on strengths as a way to stimulate personal and group excellence. You seek to transform something strong into something superb. WHY YOUR MA XIMIZER IS UNIQUE These personalized Strengths Insights are specific to your CliftonStrengths results. Instinctively, you are grateful when your questions are answered, your studies yield new information, or your knowledge increases. You routinely deepen your understanding through conversations, the media, the Internet, books, or classes. You resist spending the majority of your time on topics that are not in line with your natural abilities. Instead, you choose to take advantage of your talents — and by doing so, you consistently produce topnotch results. Chances are good that you customarily figure out what makes each person special. You talk to, observe, or study individuals who produce nothing less than excellence to identify what inspires them. Unquestionably, you prefer to associate with those who share your passion for taking something good and making it better. Once you understand what drives a person, you can motivate him or her to transform whatever was made better into something utterly superb. Because of your strengths, you select projects, assignments, or tasks that allow you to use your talents to produce outcomes. You actively seek opportunities to work independently. You probably realize you make a lot more progress when you are allowed to work alone. By nature, you are attracted to people who acknowledge your talents as an individual contributor. Your chances of success markedly increase when you can determine how you will solve problems, reach goals, acquire knowledge, apply your skills, or handle assignments. It’s very likely that you have identified your talents and strengths. You know the things you do quite well. You waste very little time mulling over your limitations, shortcomings, or failures. Your strengths allow you to capture first-place honors again and again. You refuse to concentrate much energy on areas where you must struggle just to be average. “What’s the point?” you ask yourself. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 11 DONALD CLIFTON | 12-30-1999 WHY YOU SUCCEED USING MA XIMIZER You focus on quality, and you prefer working with and for the best. By seeing what each person naturally does best and empowering them to do it, you make individuals, teams and groups better. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Strive for excellence, and encourage others to do the same. • Stay focused on your own strengths. Choose one talent you want to maximize each month, and invest in building on it. Refine your skills. Acquire new knowledge. Practice. Keep working toward mastery. • Make your weaknesses irrelevant. Find a partner, devise a support system or use one of your stronger themes to compensate for your weaker ones. • Help your friends and coworkers recognize others’ talents and strengths. • Develop a plan to use your strengths outside of work. Consider how your strengths relate to your personal mission and how they can benefit your family or community. • Study success. Spend time with people who have discovered their strengths. The more you understand how using strengths leads to success, the more likely you will be to create success in your own life. WATCH OUT FOR BLIND SPOTS • Your desire to exhaust all possible outcomes can frustrate those who want to come to a suitable conclusion and move forward. Sometimes, you will need to accept that “good enough” is adequate and appropriate. • You might be disappointed when a project or initiative falls short of your definition of excellence. Try not to get discouraged when you have to work on or sign off on something that is acceptable, but not ideal, in your eyes. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 12 DONALD CLIFTON | 12-30-1999 STR ATEGIC THINKING 6. Strategic HOW YOU CAN THRIVE You create alternative ways to proceed. Faced with any given scenario, you can quickly spot the relevant patterns and issues. WHY YOU SUCCEED USING STR ATEGIC You quickly weigh alternative paths and determine the best one. Your natural ability to anticipate, play out different scenarios and plan ahead makes you an agile decision-maker. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Always have at least three options in mind so you can adapt if circumstances change. • Strengthen the groups you belong to by using your talent to discover the best path to success. Because you can do this quickly, it may look as if you are “winging it,” so explain yourself along the way to help others understand what you see. • Schedule time each day to think about your goals and strategies. Time alone might be the best way for you to evaluate all your options and to find the right course of action for each goal. • Trust your insights. Because you consider options so naturally and easily, you might not realize how you came up with a strategy. But because of your exceptional talents, it will likely be successful. WATCH OUT FOR BLIND SPOTS • When working with others, sometimes they may misinterpret your strong Strategic talents as criticism. Be mindful of what is already working well and what others have accomplished. • Because you evaluate patterns and pathways so quickly, others might find it difficult to follow or understand your thought process. Be aware that sometimes, you might have to backtrack to explain how you got to where you are. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 13 DONALD CLIFTON | 12-30-1999 STR ATEGIC THINKING 7. Learner HOW YOU CAN THRIVE You have a great desire to learn and want to continuously improve. The process of learning, rather than the outcome, excites you. WHY YOU SUCCEED USING LE ARNER You love to learn, and you intuitively know how you learn best. Your natural ability to pick up and absorb information quickly and to challenge yourself to continually learn more keeps you on the cutting edge. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Use your passion for learning to add value to your own and others’ lives. • Become an early adopter of new technology, and keep your coworkers, friends and family informed. You learn quickly, and others will appreciate when you share and explain cuttingedge developments to them. • Respect your desire to learn. Take advantage of educational opportunities in your community or at work. Discipline yourself to sign up for at least one new course or class each year. • Find opportunities to expand your knowledge. Take on increasingly difficult topics, courses or projects. You love the challenge of a steep learning curve, so beware of learning plateaus. WATCH OUT FOR BLIND SPOTS • You place a high value on learning and studying, and you may tend to impose this value on others. Be sure to respect others’ motivations, and resist pushing them toward learning for learning’s sake. • You love the process of learning so much that the outcome might not matter to you. Be careful not to let the process of knowledge acquisition get in the way of your results and productivity. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 14 DONALD CLIFTON | 12-30-1999 EXECUTING 8. Achiever HOW YOU CAN THRIVE You work hard and possess a great deal of stamina. You take immense satisfaction in being busy and productive. WHY YOU SUCCEED USING ACHIEVER You love to complete tasks, and your accomplishments fulfill you. You have a strong inner drive — an innate source of intensity, energy and power that motivates you to work hard to get things done. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Bring intensity and effort to the most important areas of your life. • Set challenging goals. Take advantage of your self-motivation with a more ambitious goal every time you finish a project. • Take time to celebrate each success before moving on to your next item or task, even for just a few minutes. • Limit your commitments to projects or assignments that align with your highest priorities as much as you can. WATCH OUT FOR BLIND SPOTS • You might get frustrated when others don’t work as hard as you do, and they might see you as too demanding. Remember that not everyone has the same high expectations for themselves or is driven to work as hard as you are. • Your pressing need to get things done might cause you to take on projects or agree to deadlines before you know everything that’s involved. Before you commit to something, make sure you have the time and resources you need to do it right. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 15 DONALD CLIFTON | 12-30-1999 EXECUTING 9. Responsibility HOW YOU CAN THRIVE You take psychological ownership of what you say you will do. You are committed to stable values such as honesty and loyalty. WHY YOU SUCCEED USING RESPONSIBILIT Y You have a deep sense of dedication and feel ownership for your commitments. You are a person of your word, and others know they can rely on and trust you. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Take ownership for the things that matter most to you. • Always check your schedule and to-do list before taking on a new request. This will help you realistically meet all of your commitments without overworking yourself and demonstrate to others that you are serious about your responsibilities. • Align yourself with those who share your sense of commitment. You will thrive when you are surrounded by others who take their responsibilities as seriously as you do. • Be an ethical watchdog for your school, organization or community by taking action to eliminate and prevent any unethical behavior you see. WATCH OUT FOR BLIND SPOTS • Because you find it difficult to turn down others’ requests, sometimes you overcommit. Try to manage your Responsibility talents by giving up something before you take on a new task. • Too many obligations can keep you from spending time with the most important people in your life. Remember that sometimes, no is the best answer for the health of your relationships. