80 - Clifton Gallup Strengths Themes and New Reports

In this engaging podcast episode, Steve and Christeen dive into the significance of understanding and leveraging Gallup's Clifton Strengths. Steve shares his observations on the power of strengths-based leadership and management. With the recent launch of Gallup's leadership, manager, and sales reports, Steve emphasizes the importance of aligning one's natural talents with their roles to improve effectiveness and reduce stress. He discusses the various domains of strengths—executing, relationship building, influencing, and strategic thinking—and how knowing one's dominant domains can enhance personal and professional development. Christeen adds her insights from her own journey and experiences, highlighting how understanding strengths can transform team dynamics and promote a more harmonious and productive work environment.

Throughout the episode, the duo shares relatable anecdotes and real-life examples of how strengths-based coaching has positively impacted individuals and teams. Christeen recounts a workshop experience where a better understanding of strengths helped a team member resolve workplace frustrations. Steve and Christeen emphasize the importance of recognizing both mature and immature manifestations of strengths, encouraging listeners to foster a culture where employees can thrive by working in alignment with their natural abilities. The episode concludes with reflections on how embracing strengths can lead to increased profitability and employee retention, suggesting that businesses should invest in these tools for lasting success. Christeen also mentions an upcoming summit where Steve will be discussing these themes further, inviting listeners to join for more insightful content.


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Transcript

0:03

Hello Christine, how are you doing today? I am doing great. I've been getting to talk about business a lot lately and leadership and strategic planning and all of that stuff just gives me a ton of energy. How are you doing? I'm doing much better. I'm doing much better today. It's been a long week. I had the dreaded COVID. It came back from my England trip. Spent 12 wonderful days in England, but came back and got the COVID. But now I'm recovering, so super excited about that. But today has been a much better day. Excited to be here. I saw some of your pictures on Facebook of your and Trina's trip to England and I was like, my gosh, like Steve looks so at home, like he just, you know, it was almost like you were in your little Shire of, you know, it was just seeing you and all the little pictures and I'm like, he's so British. Well, it was exciting. We got to visit the church where my 12th great grandparents got married around 1598. And then my 11th great grandfather was baptized in this church, like 1618. So it was pretty cool to see. The church has been in existence for about a thousand years. That was really cool to see. My 11th great grandfather came over to Massachusetts in 1638. So some history there. Yeah, and you have history in the area that you live or your family, like, since then they have been there and y 'all are still there. Yeah. So I'd like to think I'm, you know, I've been entrepreneurial my whole life, but my 11th great grandfather and his brother, they started the tannery business up in Woburn, Massachusetts, or in Woburn. And that industry lasted 300 years until the 1970s from, so from 16... about 1640 until 1970 that industry was in Moabland, Massachusetts. So quite a long time. so they have been that entrepreneurial kind of activator spirit has been in my family for hundreds, maybe thousands of years. So definitely, I definitely fit into the English culture. I definitely like the dress and the look like a person from England, but we had a great time and that trip was planned for about a year and we definitely did a lot of stuff. So how many of your little hats did you bring? I only brought one hat with me. I brought three home. I actually got a real Temple of Doom hat there from the actual movie. Indiana Jones hat, Harrison Ford hat from the company that actually makes the Indiana Jones hats. So I got it. certificate of authenticity and everything. It comes in its own hat box. It's the company that makes it. They measure your head and yeah, it's like a real deal hat with the real lining. Yeah. So. the little things that bring us joy. That was a lot of fun, but it was fun. Went to London, went to Norwich, because I'm from Norwich, Connecticut. We stopped at the Chamber of Commerce and we got a tour of the Chamber of Norwich, London, I Norwich, England. And they were thrilled to see us. We're the only people from Norwich, Connecticut to stop in the Norwich, UK chamber. That was really neat to see. And we went to Canterbury and Cambridge and... ate meat pies and English, full English breakfast and we ate and we had teas and went to cathedrals and so it was a great time. Sounds fun. Definitely a bucket list item. it was. It was a big, trip. It was the first country that was not Finland or Mexico that me and my wife had been to because she's half Finnish. So we've been to Finland multiple times and Mexico was our winter vacation trip for many years. So those were the two countries we've been to, not counting Canada, because we've been to Canada a couple of times, but you just drive to Canada from New England. So, like foreign. countries. So it was fun. We learned a lot. Don't go during when it's a bank holiday, three week vacation right before school starts. Don't go to London then. So when you guys went. Yeah, very, very, very busy. But today's episode on the podcast, thanks everyone for listening to my stories. It's about, CliftonStrength, Gallup CliftonStrength, pretty