Q12 Strong: Creating a Caring Environment to Enhance Workplace Performance -- Gallup Called to Coach: April Marcot (S7E2)

On a recent Called to Coach, we spoke with April Marcot, Head of People and Culture at Talent International, one of just two organizations in Australia that have qualified for the Global Engagement Award as one of the most highly engaged workplaces in the world. Our host was Gallup Regional Director of Business Development for Asia Pacific, Claire DeCarteret. 

Cooking Up Strengths: Know What Your Client Is Craving

by Ralph Rickenbach

I have a special offer for my clients -- a unique way to coach that has made a difference for them and for me. Rather than meeting in a traditional coaching setting, we “eat about it.” I invite them to a meal my wife cooks for them. Clients and their spouses bring their CliftonStrengths 34, and coaching happens alongside food and fellowship. This practice grew from an idea my wife had, and throughout the meals we have shared, one important pattern has emerged: Different people hunger for different things.

Mastery Monday: Productive Aiming -- Strategic (2018)

By Albert L. Winseman, D.Min.

One of my favorite movies of recent years is “The Martian,” based on the novel by Andy Weir. As stranded astronaut Mark Watney first seeks to just survive on Mars; then as he communicates with NASA back on Earth; and then as the crew of the spaceship that abandoned him makes plans to rescue him, I saw Strategic in all its glory: plans, back-up plans, what-ifs, contingencies -- all abound in this film. That is Strategic at its heart. Individuals strong in the Strategic theme spot relevant patterns in any given scenario and can quickly create alternative and multiple ways to proceed. Where most see only complexity, they see patterns and alternatives. Strategic is about considering all the options, selecting the best one, and then moving down that path -- often before anyone else does. It’s a specific way of seeing the world. Strategic anticipates possibilities and creates options; “What if … ?” is the beginning of most questions asked by those with strong Strategic talents. And the most oft-given reply? “It depends.” 

Using CliftonStrengths to Make a Change: A Simple Framework That Works

by Tim Simon


Don Clifton, who introduced CliftonStrengths to the world, taught me and so many others about the connection between strength and relationship. He said nothing happens until someone expects something of you in ways you can achieve. CliftonStrengths, combined with great coaching, is a proven way to help clients achieve success in simple but powerful ways.

Our research shows that when individuals know and use their strengths, it can be linked concretely to measurable outcomes such as productivity, profitability and customer metrics.

Achieving -- The More I Have to Do, the More I Get Done! -- StrengthsExplorer

The CliftonYouth StrengthsExplorer is designed for children aged 10-14 and defines their top 3 talent themes. In this episode of StrengthsExplorer, we dive into the theme of Achieving.

You have more energy and goals than other people. You love a sense of accomplishment.

Children exceptionally talented in the Achieving theme are drawn to doing. The more they have in front of them, the more they will accomplish. They do not have to be the best at it; what truly draws their attention is the execution, the completion, the finish. Count on them to like being busy, always looking for the next thing to do. They may even put a lot on their own schedule -- to the point of intimidating adults who worry about their ability to live up to finishing it all. Chances are, adults might even slow down an Achieving child. They can go and go for long periods of time and enjoy it.

Mastery Monday: Productive Aiming -- Significance (2018)

By Albert L. Winseman, D.Min.

“Fellow citizens, we cannot escape history. We, of this Congress and this administration, will be remembered in spite of ourselves. No personal significance, or insignificance, can spare one or another of us. The fiery trial through which we pass, will light us down, in honor or dishonor, to the latest generation.” Abraham Lincoln wrote these words in his annual message to Congress in December 1862 -- one month before signing the Emancipation Proclamation. This quote captures the essence of the Significance theme, and those with Significance as a dominant theme understand that nothing they do is unimportant -- no action is insignificant. As a result, they take action that will not only influence the present but also leave a lasting legacy. Their Significance theme drives them to do important work, to take on projects that will make a difference, to step to the front when others shrink back. Significance craves feedback, for from the feedback of others comes the drive for success and improvement. Seeking to be credible, professional and successful drives those with Significance to work hard and make an impact on the world.