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 16 DONALD CLIFTON | 12-30-1999 EXECUTING 10. Belief HOW YOU CAN THRIVE You have certain core values that are unchanging. Out of these values emerges a defined purpose for your life. WHY YOU SUCCEED USING BELIEF Your core values guide you and give you purpose. You provide clarity, conviction and stability by living your values. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Honor your values; they keep you on course during tough times. • Keep reminders of your personal mission around. In difficult situations, these reminders will help you focus on your objective and the valuable contribution you make. • Have courage in your ability to select projects to work on. Ask about their intended outcomes and target audiences. When possible, get involved in ideas and projects that match your values. • Try to keep an appropriate balance between your work and personal life. Both areas will benefit when you dedicate enough time and attention to each. WATCH OUT FOR BLIND SPOTS • Because you are passionate about your own beliefs, others might view you as stubborn or set in your ways. Keep in mind that everyone has a unique worldview, and often, it will not be the same as yours. • Be careful not to pass judgment on others’ principles and motivations. Their values and belief systems deserve your respect, even when you don’t agree with them. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 17 DONALD CLIFTON | 12-30-1999 Navigate the Rest of Your CliftonStrengths 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. Analytical Competition Activator Self-Assurance Discipline Communication Arranger Intellection Positivity Ideation Woo Input Deliberative Developer Relator Connectedness Command Consistency Empathy Context Harmony Restorative Adaptability Includer Your greatest opportunity to reach your full potential is developing and using your strongest CliftonStrengths. But it is also important to understand all 34 of your CliftonStrengths themes. Your unique CliftonStrengths 34 profile The themes toward the top of your CliftonStrengths 34 profile might show up regularly in your life, and the ones closer to the bottom might not show up at all. To fully understand your talent DNA, consider how all your CliftonStrengths themes, separately or in combination, influence your work and personal life. In addition to concentrating on your top 10 themes: • Navigate the middle. You might notice these CliftonStrengths themes in your behaviors from time to time. And you may need to rely on them in certain situations. Think of these themes as a support system you can use when you need to. • Manage the bottom. Just as your top CliftonStrengths show you who you are, those at the bottom may tell you who you are not. They aren’t necessarily weaknesses, but they are your least powerful themes. If you don’t manage them properly, they could prevent you from maximizing your potential. • Identify weaknesses. To determine if any themes are getting in your way, review the “What Is a Weakness?” section on the next page, and find out how to overcome potential obstacles to your success. To learn more about your entire CliftonStrengths profile, see the “Your CliftonStrengths 34 Theme Sequence” section at the end of the report. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 18 DONALD CLIFTON | 12-30-1999 What Is a Weakness? 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. Significance Futuristic Individualization Focus Maximizer Strategic Learner Achiever Responsibility Belief Analytical Competition Activator Self-Assurance Discipline Communication Arranger Intellection Positivity Ideation Woo Input Deliberative Developer Relator Connectedness Command Consistency Empathy Context Harmony Restorative Adaptability Includer Focusing on your CliftonStrengths doesn’t mean you can ignore your weaknesses. Gallup defines a weakness as anything that gets in the way of your success. While the CliftonStrengths assessment does not mathematically quantify weaknesses, you can use your profile to understand how any of your CliftonStrengths themes might prevent you from maximizing your potential. Your strongest CliftonStrengths are your best opportunity for success. But in some situations and with some people, these same themes can hinder your effectiveness and become blind spots. The themes at the bottom of your profile can also get in the way of your success. They aren’t necessarily weaknesses, but they likely do not come naturally to you. To identify potential weaknesses, ask yourself: • Does this theme ever undermine my success? • Have I ever received negative feedback related to this theme? • Does my role require me to use this theme, but I feel drained when I do? If you answered yes to any of these questions, you may be discovering areas of weakness. Don’t ignore your weaknesses. Instead, focus on your strengths, and work to manage the areas that get in your way. How do I manage my weaknesses? • Claim them: Know your weaknesses and how they get in your way • Collaborate: Ask partners for support • Apply a strength: Use a different theme to achieve a better outcome • Just do it: Lean in and do your best Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 19 DONALD CLIFTON | 12-30-1999 Identify Your Unique Contribution: The CliftonStrengths Domains While your CliftonStrengths 34 profile helps you understand who you are, there is also power in knowing how you make things happen, influence others, build relationships and process information. The framework of the four CliftonStrengths domains — Executing, Influencing, Relationship Building and Strategic Thinking — is another way to think about your CliftonStrengths and how you contribute when you join, create or lead a team. The best teams are made up of individuals who understand their own — and others’ — unique contribution to the team. This awareness and appreciation empowers the team to be more cohesive, versatile, productive and engaged. However, be careful not to let the four domains limit your thinking. If you don’t have any top themes in a particular domain, don’t worry. That doesn’t mean you can’t think strategically or build relationships, for example. Everyone accomplishes tasks, influences others, builds relationships and processes information. You just use your stronger themes in different domains to get to the same outcome. The next page shows you how your unique CliftonStrengths profile sorts into the four domains. Knowing which domain you lead with can help you understand your most powerful contribution. The CliftonStrengths Domains EXECUTING People with dominant Executing themes make things happen. REL ATIONSHIP BUILDING People with dominant Relationship Building themes build strong relationships that hold a team together and make it greater than the sum of its parts. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 INFLUENCING People with dominant Influencing themes take charge, speak up and make sure others are heard. STR ATEGIC THINKING People with dominant Strategic Thinking themes absorb and analyze information that informs better decisions. 20 DONALD CLIFTON | 12-30-1999 You lead with Influencing CliftonStrengths themes. You know how to take charge, speak up and make sure others are heard. Influencing Strategic Thinking Executing Relationship Building This chart shows the relative distribution of your unique CliftonStrengths 34 results across the four domains. These categories are a good starting point for you to examine where you have the most potential to perform with excellence and how you can best contribute to a team. See chart below for more detail about your CliftonStrengths by domain. Your CliftonStrengths by Domain EXECUTING I N F LU E N C I N G R E L AT I O N S H I P B U I L D I N G ST R AT E G I C T H I N K I N G 8 15 13 5 33 34 11 22 Achiever Discipline Activator Maximizer Adaptability Includer Analytical Input 17 4 27 14 26 3 30 18 Arranger Focus Command Self-Assurance Connectedness Individualization Context Intellection 10 9 16 1 24 19 2 7 Belief Responsibility Communication Significance Developer Positivity Futuristic Learner 28 32 12 21 29 25 20 6 Consistency Restorative Competition Woo Empathy Relator Ideation Strategic 23 31 Deliberative Harmony Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 21 DONALD CLIFTON | 12-30-1999 Take Action Discovering your CliftonStrengths is only the beginning. Achieving excellence depends on your ability to develop and apply your CliftonStrengths and maximize your potential. Now, take the next steps: • Share your CliftonStrengths with others. Conversations with those closest to you can accelerate your CliftonStrengths development. • Find a Gallup-Certified Strengths Coach. A coach can help you learn to productively apply your CliftonStrengths regardless of the situation. • Apply your strongest CliftonStrengths every day. Read the suggestions in your report, and use the following statements to guide you. HOW YOU CAN THRIVE WITH YOUR TOP CLIFTONSTRENGTHS Significance Look for opportunities to do important work where you can help others raise the bar. Futuristic Share your visions of a better future. Individualization Appreciate the uniqueness in each person you meet. Focus Set specific goals with timelines to motivate yourself. Maximizer Strive for excellence, and encourage others to do the same. Strategic Always have at least three options in mind so you can adapt if circumstances change. Learner Use your passion for learning to add value to your own and others’ lives. Achiever Bring intensity and effort to the most important areas of your life. Responsibility Take ownership for the things that matter most to you. Belief Honor your values; they keep you on course during tough times. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 22 DONALD CLIFTON | 12-30-1999 Your CliftonStrengths 34 Theme Sequence 1. Significance 8. Achiever INFLUENCING E XECUTING People exceptionally talented in the Significance theme want to make a big impact. They are independent and prioritize projects based on how much influence they will have on their organization or people around them. People exceptionally talented in the Achiever theme work hard and possess a great deal of stamina. They take immense satisfaction in being busy and productive. 