excited Gallup launched, three additions to their, reports they're launching. They have launched a leadership report. They've launched a manager's report and a sale, a selling report or sales person. And you don't have to retake your Gallup assessment, your CliftonStrengths assessment. You can sign up for this report and it will actually line up to your existing assessment. And it will just tell you how you can line up your existing assessment to leading with your strengths, how you can line it up to managing with your strengths, or how you can line it up to selling with your strengths. And I have taken all three of those. They are very powerful. I'm coaching some people around those right now and they're very powerful reports. I'm working with some teams right now around those and I'm super excited about those. And we're to talk about, you know, some of the things I've learned over the past couple of years about strengths in general and you know, how, what we should be focusing on and One of the things that I really, when I first got into Gallup, CliftonStrengths was focusing heavily on individual strengths and talents. And one of the things that I learned, Gallup really talked about this quite a bit this year, was not focusing so much on individual themes and talents, but more focusing on domains. And at first I was like, I didn't get it at first, but now that I've been coaching and coaching, And I've had a number of clients who have taken the assessment multiple times, which Gallup does not want anyone to do because when people do it, they end up with the same domain themes, the themes and talents and strengths might switch a little bit around, but they end up with the same domain themes. So that's why they, it's not really necessary to take the assessment again. So, so one of the things I just want to do is revisit some of the domains. So the domains are executing, which is like the theme that makes things happen. So if you are a leader, you're going to hear a leader will say things like, you know, this is, we get shit done. I don't know if you've ever heard a leader say that, but that executing theme, right? Christine, we get shit. people, those GSD -ers. Yep. I'm like all day. Right. And or we lead by example. Right. And that example is by doing right there. It's the doing theme. And another theme domain is relationship themes. There are themes that help you. Relationship theme is a theme that helps you build strong relationship relationships that help. It helps a team hold together, stay together. And this will say that. You know, the quality of someone's life is directly proportionate to the quality of their relationships. And that is someone that has that strong relationship building theme. and they can feel a lot more with the connection and they can be a little bit more sensitive about maybe how things are said. So there could be a different level of awareness, I think with the relationship, heavier theme. And what will happen is you'll have people that will have, so in their top five and even in their top 10, they're going to have two dominant usually of these domains, right? You're going to have executing and relationship or influencing and strategic or a combination of these two. And I think Christine's team leads with executing and influencing or executing and strategic thinking. Mm -hmm. on which team member. But like one of your team members, she leads with that executing and influencing her top five. She leads with influencing her top five, but executing in her top 10. So it's important to pay attention to your top 10. So in the reports I was mentioning earlier, leading with the leadership report, managers report and the selling report. they measure your top 10, because that's really going to give you the most comprehensive of what domain that you're going to lead with. So the next domain is the influencing domain. It's the least likely domain that you're going to lead with. The influencing domain theme helps you take charge, speak up, and make sure that others are heard. It's the domain I lead with. have six out of my top 10 are influencing. and, it is, like I said, it's the least likely domain to have. It can be the least likely, understood domain. and there's some bias to some of the strengths. Woo is one of the top influencing, themes and, I'll have experienced some woo bias, during my training. And even at some other locations, people misunderstand woo woo as an acronym for winning others over. They can be construed as shallow and not a person attention seeking. And it really depends on, and we've talked about this on other podcasts, there's, there's immature strengths and talent themes and mature talent strengths and themes. So it depends on the maturity of the Wu and it also depends on the maturity of all our talent, themes and strengths. So if it's immature, it shows up one way and if it's mature, it shows up as another way. So how an immature Wu would show up is attention seeking, right? So we had a situation where someone was sharing with us how they would go to this resort in Mexico and everybody would know them because they were just so you know, outrageous and so they tell jokes, they would be just loud and everybody knew them. And, you know, I would go to the same or similar type of kind of hotel and resort and I would know people, but it's because I would ask them questions about their families and their kids and how long they've worked there and about themselves. And I would know them just because of getting to know them as a person because I have high individualism, not because I was loud and obnoxious, even though I have been at times, but not in this situation. So the reason my woo with them was more mature, his woo was more immature. And immature woos