Season Kickoff -- What’s Best for the Child Is What’s Within the Child -- StrengthsExplorer

StrengthsExplorer is a new podcast dedicated to understanding and appreciating the 10 talent themes in the CliftonYouth StrengthsExplorer. We begin our journey with this kickoff episode, dedicated to knowing and positioning the tool itself. 

JerLene Mosley is a Gallup senior consultant who has spent most of her career with or on behalf of children.  In this interview, she guides us through a few key points regarding kids and talent. 

Important points regarding StrengthsExplorer:

1. StrengthsExplorer is its own instrument, not a simplified version of CliftonStrengths.  This tool was designed to help children name and understand what they do well, what differentiates them from others.  The 10 talent themes are broad categories of talent, and as you’re using the tool you might find several that overlap with CliftonStrengths themes.  The goal is to help accept, affirm and develop children where they are, not to prescribe who they may or may not grow into once they determine their CliftonStrengths profiles. It may be helpful for adults to consider the connections they notice between the two instruments so they can see themselves reflected in the child, but trying to map the two tools together is not likely to offer much return on investment. 

Focus on Engagement Before Advancement

by Gavin Lillevig

The end of the calendar or fiscal year is marked by performance evaluations and goal-setting for the following year. When that time comes, as you set your professional development goals, focus on increasing your engagement at work. Focusing only on promotion readiness or incentives that provide extrinsic value (raise, bonus, increased vacation time) is putting the cart before the horse.

The impact and economic benefits of a raise, afforded by an advancement focus, will most likely be short-lived as your standard of living adjusts to the bump in pay. What won't be short-lived is the increased responsibility, increased accountability and increased stakes -- the cost of not meeting expectations could have a higher impact. If that new role isn't aligned with your strengths and doesn't afford you opportunities for increased engagement, you've offset higher pay (or better incentives) with a lower-quality working life, increasing the probability of subsequent burnout or mediocre performance reviews.
 

Focusing on professional development goals that target engagement will ready you for advancement and increase the probability that you will remain engaged in future roles. 

Mastery Monday: Productive Aiming -- Self-Assurance (2018)

By Albert L. Winseman, D.Min.

In 2002, former NBA All-Star Charles Barkley penned his autobiography, I May Be Wrong but I Doubt It. This sentiment likely resonates with those who have Self-Assurance in their Top 5, as Self-Assurance possesses a strong internal compass that compels them to lead their own lives without much advice from others. Those with high Self-Assurance need to be in control of their own destiny, and they take steps to ensure that they are. They are confident in what they do well and are not threatened by others who are talented in areas where they are not. They will recruit and recognize talented individuals, secure in their own abilities. Those high in Self-Assurance are often viewed as being comfortable in taking risks that would scare away most others. That is the perception, but the reality is -- from the perspective of those with strong Self-Assurance talents -- it only looks risky from the outside. They intuitively know how to get the risky thing done -- and know they will be successful. As a result, what looks risky actually isn’t to the mind of Self-Assurance. Self-Assurance is not just about confidence in achieving outcomes. It’s also about having a unique appreciation for their one and only life. It’s their life and no one else’s, and as such, no one else can live it for them.

Coaching Dangerously: Using Your Strengths to Find Your Niche -- Gallup Called to Coach: Elaine Krek (S7E1)

On a recent Called to Coach, we spoke with Elaine Krek, Founder of Prism Performance, an independent consulting organization she founded more than three years ago. Elaine coaches leaders in medium and large companies in the healthcare field and beyond, and is a workshop leader and conference keynote speaker.

Our host was Gallup Learning Solutions Consultant Anne Lingafelter. 

Below is a summary of the conversation. Full audio and video are posted above.

Anne Lingafelter: Talk about the common problems you experienced when you were working in the healthcare industry (specifically, for pharmaceuticals) and the issues you see now when you coach people in various industries.

Elaine Krek: I’ve seen a lot of the sales and marketing side of the pharma business. It’s a big eye-opener when you look at a company holistically. All companies have different business areas like R&D, business technology that all have their own function, but at the end of the day, they have to work together to bring products to market.

In my sales and marketing role, it was about creating the best possible product for the patient and getting that to and selling it to the customer. Our challenge was to come together with different departments to work toward a common outcome when we’re not working together on a day-to-day basis.