2. Futuristic STR ATEGIC THINKING 9. Responsibility E XECUTING People exceptionally talented in the Futuristic theme are inspired by the future and what could be. They energize others with their visions of the future. People exceptionally talented in the Responsibility theme take psychological ownership of what they say they will do. They are committed to stable values such as honesty and loyalty. 3. Individualization 10. Belief REL ATIONSHIP B UILDING E XECUTING People exceptionally talented in the Individualization theme are intrigued with the unique qualities of each person. They have a gift for figuring out how different people can work together productively. People exceptionally talented in the Belief theme have certain core values that are unchanging. Out of these values emerges a defined purpose for their lives. 4. Focus E XECUTING People exceptionally talented in the Focus theme can take a direction, follow through and make the corrections necessary to stay on track. They prioritize, then act. 5. Maximizer INFLUENCING People exceptionally talented in the Maximizer theme focus on strengths as a way to stimulate personal and group excellence. They seek to transform something strong into something superb. 6. Strategic STR ATEGIC THINKING People exceptionally talented in the Strategic theme create alternative ways to proceed. Faced with any given scenario, they can quickly spot the relevant patterns and issues. 11. Analytical STR ATEGIC THINKING People exceptionally talented in the Analytical theme search for reasons and causes. They have the ability to think about all of the factors that might affect a situation. 12. Competition INFLUENCING People exceptionally talented in the Competition theme measure their progress against the performance of others. They strive to win first place and revel in contests. 13. Activator INFLUENCING People exceptionally talented in the Activator theme can make things happen by turning thoughts into action. They want to do things now, rather than simply talk about them. 14. Self-Assurance INFLUENCING 7. Learner STR ATEGIC THINKING People exceptionally talented in the Learner theme have a great desire to learn and want to continuously improve. The process of learning, rather than the outcome, excites them. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 People exceptionally talented in the Self-Assurance theme feel confident in their ability to take risks and manage their own lives. They have an inner compass that gives them certainty in their decisions. 23 DONALD CLIFTON | 12-30-1999 15. Discipline 23. Deliberative E XECUTING E XECUTING People exceptionally talented in the Discipline theme enjoy routine and structure. Their world is best described by the order they create. People exceptionally talented in the Deliberative theme are best described by the serious care they take in making decisions or choices. They anticipate obstacles. 16. Communication 24. Developer INFLUENCING REL ATIONSHIP B UILDING People exceptionally talented in the Communication theme generally find it easy to put their thoughts into words. They are good conversationalists and presenters. People exceptionally talented in the Developer theme recognize and cultivate the potential in others. They spot the signs of each small improvement and derive satisfaction from evidence of progress. 17. Arranger E XECUTING 25. Relator People exceptionally talented in the Arranger theme can organize, but they also have a flexibility that complements this ability. They like to determine how all of the pieces and resources can be arranged for maximum productivity. REL ATIONSHIP B UILDING 18. Intellection 26. Connectedness STR ATEGIC THINKING REL ATIONSHIP B UILDING People exceptionally talented in the Intellection theme are characterized by their intellectual activity. They are introspective and appreciate intellectual discussions. People exceptionally talented in the Connectedness theme have faith in the links among all things. They believe there are few coincidences and that almost every event has meaning. 19. Positivity REL ATIONSHIP B UILDING People exceptionally talented in the Positivity theme have contagious enthusiasm. They are upbeat and can get others excited about what they are going to do. 20. Ideation STR ATEGIC THINKING People exceptionally talented in the Ideation theme are fascinated by ideas. They are able to find connections between seemingly disparate phenomena. 21. Woo INFLUENCING People exceptionally talented in the Woo theme love the challenge of meeting new people and winning them over. They derive satisfaction from breaking the ice and making a connection with someone. 22. Input STR ATEGIC THINKING People exceptionally talented in the Input theme have a need to collect and archive. They may accumulate information, ideas, artifacts or even relationships. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 People exceptionally talented in the Relator theme enjoy close relationships with others. They find deep satisfaction in working hard with friends to achieve a goal. 27. Command INFLUENCING People exceptionally talented in the Command theme have presence. They can take control of a situation and make decisions. 28. Consistency E XECUTING People exceptionally talented in the Consistency theme are keenly aware of the need to treat people the same. They crave stable routines and clear rules and procedures that everyone can follow. 29. Empathy REL ATIONSHIP B UILDING People exceptionally talented in the Empathy theme can sense other people’s feelings by imagining themselves in others’ lives or situations. 30. Context STR ATEGIC THINKING People exceptionally talented in the Context theme enjoy thinking about the past. They understand the present by researching its history. 24 DONALD CLIFTON | 12-30-1999 31. Harmony REL ATIONSHIP B UILDING People exceptionally talented in the Harmony theme look for consensus. They don’t enjoy conflict; rather, they seek areas of agreement. 32. Restorative E XECUTING People exceptionally talented in the Restorative theme are adept at dealing with problems. They are good at figuring out what is wrong and resolving it. 33. Adaptability REL ATIONSHIP B UILDING People exceptionally talented in the Adaptability theme prefer to go with the flow. They tend to be “now” people who take things as they come and discover the future one day at a time. 34. Includer REL ATIONSHIP B UILDING People exceptionally talented in the Includer theme accept others. They show awareness of those who feel left out and make an effort to include them. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 25 Assignment 3 Having read the assigned chapters, complete the following: Complete the assignment in a Word Document, and then submit the file to the Drop Box provided, according to the due date on the Calendar. There are two topics due: 1) Discuss the four organizational chart aspects and describe the four traditional departmentalization designs. Discuss the design of the organizational chart where you currently work (or one you have experienced). 2) Review the Discussion of Ethics & Social Responsibility 8-1 regarding JetBlue and address the two questions presented. Also address the same questions regarding your company. There is no requirement with regards to length or word count for each short answer, simply convey a clear understanding of the chapter material and convey that understanding through the required assignment. The assignment will be graded for understanding the topic, providing a clear discussion of such, as well as utilizing correct grammar. Grade: 10% of total grade, including proper grammar ©2016 TalentSmart, Inc.www.TalentSmart.comwww.TalentSmart.comPage 1 of 8 Results Report For ONISHA BASNET Date Completed: January 2022 ©2021 TalentSmart, Inc.www.TalentSmart.comwww.TalentSmart.comPage 1 of 8 Emotional Intelligence 2.0 What is Emotional Intelligence? Emotional intelligence is your ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behavior and relationships. The four parts of the emotional intelligence model are based on the connection between what you see and what you do with yourself and others. The 4 EQ Skills What I See What I Do Personal Competence Personal competence is the collective power of your self-awareness and self-management skills. It’s how you use emotional intelligence in situations that are more about you privately. Social Competence Social competence is the combination of your social awareness and relationship management skills. It’s about how you are with other people. Self-Awareness Self-Management Your ability to accurately perceive your emotions and stay aware of them as they happen. This includes keeping on top of how you tend to respond to specific situations and certain people. Your ability to use awareness of your emotions to stay flexible and positively direct your behavior. This means managing your emotional reactions to all situations and people. Social Awareness Relationship Management Your ability to accurately pick up on emotions in other people and get what is really going on. This often means understanding what other people are thinking and feeling, even if you don’t feel the same way. Your ability to use awareness of your emotions and the emotions of others to manage interactions successfully. Letting emotional awareness guide clear communication and effective handling of conflict. ©2021 TalentSmart, Inc.