might never ask questions about people. And then the last domain is the fourth one is strategic thinking, this theme. helps you absorb and analyze information that informs better decisions. And strategic thinking, people love that, love information, they love data, they love the truth, they love to get that information. so before I was talking about mature and immature, so if you have a high strategic person in their top five, They can come across as negative because they often see what's wrong. And when they communicate that if it's immature, they can come across as being seen as the smartest person in the room. When they communicate that to people, they can almost be like brass and hard. it can be like people don't want to be around them. But if it's mature, can become across as coaching. helpful input, uplifting, can become come across as supportive. So it can be the same talent theme, same strength, and whether it's mature or immature, it can be construed in two very different ways. So that's why it's important to have coaching around this because what we want to do is be in a constant state of maturing our themes and talent themes. We want to be aware of where we are with them. And that awareness starts from where we are right now and then making sure we want to build where we want them to Yeah, and from my experience, because I've been working in this, you know, the Gallup strengths and in my company, I want to say it's been about a seven year journey now. And, you know, and then Steve got certified in becoming a Clifton Strengths coach, which has given me even more insight because we talk about it quite a bit. You know, I'm involved in the workshops. you know, and around it quite a bit where, you know, he's coaching and teaching on it. So I have, you know, a direct, you know, court side seat to all of this. And there are different ways that a strength can show up in an immature way. And what it really depends on is the person's journey in life, right? Like, what are their skills? What are their experiences? What have they learned? What are they not aware of? Right. So they're going to show up and just hearing them talk about strategic because I lead with strategic and I end with strategic. I've got two strengths, my number one and my number 10 and they're strategic. But I lead with strategic. That's what my domain is. And one of the things that I realized was strategic that was immature. And it took me quite a bit to get there was strategic have this gift of kind of juggling fire. Right. It's like It can energize them. They can handle a lot of things at like one time and that makes them happy, you know, but other people that don't have that strength, it's going to exhaust them. So when there could be this immaturity of, hey, my strategic really loves to juggle fire and not being aware of how it's exhausting the people around them are making it really challenging for their team members to support them. or even execute or get things done. And there's another side of it to where as I matured my strategic, that juggling fire shifted for me. So I went from the whack -a -mole juggling fire, right, to where I can get a lot done with intention, but it doesn't have to be chaos. So now when people come at me and they're just randomly juggling fire, I'm like, This is exhausting. And now I know what it feels like, you know, to live in that immaturity of strategic or even be around someone. And I'm like, my gosh, I must have been just been exhausting for years to people, you know, are very hard to work with. But it's an awareness of maturing the strengths and allowing, I think the other strengths, what helped me change that behavior was I let my other strengths show up. to support by strategic strength. Yes, allowing those other strengths to step in and support them. And that's one of the things that, you know, I've really noticed is we have, we will have sandwiching strengths. Like sometimes you'll have activator and discipline right next to each other. And I'll kind of explain the activator is kind of the go strength, right? And that's the gas pedal. And then you'll have a deliberative or discipline. Deliberative is kind of like the break. So it will slow people down and or discipline. It will slow someone down to get them to think about it, take the time to do it or activate or just as like, go, don't think, just act. And so sometimes you'll have strengths that will support your other strengths to take the time to do the right thing and kind of acknowledging your other strengths and how they can contribute to each other really is a big part of that. So One of the other things that I've really noticed and we talked about this recently about our strengths and our talents is and how they show up in our company is when we're not operating in our strengths in our top 10, that is when a lot of stress can show up in our bodies. It can show up in our lives. It can show up in our businesses. So we're trying to figure out, you know, what, why is this not right? Why does this not feel right? So we'll start reading books and we'll start listening to like business gurus or other health gurus. And we're like, okay, I'm going to do what that guy said. I'm going to do what this guy said. I'm going to do what this lady said on the podcast. I'm to do with this, you know, guy said on this podcast, I'm going to read this book and that didn't work. And this didn't work. And it's because we're trying to live their lives and run their businesses in their strengths. And it's still not working. It still doesn't feel right. And we, we go on and on and on. And the reality is until we start living and running our lives and our businesses in our strengths from our strengths, we're always going to have that sense we're not. It