As a manager, how do you develop your leadership abilities and recognize how you uniquely lead your team? Check out this quick guide, designed for managers to invest in their strengths for greater growth.
Check out the full guide at: http://strengthsschool.com/strengthsfinder-blog/managers-personal-development
2. Managers account for 70%
of the variance in
employee engagement
Actively disengaged
employees cost S’pore S$6
billion in lost productivity
9 in 10 people struggle to
be effective managers
unless developed
13 in 15 employees worldwide
are disengaged or actively
disengaged at work
3. “Empowering managers to focus on their
strengths and those of their teams is key in
increasing employee engagement.
- Victor Seet
4. 3 STEP GUIDE TO GROWTH
1. Know and understand
your dominant
StrengthsFinder
themes
2. Take ownership of
your talent themes
3. Aim your strengths
towards your goals as
a manager
5. STEP ONE: UNDERSTAND YOUR DOMINANT THEMES AS A MANAGER
➤ Dig into all the resources you can find to help you understand
your Top 5 CliftonStrengths themes
➤ Reflect on your usual behaviour, habits, and past experiences
➤ Key Question: can you connect your StrengthsFinder talent
themes to your past experiences, patterns of thought,
decision-making processes, or habits? Try doing this for each
of your Top 5 CliftonStrengths themes.
6. STEP TWO: OWN YOUR DOMINANT THEMES AS A MANAGER
➤ Ownership comes when we start to accept and view our
StrengthsFinder lenses in a positive way. Ownership drives us
to action.
➤ If we dislike our StrengthsFinder themes or are skeptical
about them, we won’t be able to aim them toward specific
goals we have in our work and personal lives.
➤ Key Question: Can you link your dominant talent themes to
an ‘identity’ you can assume at work? How does assuming
this identity help build greater ownership in your role as a
manager?
7. STEP THREE: AIM YOUR DOMINANT THEMES AS A MANAGER
➤ Understand the negative impact that our strengths can have
on our team members at work.
➤ Connect our StrengthsFinder themes with specific, actionable
goals tied to broader work outcomes.
➤ Key Questions:
➤ In which areas do you tend to impose your thoughts and
decisions on your team?
➤ How do your themes tend to manifest in times of stress?
➤ What is your natural leadership style, and how does this
relate to your strengths?
8. STEP THREE: AIM YOUR DOMINANT THEMES AS A MANAGER
➤ Using the SMART goal framework, can you set a goal for each
of your strengths?
➤ For example:
➤ Activator: Connect with 50 new organisations within a year
and convert 20% of them into clients
➤ Communication: Share with and influence 2,000 people in
Asia to do the StrengthsFinder profiling assessment
through Strengths School within a year
➤ Strategic: Get recurring business from 80% of our existing
clients within a year
9. “A Strengths-Based Manager leading by
example will have taken the vital first step in
engaging his or her team members.
- Victor Seet