__________________________________________www.talentsmarteq.com__________________________________________________ Page 2 of 8 Emotional Intelligence 2.0 What the Scores Mean Scores on the Emotional Intelligence Appraisal® come from a “normed” sample. That means your scores are based on a comparison to the global population to discover where you fall in each skill area. Read the following descriptions to better understand what your scores mean about your current skill level. Sco r e R a n g e Meaning A STRENGTH TO CAPITALIZE ON 90-100 These scores are much higher than average and indicate a noteworthy strength. These strengths probably come naturally to you or exist because you have worked hard to develop them. Seize every opportunity to use these emotionally intelligent behaviors to maximize your success. You are highly competent in this skill, so work to capitalize on it and achieve your potential. A STRENGTH TO BUILD ON 80-89 This score is above average. However, there are a few situations where you don’t demonstrate emotionally intelligent behavior. There are many things you’ve done well to receive this score and a few that could be better with some practice. Study the behaviors for which you received this score and consider how you can polish your skills. WITH A LITTLE IMPROVEMENT, THIS COULD BE A STRENGTH 70-79 You are aware of some of the behaviors for which you received this score, and you are doing well with them. Other emotionally intelligent behaviors in this group are holding you back. Lots of people start here and see a big improvement in their emotional intelligence once it’s brought to their attention. Use this opportunity to discover the difference and improve in the areas where you don’t do as well. SOMETHING YOU SHOULD WORK ON 60-69 This is an area where you sometimes demonstrate emotionally intelligent behavior but not usually. You may be starting to let people down. Perhaps this is a skill area that doesn’t always come naturally for you or that you don’t make use of. With a little improvement in this skill, your credibility will go way up. A CONCERN YOU MUST ADDRESS 59 and below This skill area is either a problem for you, you don’t value it, or you didn’t know it was important. The bad news is your skills in this area are limiting your effectiveness. The good news is this discovery and choosing to do something about it will go a long way in improving your emotionally intelligent behavior. ©2021 TalentSmart, Inc.__________________________________________www.talentsmarteq.com__________________________________________________ Page 3 of 8 Emotional Intelligence 2.0 83 Your Overall Emotional Intelligence Score Personal Competence 82 My EQ Skill Scores Self-Awareness Self-Management 78 Personal competence is the collective power of your self-awareness and self-management skills. It’s how you use emotional intelligence in situations that are more about you privately. Social Competence 84 85 100 Your ability to accurately perceive your emotions and stay aware of them as they happen. This includes keeping on top of how you tend to respond to specific situations and certain people. My EQ Skill Scores Social Awareness Relationship Management 87 Social competence is the combination of your social awareness and relationship management skills. It’s about how you are with other people. 100 Your ability to use awareness of your emotions to stay flexible and positively direct your behavior. This means managing your emotional reactions to all situations and people. 81 100 Your ability to accurately pick up on emotions in other people and get what is really going on. This often means understanding what other people are thinking and feeling, even if you don’t feel the same way. 100 Your ability to use awareness of your emotions and the emotions of others to manage interactions successfully. Letting emotional awareness guide clear communication and effective handling of conflict. ©2021 TalentSmart, Inc.__________________________________________www.talentsmarteq.com__________________________________________________ Page 4 of 8 Emotional Intelligence 2.0 My EQ Strategies Based on the EQ behaviors that brought your scores down the most, your score profile suggests you can start with the development of S E L F – A W A R E N E S S using the following three EQ strategies. What brings your score down most What you can do to improve Trouble understanding your emotions. Watch Yourself Like a Hawk…: Self-awareness strategy #6 in the Emotional Intelligence 2.0 book. Blaming yourself too much for the difficulties you encounter. Visit Your Values: Self-awareness strategy #11 in the Emotional Intelligence 2.0 book. Not owning up to your shortcomings. Seek Feedback: Self-awareness strategy #14 in the Emotional Intelligence 2.0 book. ©2021 TalentSmart, Inc.__________________________________________www.talentsmarteq.com__________________________________________________ Page 5 of 8 Emotional Intelligence 2.0 Watch Yourself Like a Hawk … Hawks have the distinct advantage of soaring hundreds of feet above the ground, looking down upon the Earth and seeing all that happens below them. The creatures on the ground go about their lives with narrow tunnel vision, not even realizing that the hawk is soaring above them predicting their every move. Wouldn’t it be great to be the hawk, looking down upon yourself in those sticky situations that tend to get the better of you? Think of all the things you would be able to see and understand from above. Your objectivity would allow you to step out from under the control of your emotions and know exactly what needed to be done to create a positive outcome. Even though you are not a hawk, you can still develop a more objective understanding of your own behavior. You can practice by taking notice of your emotions, thoughts, and behaviors right as the situation unfolds. In essence, the goal is to slow yourself down and take in all that is in front of you, allowing your brain to process all available information before you act. Consider an example. Let’s say you have a teenage son who is more than two hours late for his Friday night curfew. You’re sitting in a living room chair in the dark, waiting for him to stroll through the door and offer another creative explanation for why he’s late and wasn’t answering his phone. The more you sit there thinking about your son’s disregard for your authority and the hours of sleep he’s just robbed you of, the more your blood boils. Before long, you’ve forgotten the real reason you’re so upset – you’re worried about his safety. Sure, you want him to obey the rules, but it’s the thought of him out there acting recklessly that’s keeping you up. Watching yourself like a hawk in this situation requires taking advantage of this calm before the storm. You know your anger is going to rumble to the surface the moment his weak excuses tumble from his mouth, and you also know he’s more likely to follow your rules if you can get him to see and feel your concern. This is the moment when you need to consider what this situation looks like from above. You realize your brooding is just fanning the flames of your anger. You remember that he’s a good kid who’s been acting too much like a typical teenager lately. You know your anger isn’t going to make him change; it hasn’t worked thus far. The bigger picture now in clear view, you decide to explain the rationale for his punishment and why you are so upset, rather than just fly off the handle. When he finally comes slithering into the house, knocking the lamp off the end table in the darkness, you’re grateful you can see the whole picture and not just what’s in front of you. * This is self-awareness strategy #6 in the Emotional Intelligence 2.0 book. ©2021 TalentSmart, Inc.__________________________________________www.talentsmarteq.com__________________________________________________ Page 6 of 8 Emotional Intelligence 2.0 Visit Your Values The plates of life are constantly spinning above you. You juggle projects at work, never-ending meetings, bills, errands, emails, phone calls, text messages, chores, meals, time with friends and family – the list goes on. It takes great amounts of attention and focus to keep the plates from crashing to the ground. Maintaining this balancing act keeps your attention focused outward, rather than inward and on yourself. As you run around struggling to check your daily “to dos” off your list, it’s easy to lose sight of what’s really important to you – your core values and beliefs. Before you know it, you find yourself doing and saying things that deep down you don’t feel good about or believe in. This could mean you find yourself yelling at a coworker who made a mistake, when you normally find such hostility unacceptable. If yelling at your colleagues runs contrary to the beliefs you wish to live your life by, catching yourself (or being caught) doing it is bound to make you uncomfortable and even unfulfilled. The trick here is to take the time to check in with yourself and jot down your core beliefs and values. Ask yourself, what are the values that I wish to live my life by? Take a sheet of paper and separate it into two columns. List your core values and beliefs in the left column and anything that you’ve done or said recently that you aren’t proud of in the right column. Is what you value in alignment with the manner in which you conduct yourself? If not, consider alternatives to what you said and did that would have made you proud of yourself, or at least more comfortable. Repeating this exercise somewhere between daily and monthly will be a huge boost to your self-awareness. Before long, you’ll find yourself thinking of the list before you act, which will set the stage for making choices you can live with. * This is self-awareness strategy #11 in the Emotional Intelligence 2.0 book. ©2021 TalentSmart, Inc.