doesn't feel right. It's not our life. It's not who we are. It's not where we belong. And the day we step into ourselves and step into our strengths and step into who we are, it opens up a whole new world. Imagine the feeling of taking off these blinders and taking off wondering of what's wrong with me and why can't I figure it out to step it into what's right with me. And wow, what opportunity do I have if I can just be myself every day, right? How perfect can I be if I can just show up as who I am? Yeah. And I've seen this, you know, with talking with other teams like that we've, you you've been working on strengths coaching with, and we've been working on, you know, leadership coaching with, and we'll sit down and have a conversation. And there was, and I think a great example is there was an exercise that we were doing in a recent workshop. And this person's strengths, she was saying, I love my job and I hate my job. And I was like, tell me more about that. so, and we weren't even, think, working on strengths at that point. I think we were working on systems and processes. And so she started sharing that there was this level of unknown and she never knew what she was going to get and things just came out of left field. And so she just always felt like, you know, she was having to kind of duck and, you know, hide or dodge or pivot and But she was trying to really do a good job with customer service. So one of the things I asked her, was like, well, what's showing up for you here? And one is like, she has responsibility. She has relator. She has individualism. Trying to remember some of the other strengths that she has in hers. But what it was telling me, what she was sharing with me was that The reason why she loved her job is she loved working with the people she was working. She loved what outcome she could create, but she was really struggling with the process. And what we realized was there was not a process in place to support her strengths to show up the way that they do. And so we kind of went through, OK, so are you putting out kind of like some expectation of who you are to these people. You do they know that you're on their team and that you're there to support them, which would really support her relator and her individualism, that relationship, you know, domain. And then, you know, do you know, are they aware of the process that you're trying to achieve, what the end looks like? And some of the stuff, she's like, none of this exists. So she didn't feel that she could really be responsible. and communicate and nothing was being communicated of what she was going to do for them and how she could show up to help them and be responsible to solve their problems. And it was creating this friction too with her relationship domain because she wasn't given the opportunity to really connect and support these people because they didn't really know how she was showing up and they were just showing up mad. And she's like, but wait, like I'm trying to have a good relationship with you. So once we kind of unpacked that and realized the process wasn't supporting her strengths, like you could just see the weight fall off of her shoulders. And she's like, this is going to be amazing. I'm going to get this in place and fixed, and this is going to change everything. And it just really connected with her, but she felt it every day. So her blinders were off. She's like, I live in a relationship, right? So instead of saying, what's wrong with me? Why can't I connect through these processes that have been given to me? She's like, I live in a relationship. So let's develop these relationships with these clients. And they can live in relationship once they realize she's there for them. And that's a perfect example. And I was there and I can, I remember almost feeling the tension being lifted from her, right? And it was an amazing process that you worked with her through that. So realizing that her domain that she lives and leads with is relationships and the relationship domain just opened her whole world up. Right. And that's what taking the CliftonStrengths assessment does. It opens our eyes and especially as leaders, it's like, okay, I lead with influencing. So I'm not going to ever be an executing leader. I'm not going to be that doing leader. ever. So just stop it. I'm not going to ever create an Excel sheet for you. I'm not going to do, you know, extensive reports for you. I will never do a report for you. I have people that will do reports for you. And it will just never be. If you want lots of, I will get things going. I will talk. I will maximize things. I will develop people. I will grow things. But there are other things. I will cheerlead. I will get all things going. and maximize, motivate, and encourage, but I will not do anything that will take executing and strategic talent at all. And I know this. I know this. you know, in our, I always joke, like, you know, I do all this stuff, Steve just shows up for the party, you know, and so that's one of the things that I think is important. I heard, you know, the other day someone was talking about their challenges and their partnership that they're trying to develop in their business. And I heard all these things that they were sharing and all these challenges. And the one thing that I came back to was, The expectations this individual has for this partner are not fitting their strengths. So, you know, that's something that I think has really helped me in our journey of our partnership is I know who you're never going to be. I know how you're never going to show up. I know it's not intentional. It's just not in your strengths. You're not doing it to be like, screw you. You do all this work. You know, it's, I know where you're gonna show up. So I try