__________________________________________www.talentsmarteq.com__________________________________________________ Page 7 of 8 Emotional Intelligence 2.0 Seek Feedback Everything you see – including yourself – must travel through your own lens. The problem is, your lens is tainted by your experiences, your beliefs, and, without question, your moods. Your lens prevents you from ever obtaining a truly objective look at yourself, on your own. Often, there is a big difference between how you see yourself and how others see you. This chasm between the way you view yourself and the way others view you is a rich source of lessons that will build your self-awareness. Self-awareness is the process of getting to know yourself from the inside out and the outside in. The only way to get the second, more elusive perspective is to open yourself up to feedback from others, which can include friends, coworkers, mentors, supervisors, and family. When you ask for their feedback, be sure to get specific examples and situations, and as you gather the answers, look for similarities in the information. Others’ views can be a real eye-opener by showing you how other people experience you. Putting the perspectives together helps you see the entire picture, including how your emotions and reactions affect other people. By mustering the courage to peer at what others see, you can reach a level of self-awareness that few people attain. * This is self-awareness strategy #14 in the Emotional Intelligence 2.0 book. ©2021 TalentSmart, Inc.__________________________________________www.talentsmarteq.com__________________________________________________ Page 8 of 8 DONALD CLIFTON | 12-30-1999 Your CliftonStrengths 34 Results You are uniquely powerful. Your distinct CliftonStrengths 34 profile sets you apart from everyone else. This is your talent DNA, shown in rank order based on your responses to the assessment. Use this report to make the most of your strongest CliftonStrengths themes, navigate the rest and maximize your infinite potential: • Read and reflect on your results to understand what you naturally do best. • Learn how to apply your strongest CliftonStrengths every day. • Share your results with others to create stronger relationships and improve teamwork. STRENGTHEN 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. NAVIGATE Significance Futuristic Individualization Focus Maximizer Strategic Learner Achiever Responsibility Belief Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. Analytical Competition Activator Self-Assurance Discipline Communication Arranger Intellection Positivity Ideation Woo Input Deliberative Developer Relator Connectedness Command Consistency Empathy Context Harmony Restorative Adaptability Includer You lead with Influencing CliftonStrengths themes. EXECUTING themes help you make things happen. INFLUENCING themes help you take charge, speak up and make sure others are heard. REL ATIONSHIP BUILDING themes help you build strong relationships that hold a team together. STR ATEGIC THINKING themes help you absorb and analyze information that informs better decisions. RE AD “IDENTIF Y YOUR UNIQUE CONTRIB UTION: THE CLIF TONSTRENGTHS DOMAINS” SECTION TO LE ARN MORE ˃ 1 DONALD CLIFTON | 12-30-1999 Unleash Your Infinite Potential: Your Strongest CliftonStrengths 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Significance Futuristic Individualization Focus Maximizer Strategic Learner Achiever Responsibility Belief The CliftonStrengths at the top of your profile are the most powerful. These themes represent how you are uniquely talented. They are the starting point for living your strongest life possible. Develop these CliftonStrengths to maximize your potential Your greatest chance to succeed — at work or anywhere else — lies in strengthening what you naturally do best and doing more of it. Start with your top five. They are your most powerful natural talents. 1. Read everything about your top CliftonStrengths. To make the most of your talents, you first need to understand them and how to describe them to others. 2. Reflect on who you are. Think about your experiences, your motivations and how you see yourself. Then, consider how your CliftonStrengths shape you: what you do, how you do it and why. 3. Use these CliftonStrengths every day. Start with the suggestions in this report for applying your most powerful CliftonStrengths. 4. Watch out for blind spots. Sometimes how you exhibit your strongest CliftonStrengths can cause unintended negative misperceptions. Read the “What Is a Weakness?” section to learn more about preventing your strongest CliftonStrengths from getting in your way. Then focus on your CliftonStrengths 6-10. Apply the same strategies to make the most of your next five CliftonStrengths. You will excel and become the absolute best version of yourself when you take a strengths-based approach to your life. Do more of what you do best, and you’ll feel more engaged, empowered and energized. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 2 DONALD CLIFTON | 12-30-1999 INFLUENCING 1. Significance HOW YOU CAN THRIVE 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. WHY YOUR SIGNIFICANCE IS UNIQUE These personalized Strengths Insights are specific to your CliftonStrengths results. Because of your strengths, you probably work diligently, persevering to the very end. You are gratified when people tell others you are a competent, trustworthy, and accomplished individual. Driven by your talents, you are determined to be in charge of your own destiny. This is your life. You intend to be the ultimate decision maker regarding personal and professional matters. It’s very likely that you live your life at center stage. It is risky at times. However, it is the only way you will ever know how much people appreciate and love you. Being a person of prominence and achievement comes naturally to you. You easily capture the attention of others. You sense that you are most alive when you hear thunderous applause or receive accolades from those who realize you are important. Chances are good that you contend that what you have to say is very important. You probably tell individuals or groups they would be wise to stop what they are doing and give you their undivided attention. By nature, you seek to be held in high regard and admired as a person of worth. You are delighted when people want to spend time with you. WHY YOU SUCCEED USING SIGNIFICANCE You want to do important work and are determined to make a difference. You want others to respect you for your significant contribution and willingness to work hard to achieve success. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 3 DONALD CLIFTON | 12-30-1999 TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Look for opportunities to do important work where you can help others raise the bar. • Imagine the legacy you want to leave. Picture yourself in the future. When you look back on your life, what will you have done to make the world a better place? • Make a list of the goals, achievements and qualifications you want to accomplish, and put them where you will see them every day. Use this list to inspire yourself. • Tell the important people in your life how valuable their feedback and support are to you. You need appreciation and affirmation, and their words can motivate you. • Stay focused on performance. Your strong Significance theme compels you to set outstanding goals. • Write down your strengths, and refer to them often. Reminding yourself what you do best gives you the confidence to rebound when you don’t get the feedback you need. WATCH OUT FOR BLIND SPOTS • Because of your strong Significance talents, people might perceive you as overly concerned about your reputation and success. Acknowledge that you will need to earn the respect of others through your actions and contributions. • Sometimes you might mask your vulnerability or come across as overly controlled, and this can make it difficult for others to know how to support you. Consider the value of making others feel important by letting them know when you need help. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 4 DONALD CLIFTON | 12-30-1999 STR ATEGIC THINKING 2. Futuristic HOW YOU CAN THRIVE You are inspired by the future and what could be. You energize others with your visions of the future. WHY YOUR FUTURISTIC IS UNIQUE These personalized Strengths Insights are specific to your CliftonStrengths results. Instinctively, you like being an individual performer. Why? Working alone permits you to concentrate all your energy on what you want to accomplish in the coming months, years, or decades. By nature, you sharpen your ideas about the future by spending time with possibility thinkers. These individuals regularly talk about inventions, medicines, designs, technologies, or food supplies that no one else has even considered. Because of your strengths, you invest considerable time creating the future of your own choosing. You frequently share your ideas about what will be possible in the coming months, years, and decades. You probably capture people’s attention whenever you describe in vivid detail what you imagine. Chances are good that you crave moments alone with your thoughts. You consider whatever arouses your intellectual curiosity. Setting aside time each week to explore your ideas is not only a pleasurable but a necessary activity for you. It’s very likely that you sense you have an ability to create word pictures that describe the future. You can inspire people with your images of what can be. The individuals who most appreciate your forward thinking probably want and need to hear from you often. WHY YOU SUCCEED USING FUTURISTIC You are a visionary. Your powerful anticipation and detailed visualization of a better future can turn aspirations into reality. Your vision of tomorrow can inspire and push others to new heights. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 5 DONALD CLIFTON | 12-30-1999 TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Share your visions of a better future. • Use as much detail as possible when you describe what you see on the horizon. Not everyone can naturally fill in the gaps between the present and future like you can. • Choose roles that allow you to contribute your ideas about the future. For example, you might excel in entrepreneurial or startup situations. • Help those who are struggling imagine their future. You naturally foresee a better tomorrow, and that motivates you to overlook today’s pain and problems. • Write down your ideas for the future to clarify your visions for yourself, your colleagues and your friends. • Read articles about technology, science and research to fuel your imagination. Thinking about the future comes naturally to you, and learning more about it will inspire you. WATCH OUT FOR BLIND SPOTS • Because you live in the future, you may find it difficult to enjoy the present moment. While it will always be important for you to have things to look forward to, don’t overlook opportunities to experience and appreciate where you are now. • Some people may dismiss your visions because they can’t see the future like you do. Accept that you must address real issues today to get to a better tomorrow. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 6 DONALD CLIFTON | 12-30-1999 REL ATIONSHIP BUILDING 3. Individualization HOW YOU CAN THRIVE You are intrigued with the unique qualities of each person. You have a gift for figuring out how different people can work together productively. WHY YOUR INDIVIDUALIZ ATION IS UNIQUE These personalized Strengths Insights are specific to your CliftonStrengths results. Driven by your talents, you are quite sensitive to the trials, tribulations, and loneliness forward-looking thinkers experience. When people callously — that is, insensitively — discard their inventive ideas, futurists sense you appreciate their vision of what can be accomplished in the coming months, years, or decades. It’s very likely that you routinely choose to spend time with people who recognize, applaud, or value your accomplishments. You probably prefer the company of those who see what you have to offer. You thrive when surrounded by supportive individuals. You tend to distance yourself from people who repeatedly ignore, downplay, or feel threatened by what you do so naturally and so well. By nature, you are keenly aware of people’s unique traits. You notice characteristics that distinguish each person from everyone else. Because of your strengths, you easily identify with what others are thinking and feeling. You intuitively understand their hopes, fears, joys, and sorrows. This helps you consider things from each individual’s perspective. Instinctively, you instinctively recognize that you grow and benefit when you emphasize your strong points. This explains why you routinely seek the company of people who value your unique gifts. WHY YOU SUCCEED USING INDIVIDUALIZ ATION You notice and appreciate each person’s unique characteristics, and you don’t treat everyone the same. Because you can see what makes each individual unique, you know how to bring out their best. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 7 DONALD CLIFTON | 12-30-1999 TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Appreciate the uniqueness in each person you meet. • Become an expert at describing your own strengths and style. What is the best praise you ever received? What is your best method for building relationships? How do you learn best? • Ask your coworkers and friends these same questions. Help them create a future based on their strengths and what they do best. • See the talents in others, and encourage them to follow their dreams. Help individuals understand and maximize the power of their talents. • Study successful people to discover the uniqueness that made them successful. • Help your coworkers and friends become more aware of each person’s unique motivations and needs. WATCH OUT FOR BLIND SPOTS • You often know more about others than they know about you, and when people don’t naturally show awareness of your likes, dislikes, motivations and needs, this may disappoint you. Recognize that you will need to share your preferences with people, and don’t assume they will instinctively know. • Your natural impulse is to put individual needs and goals ahead of what is best for the group. To prevent the appearance of favoritism and bias, acknowledge that sometimes you will need to adjust your style for the greater good. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 8 DONALD CLIFTON | 12-30-1999 EXECUTING 4. Focus HOW YOU CAN THRIVE You can take a direction, follow through and make the corrections necessary to stay on track. You prioritize, then act. WHY YOUR FOCUS IS UNIQUE These personalized Strengths Insights are specific to your CliftonStrengths results. Because of your strengths, you may be aware that you are more persistent and determined than many people are. Perhaps this is most evident when you have established a clear goal. You direct most of your attention to the task. You avoid being distracted by irrelevant, timeconsuming, and/or nonproductive activities. It’s very likely that you typically immerse yourself in intense activities. Preferring a fast pace, you thrive on excitement. You appreciate being surrounded by like-minded individuals. They motivate you to expend even more energy accomplishing whatever needs to be done. You stay busy and work hard whenever it is necessary. Instinctively, you seek to govern the circumstances of your life. You probably choose to work on tasks by yourself so you can determine what to do, when to do it, and how to do it. Group decision-making usually frustrates you. Chances are good that you keep your assignments and projects on track by setting weekly objectives. You work your plan and concentrate on your goals until you attain them. By nature, you normally establish step-by-step performance targets for yourself. Keeping each week’s tasks and goals in mind probably improves your chances of finishing in first place and being declared the best. WHY YOU SUCCEED USING FOCUS You have a powerful ability to prioritize, set goals and work efficiently. You avoid timeconsuming distractions and stay on track toward an overall objective. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 9 DONALD CLIFTON | 12-30-1999 TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Set specific goals with timelines to motivate yourself. • Attach timelines and measurements to your goals, and keep track of your progress. Regularly meeting your objectives will prove that you are moving forward and inspire you to do more. • Try putting a daily “power hour” of complete focus on your calendar each week. During this hour, turn off all your social media alerts, get away from your email, find a committed space and work toward one important goal — and nothing else. • Write down your goals and refer to them often. You will feel more in control of your life. • In meetings, take responsibility for summarizing what the group decided, defining when the group will act on its decisions and setting a date to reconvene. • Pay attention to those who think, act and talk less efficiently than you do. Sometimes their “detours” will lead to unexpected discoveries. WATCH OUT FOR BLIND SPOTS • You may focus so intently on your own work that you don’t notice when goals and priorities change. Remember to occasionally stop what you’re doing so you can re-evaluate your objectives. • When you are absorbed in something, you may be slow to respond to others’ immediate needs and appear emotionally distant. Acknowledge that sometimes, you will have to stop and respond to interruptions from the important people in your life. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 10 DONALD CLIFTON | 12-30-1999 INFLUENCING 5. Maximizer HOW YOU CAN THRIVE You focus on strengths as a way to stimulate personal and group excellence. You seek to transform something strong into something superb. WHY YOUR MA XIMIZER IS UNIQUE These personalized Strengths Insights are specific to your CliftonStrengths results. Instinctively, you are grateful when your questions are answered, your studies yield new information, or your knowledge increases. You routinely deepen your understanding through conversations, the media, the Internet, books, or classes. You resist spending the majority of your time on topics that are not in line with your natural abilities. Instead, you choose to take advantage of your talents — and by doing so, you consistently produce topnotch results. Chances are good that you customarily figure out what makes each person special. You talk to, observe, or study individuals who produce nothing less than excellence to identify what inspires them. Unquestionably, you prefer to associate with those who share your passion for taking something good and making it better. Once you understand what drives a person, you can motivate him or her to transform whatever was made better into something utterly superb. Because of your strengths, you select projects, assignments, or tasks that allow you to use your talents to produce outcomes. You actively seek opportunities to work independently. You probably realize you make a lot more progress when you are allowed to work alone. By nature, you are attracted to people who acknowledge your talents as an individual contributor. Your chances of success markedly increase when you can determine how you will solve problems, reach goals, acquire knowledge, apply your skills, or handle assignments. It’s very likely that you have identified your talents and strengths. You know the things you do quite well. You waste very little time mulling over your limitations, shortcomings, or failures. Your strengths allow you to capture first-place honors again and again. You refuse to concentrate much energy on areas where you must struggle just to be average. “What’s the point?” you ask yourself. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 11 DONALD CLIFTON | 12-30-1999 WHY YOU SUCCEED USING MA XIMIZER You focus on quality, and you prefer working with and for the best. By seeing what each person naturally does best and empowering them to do it, you make individuals, teams and groups better. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Strive for excellence, and encourage others to do the same. • Stay focused on your own strengths. Choose one talent you want to maximize each month, and invest in building on it. Refine your skills. Acquire new knowledge. Practice. Keep working toward mastery. • Make your weaknesses irrelevant. Find a partner, devise a support system or use one of your stronger themes to compensate for your weaker ones. • Help your friends and coworkers recognize others’ talents and strengths. • Develop a plan to use your strengths outside of work. Consider how your strengths relate to your personal mission and how they can benefit your family or community. • Study success. Spend time with people who have discovered their strengths. The more you understand how using strengths leads to success, the more likely you will be to create success in your own life. WATCH OUT FOR BLIND SPOTS • Your desire to exhaust all possible outcomes can frustrate those who want to come to a suitable conclusion and move forward. Sometimes, you will need to accept that “good enough” is adequate and appropriate. • You might be disappointed when a project or initiative falls short of your definition of excellence. Try not to get discouraged when you have to work on or sign off on something that is acceptable, but not ideal, in your eyes. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 12 DONALD CLIFTON | 12-30-1999 STR ATEGIC THINKING 6. Strategic HOW YOU CAN THRIVE You create alternative ways to proceed. Faced with any given scenario, you can quickly spot the relevant patterns and issues. WHY YOU SUCCEED USING STR ATEGIC You quickly weigh alternative paths and determine the best one. Your natural ability to anticipate, play out different scenarios and plan ahead makes you an agile decision-maker. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Always have at least three options in mind so you can adapt if circumstances change. • Strengthen the groups you belong to by using your talent to discover the best path to success. Because you can do this quickly, it may look as if you are “winging it,” so explain yourself along the way to help others understand what you see. • Schedule time each day to think about your goals and strategies. Time alone might be the best way for you to evaluate all your options and to find the right course of action for each goal. • Trust your insights. Because you consider options so naturally and easily, you might not realize how you came up with a strategy. But because of your exceptional talents, it will likely be successful. WATCH OUT FOR BLIND SPOTS • When working with others, sometimes they may misinterpret your strong Strategic talents as criticism. Be mindful of what is already working well and what others have accomplished. • Because you evaluate patterns and pathways so quickly, others might find it difficult to follow or understand your thought process. Be aware that sometimes, you might have to backtrack to explain how you got to where you are. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 13 DONALD CLIFTON | 12-30-1999 STR ATEGIC THINKING 7. Learner HOW YOU CAN THRIVE You have a great desire to learn and want to continuously improve. The process of learning, rather than the outcome, excites you. WHY YOU SUCCEED USING LE ARNER You love to learn, and you intuitively know how you learn best. Your natural ability to pick up and absorb information quickly and to challenge yourself to continually learn more keeps you on the cutting edge. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Use your passion for learning to add value to your own and others’ lives. • Become an early adopter of new technology, and keep your coworkers, friends and family informed. You learn quickly, and others will appreciate when you share and explain cuttingedge developments to them. • Respect your desire to learn. Take advantage of educational opportunities in your community or at work. Discipline yourself to sign up for at least one new course or class each year. • Find opportunities to expand your knowledge. Take on increasingly difficult topics, courses or projects. You love the challenge of a steep learning curve, so beware of learning plateaus. WATCH OUT FOR BLIND SPOTS • You place a high value on learning and studying, and you may tend to impose this value on others. Be sure to respect others’ motivations, and resist pushing them toward learning for learning’s sake. • You love the process of learning so much that the outcome might not matter to you. Be careful not to let the process of knowledge acquisition get in the way of your results and productivity. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 14 DONALD CLIFTON | 12-30-1999 EXECUTING 8. Achiever HOW YOU CAN THRIVE You work hard and possess a great deal of stamina. You take immense satisfaction in being busy and productive. WHY YOU SUCCEED USING ACHIEVER You love to complete tasks, and your accomplishments fulfill you. You have a strong inner drive — an innate source of intensity, energy and power that motivates you to work hard to get things done. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Bring intensity and effort to the most important areas of your life. • Set challenging goals. Take advantage of your self-motivation with a more ambitious goal every time you finish a project. • Take time to celebrate each success before moving on to your next item or task, even for just a few minutes. • Limit your commitments to projects or assignments that align with your highest priorities as much as you can. WATCH OUT FOR BLIND SPOTS • You might get frustrated when others don’t work as hard as you do, and they might see you as too demanding. Remember that not everyone has the same high expectations for themselves or is driven to work as hard as you are. • Your pressing need to get things done might cause you to take on projects or agree to deadlines before you know everything that’s involved. Before you commit to something, make sure you have the time and resources you need to do it right. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 15 DONALD CLIFTON | 12-30-1999 EXECUTING 9. Responsibility HOW YOU CAN THRIVE You take psychological ownership of what you say you will do. You are committed to stable values such as honesty and loyalty. WHY YOU SUCCEED USING RESPONSIBILIT Y You have a deep sense of dedication and feel ownership for your commitments. You are a person of your word, and others know they can rely on and trust you. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Take ownership for the things that matter most to you. • Always check your schedule and to-do list before taking on a new request. This will help you realistically meet all of your commitments without overworking yourself and demonstrate to others that you are serious about your responsibilities. • Align yourself with those who share your sense of commitment. You will thrive when you are surrounded by others who take their responsibilities as seriously as you do. • Be an ethical watchdog for your school, organization or community by taking action to eliminate and prevent any unethical behavior you see. WATCH OUT FOR BLIND SPOTS • Because you find it difficult to turn down others’ requests, sometimes you overcommit. Try to manage your Responsibility talents by giving up something before you take on a new task. • Too many obligations can keep you from spending time with the most important people in your life. Remember that sometimes, no is the best answer for the health of your relationships. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 16 DONALD CLIFTON | 12-30-1999 EXECUTING 10. Belief HOW YOU CAN THRIVE You have certain core values that are unchanging. Out of these values emerges a defined purpose for your life. WHY YOU SUCCEED USING BELIEF Your core values guide you and give you purpose. You provide clarity, conviction and stability by living your values. TAKE ACTION TO MA XIMIZE YOUR POTENTIAL Honor your values; they keep you on course during tough times. • Keep reminders of your personal mission around. In difficult situations, these reminders will help you focus on your objective and the valuable contribution you make. • Have courage in your ability to select projects to work on. Ask about their intended outcomes and target audiences. When possible, get involved in ideas and projects that match your values. • Try to keep an appropriate balance between your work and personal life. Both areas will benefit when you dedicate enough time and attention to each. WATCH OUT FOR BLIND SPOTS • Because you are passionate about your own beliefs, others might view you as stubborn or set in your ways. Keep in mind that everyone has a unique worldview, and often, it will not be the same as yours. • Be careful not to pass judgment on others’ principles and motivations. Their values and belief systems deserve your respect, even when you don’t agree with them. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 17 DONALD CLIFTON | 12-30-1999 Navigate the Rest of Your CliftonStrengths 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. Analytical Competition Activator Self-Assurance Discipline Communication Arranger Intellection Positivity Ideation Woo Input Deliberative Developer Relator Connectedness Command Consistency Empathy Context Harmony Restorative Adaptability Includer Your greatest opportunity to reach your full potential is developing and using your strongest CliftonStrengths. But it is also important to understand all 34 of your CliftonStrengths themes. Your unique CliftonStrengths 34 profile The themes toward the top of your CliftonStrengths 34 profile might show up regularly in your life, and the ones closer to the bottom might not show up at all. To fully understand your talent DNA, consider how all your CliftonStrengths themes, separately or in combination, influence your work and personal life. In addition to concentrating on your top 10 themes: • Navigate the middle. You might notice these CliftonStrengths themes in your behaviors from time to time. And you may need to rely on them in certain situations. Think of these themes as a support system you can use when you need to. • Manage the bottom. Just as your top CliftonStrengths show you who you are, those at the bottom may tell you who you are not. They aren’t necessarily weaknesses, but they are your least powerful themes. If you don’t manage them properly, they could prevent you from maximizing your potential. • Identify weaknesses. To determine if any themes are getting in your way, review the “What Is a Weakness?” section on the next page, and find out how to overcome potential obstacles to your success. To learn more about your entire CliftonStrengths profile, see the “Your CliftonStrengths 34 Theme Sequence” section at the end of the report. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 18 DONALD CLIFTON | 12-30-1999 What Is a Weakness? 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. Significance Futuristic Individualization Focus Maximizer Strategic Learner Achiever Responsibility Belief Analytical Competition Activator Self-Assurance Discipline Communication Arranger Intellection Positivity Ideation Woo Input Deliberative Developer Relator Connectedness Command Consistency Empathy Context Harmony Restorative Adaptability Includer Focusing on your CliftonStrengths doesn’t mean you can ignore your weaknesses. Gallup defines a weakness as anything that gets in the way of your success. While the CliftonStrengths assessment does not mathematically quantify weaknesses, you can use your profile to understand how any of your CliftonStrengths themes might prevent you from maximizing your potential. Your strongest CliftonStrengths are your best opportunity for success. But in some situations and with some people, these same themes can hinder your effectiveness and become blind spots. The themes at the bottom of your profile can also get in the way of your success. They aren’t necessarily weaknesses, but they likely do not come naturally to you. To identify potential weaknesses, ask yourself: • Does this theme ever undermine my success? • Have I ever received negative feedback related to this theme? • Does my role require me to use this theme, but I feel drained when I do? If you answered yes to any of these questions, you may be discovering areas of weakness. Don’t ignore your weaknesses. Instead, focus on your strengths, and work to manage the areas that get in your way. How do I manage my weaknesses? • Claim them: Know your weaknesses and how they get in your way • Collaborate: Ask partners for support • Apply a strength: Use a different theme to achieve a better outcome • Just do it: Lean in and do your best Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 19 DONALD CLIFTON | 12-30-1999 Identify Your Unique Contribution: The CliftonStrengths Domains While your CliftonStrengths 34 profile helps you understand who you are, there is also power in knowing how you make things happen, influence others, build relationships and process information. The framework of the four CliftonStrengths domains — Executing, Influencing, Relationship Building and Strategic Thinking — is another way to think about your CliftonStrengths and how you contribute when you join, create or lead a team. The best teams are made up of individuals who understand their own — and others’ — unique contribution to the team. This awareness and appreciation empowers the team to be more cohesive, versatile, productive and engaged. However, be careful not to let the four domains limit your thinking. If you don’t have any top themes in a particular domain, don’t worry. That doesn’t mean you can’t think strategically or build relationships, for example. Everyone accomplishes tasks, influences others, builds relationships and processes information. You just use your stronger themes in different domains to get to the same outcome. The next page shows you how your unique CliftonStrengths profile sorts into the four domains. Knowing which domain you lead with can help you understand your most powerful contribution. The CliftonStrengths Domains EXECUTING People with dominant Executing themes make things happen. REL ATIONSHIP BUILDING People with dominant Relationship Building themes build strong relationships that hold a team together and make it greater than the sum of its parts. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 INFLUENCING People with dominant Influencing themes take charge, speak up and make sure others are heard. STR ATEGIC THINKING People with dominant Strategic Thinking themes absorb and analyze information that informs better decisions. 20 DONALD CLIFTON | 12-30-1999 You lead with Influencing CliftonStrengths themes. You know how to take charge, speak up and make sure others are heard. Influencing Strategic Thinking Executing Relationship Building This chart shows the relative distribution of your unique CliftonStrengths 34 results across the four domains. These categories are a good starting point for you to examine where you have the most potential to perform with excellence and how you can best contribute to a team. See chart below for more detail about your CliftonStrengths by domain. Your CliftonStrengths by Domain EXECUTING I N F LU E N C I N G R E L AT I O N S H I P B U I L D I N G ST R AT E G I C T H I N K I N G 8 15 13 5 33 34 11 22 Achiever Discipline Activator Maximizer Adaptability Includer Analytical Input 17 4 27 14 26 3 30 18 Arranger Focus Command Self-Assurance Connectedness Individualization Context Intellection 10 9 16 1 24 19 2 7 Belief Responsibility Communication Significance Developer Positivity Futuristic Learner 28 32 12 21 29 25 20 6 Consistency Restorative Competition Woo Empathy Relator Ideation Strategic 23 31 Deliberative Harmony Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 21 DONALD CLIFTON | 12-30-1999 Take Action Discovering your CliftonStrengths is only the beginning. Achieving excellence depends on your ability to develop and apply your CliftonStrengths and maximize your potential. Now, take the next steps: • Share your CliftonStrengths with others. Conversations with those closest to you can accelerate your CliftonStrengths development. • Find a Gallup-Certified Strengths Coach. A coach can help you learn to productively apply your CliftonStrengths regardless of the situation. • Apply your strongest CliftonStrengths every day. Read the suggestions in your report, and use the following statements to guide you. HOW YOU CAN THRIVE WITH YOUR TOP CLIFTONSTRENGTHS Significance Look for opportunities to do important work where you can help others raise the bar. Futuristic Share your visions of a better future. Individualization Appreciate the uniqueness in each person you meet. Focus Set specific goals with timelines to motivate yourself. Maximizer Strive for excellence, and encourage others to do the same. Strategic Always have at least three options in mind so you can adapt if circumstances change. Learner Use your passion for learning to add value to your own and others’ lives. Achiever Bring intensity and effort to the most important areas of your life. Responsibility Take ownership for the things that matter most to you. Belief Honor your values; they keep you on course during tough times. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 22 DONALD CLIFTON | 12-30-1999 Your CliftonStrengths 34 Theme Sequence 1. Significance 8. Achiever INFLUENCING E XECUTING People exceptionally talented in the Significance theme want to make a big impact. They are independent and prioritize projects based on how much influence they will have on their organization or people around them. People exceptionally talented in the Achiever theme work hard and possess a great deal of stamina. They take immense satisfaction in being busy and productive. 2. Futuristic STR ATEGIC THINKING 9. Responsibility E XECUTING People exceptionally talented in the Futuristic theme are inspired by the future and what could be. They energize others with their visions of the future. People exceptionally talented in the Responsibility theme take psychological ownership of what they say they will do. They are committed to stable values such as honesty and loyalty. 3. Individualization 10. Belief REL ATIONSHIP B UILDING E XECUTING People exceptionally talented in the Individualization theme are intrigued with the unique qualities of each person. They have a gift for figuring out how different people can work together productively. People exceptionally talented in the Belief theme have certain core values that are unchanging. Out of these values emerges a defined purpose for their lives. 4. Focus E XECUTING People exceptionally talented in the Focus theme can take a direction, follow through and make the corrections necessary to stay on track. They prioritize, then act. 5. Maximizer INFLUENCING People exceptionally talented in the Maximizer theme focus on strengths as a way to stimulate personal and group excellence. They seek to transform something strong into something superb. 6. Strategic STR ATEGIC THINKING People exceptionally talented in the Strategic theme create alternative ways to proceed. Faced with any given scenario, they can quickly spot the relevant patterns and issues. 11. Analytical STR ATEGIC THINKING People exceptionally talented in the Analytical theme search for reasons and causes. They have the ability to think about all of the factors that might affect a situation. 12. Competition INFLUENCING People exceptionally talented in the Competition theme measure their progress against the performance of others. They strive to win first place and revel in contests. 13. Activator INFLUENCING People exceptionally talented in the Activator theme can make things happen by turning thoughts into action. They want to do things now, rather than simply talk about them. 14. Self-Assurance INFLUENCING 7. Learner STR ATEGIC THINKING People exceptionally talented in the Learner theme have a great desire to learn and want to continuously improve. The process of learning, rather than the outcome, excites them. Copyright © 2018 Gallup, Inc. All rights reserved. 10003787 People exceptionally talented in the Self-Assurance theme feel confident in their abi…
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