to create that space for you to show up and do your best. And you don't get all up in my business of all the execution and the task and the details. You're like, that's a Christine thing. But you know where I'm gonna show up because we're aware of each other's strengths. But I think we also support each other in, you know, our strengths where we do falter. or we're immature in our strengths or something's kind of showing up a little bit extra. And we're like, hey, and I know you've helped me with this. How can we tone that down? How can we bring less to the table? Because as a strategic, I'm like, we need a dozen things. These dozen things are amazing. And you're like, yes, for other strategics, they would love this. OK, but we're not everybody's strategic, Christine. Let's pick two or three. And maybe that might be too much. Let's start with picking two or three and then we'll see, you know, how much people can digest. And I'm like, okay, that makes sense. We'll do that. You know, but I get so excited. And so I'm like, let's bring all 12. We need a dozen. Right. And like, you're not wrong. It's just, everyone else is not ready for that. And that's one of the things like with your talent themes and strengths, you're especially in business and, you know, you're ahead of other people. They need to catch up with, with you in, in certain, you know, in certain ways in, especially in business, like development and business strategy and business strategic, thinking, because they're just not that that's not their strength. Right. So when you're presenting that, they're just not there. And I'm like, okay, let's just tone that down. And you're like, okay, we can roll that out later, but we need to let, you I think you've even said it best, right? Gold dust, not the gold bar. Yeah, let's not kill them with thrown gold bars at them. Let's just sprinkle some of that little gold fairy dust and make some magic. just a little bit at a time. Absolutely. Yeah. So it does. And that's like one of the things that I've really, I've seen my friends struggle with some of the younger people that I've mentored over the years, reading all these books, trying to find this answer and trying to find the next thing. And they do it with their managers. So instead of having their managers test through Clifton strength assessment, aiming their manager strengths and developing their managers to give their managers these other books to read and there's other books to read and these other books to read and these podcasts to listen to. And then they're like, my business is still struggling. I'm like, it's your managers. No, it's not. My managers are great. Then three years go by. I'm like, it's your managers. like, no, it's not my managers. It's this, I had them read these other books. I'm like, let's just align their strengths. And so it's the same conversations and they're still not coming to grips with. Let's just take what's great about the people you have and align it and make them. awesome and let them live in who they are. Like you gave that example, let's live their relationship. them lead in the relationship instead of giving them more fantasy books to read written by people that we don't really even know. Let's live with the people we know, we work with every day ourselves, the person we wake up and look in the mirror every day. Let's start there with that person. Let's make them the best leader. So that's kind of what, that's why I get so excited about. lifting strengths, because if we want to have the biggest impact on the world, it always starts with the one person. Yeah, and letting that person be the best of who they are. And I've heard business owners share that they're like, this seems like a lot of work. This CliftonStrengths leadership, you know, the strengths leadership seems like a lot of work. And really, in my experience, it's easier, right? It's so much easier than doing all the things and all the things to like lead and manage and... You know, and I love processes and systems like don't get me wrong. Like I that's like my Wheaties, right? I'm like, you know, give that to me. It energizes me. I'm going to solve this problem. We're going to get there. But that Clifton strengths, it really makes that peopleing easy because we understand, you know, what's showing up for them. Where are the friction points? Why are they frustrated? Why is success not happening in the way that we want it to? You know, what can we fix? And And it's more of how can we let them show up as their best self and what does that look like? And we had some interesting experiences where we had one manager who led with executing and we had one manager that led with relationship. And the interesting thing after coaching both of them that The thing that they were upset with about each other was the same thing. It was exactly the same thing, which was just kind of ironic. I'm like, wait, you're mad at this other manager and disappointed because of this. And then I'm hearing that the manager is mad at you and disappointed because of this. It's the same thing. It was just showing up differently for them. Right, right. Yes. Yep. It's very funny. What do we want, right? There's that tough conversation, right? What do we want? They both want the same outcome, right? Yep. And it's so funny. It's so amazing when we can operate. And it does, so it takes a little time upfront, but it's kind of like, you know, we spent a lot of time in landscape design over the years, you know, we want the right plant in the right place. That's like, Rule number one in design, right? So if we want to succeed in design, we want to make sure that we have, know, what zone are we in, right? How it's the shade and sun requirements, right? What's the water and nutrient requirements? Can this plant take full sun? Does it need partial shade? What's the drainage? You know, what zone? We can't put a zone five plant in zone nine or zone eight, right? So this is very much similar to that, right? We want to make sure that we're putting the right people in the right places and we're putting the right skillsets, but we're also, you know, immature and mature. But that doesn't mean people can't be like, can you be a leader if you're in your relationship domain? Absolutely. Can you be a salesperson if you have relationship? Absolutely. Some of the best salespeople we have are relationship. Some of the best salespeople we have are strategic thinking. It's about how do we take that? and aim it and make it the best that that person can be. one of the some of the you know, I've had coaching for over 30 years. I've been in business for 40 years. I've been coaching for over 30 years. Some of the worst coaching consultants I've had have been people that have been coaching consulting me from their strengths. And I can't follow their direction because I don't have their strengths and talents. The best coaching and consultant I've had is people that have coach and consulted me. to use my strengths and talents and that's where I've had the most success. And that's what Gallup does. That's what CliftonStrengths does right away. It's like, we're gonna coach you from your strengths, right? So that's why they've succeeded. Over 34 million people have taken the assessment. And that's why I'm so excited now that Gallup has the sales report, manager report, and the leadership report. Because now really these reports give people the ability to take what they do at work and really put it into play in a much more thorough, like daily kind of way. And it really lines it up with that. Yeah, and I can't help but my mind strategically automatically goes to operations and then financial profitability, right? And the analogy that you're sharing with we go out and we buy plants and it's this zone and that zone. And we're so into making sure that this plant that we buy is going in the right place. It's going to get the right light, the right water. It's in the right zone, all these things. And we'll spend, you know, six dollars to twenty dollars on a plant. And we put all this thought and effort into making sure, this is right. This is the right, you know, all these things. But a team member, which has a higher ROI on it, we're not putting that attention to detail into this team member and go, is this the right role? Is it the right processes? You know, is it what is is it right? Right. It's kind of like, is it the right zone? Is it the right, you know, amount of sun, all these things? But a team member hiring, retaining, you know, onboarding, retaining, training, all that stuff. They're a higher investment. They're not twenty dollars, fifty dollars. Right. We're talking comparable to a year or two salary when we have turnover on an employee. So you know, why not put the same effort into understanding what's the right environment or the right tools that this person needs and having a better understanding for this person to thrive, you know, just like deal with our our plans. It's really like the ROI. So CliftonStrength, Gallup, the last poll they released, I think just last week. So strength -based companies are 23 % more profitable. you know, and over that's like an annuity, right? I mean, that's in perpetuity, 23 % more profitable. And so you have that kind of return without hiring more people, without investing in more equipment. without adding new services. who, if you're going to get a 23 % higher net profit without adding an employee, buying more equipment, advertising, adding additional clients, I mean, just by investing in your current staff and aiming their natural talent themes. I mean, it really, it's a win -win. And, you know, I think a lot of it has to do with less turnover because people stay where they're appreciated and where they have less stress and people who have their natural talent themes aimed and appreciated, they have less stress and they don't leave. And I think that just ends up producing a higher profit. Yeah, I agree. I've seen a huge difference, you know, in how productive I am, how engaged I am, my team, you know, my team's highly productive, they're focused, they're high executors, and they are working from their strengths. Like we have moved people around to make sure that they're, you know, or changing their tasks, you know, to make sure that they're working from their strengths. And when someone struggles, I look at, you know, I can't help but think like, are they working from their strengths? And is it a maturity or immaturity thing? Like how, you know, what do we need to be aware of and what can we learn? And, you know, that can be a game changer with just the relationship and creating coaching opportunities and conversations with that person. yeah, huge game changer. Well, thanks for everyone for joining us on today's podcast, talking about CliftonStrengths and the new reports that Gallup released, CliftonStrengths report leading with the managers report for leaders, for managers and for sailing. So thank you very much for joining us on this podcast and we look forward to you joining us on the next podcast. Thanks a lot. make sure I'll share in the show notes. So Steve is going to be on an upcoming summit where he's going to be presenting and speaking on leading from your strengths. So I will put that link in our show notes and that is happening the first week of October. So hopefully you can join us. There's gonna be lots of really great information in the summit on leadership and Steve will be speaking early. in the summit on the strengths leadership and Gallup strengths.