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013 devos four domains of leadership

Karen Lindsey-Lloyd
Karen Lindsey-Lloyd

The document discusses strengths-based leadership. It defines strengths as pre-existing capacities that are authentic and energizing, enabling optimal performance. Strengths are developed using positive psychology research showing high achievers spend most time in their strengths areas. A strengths perspective focuses on talents rather than deficits, and building on strengths promotes more success than fixing weaknesses. There are four domains of leadership strengths: strategic thinking, executing, relationship building, and influencing. The document provides examples of strengths that may naturally conflict and encourages developing a personal action plan to better leverage one's strengths.

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Strengths-Based Leadership DeVos Urban Leadership Initiative Noel Academy for Strengths-Based Leadership and Education 2013 Reunion Presenter: Karen Lindsey-Lloyd
013 devos four domains of leadership
Todays Agenda Defining Strength History of Strengths Understanding Strengths Leading with Strengths
What is a Strength? A strength is "a pre-existing capacity for a particular way of behaving, thinking, or feeling that is authentic and energizing to the user, and enables optimal functioning, development, and performance (Linley, 2008, p.9) Talent: naturally recurring patterns of thought, feeling, or behavior that can be productively applied.
History of Strengths Developed using theoretical foundation of positive psychology based on the research of Seigelman & Csikszentmihalyi, 2000. Leadership is relational so you must understand yourself before you can lead others. 5
History of Strengths Research on High Achievers Dr. Don Clifton, Gallup Organization 250,000 interviews of high achieving individuals Spend most of their time in areas of strength
History of Strengths Research on High Achievers Have learned to delegate or partner Apply their strengths to overcome obstacles Invent ways of capitalizing on their strengths in new situations
(Talent + Energy) x (Knowledge + Skill) = The Strengths Equation Strength
Process information Experience others View time and structure Accommodate change Communicate Our strengths affect the way we
A Strengths Perspective Not about the tool Not about the labels Not about the deficits Definitely about knowing your God-given talents and using them to the fullest covered in prayer
Individuals already have within themselves what they need to succeed. Individuals gain more when they build on their talents, than when they make comparable efforts to improve their areas of weakness. Clifton & Harter, 2003, p. 112 What is a Strengths Perspective?
A Strengths Perspective Supervisors spend most of their time working with the weakest performers and zeroing in on mistakes. Parents and teachers focus on students lower grades rather than on their highest. Weakness fixing prevents failure strengths building promotes success
S t ra t e g i c T h i n k i n g Focus on what could be. Analyze information and help the team consider future possibilities and making prudent decisions. Analytical, Context, Futuristic, Ideation, Input, Intellection, Learner, and Strategic E xe c u t i n g Know how to make things happen. Implement plans and get things done. Take plans from ideas to reality. Focus on task completion and goal achievement. Work diligently to Achiever, Arranger, Belief, Consistency, Deliberative, Discipline, Focus, Responsibility, and Restorative Re l a t i o n s h i p B u i l d i n g Skilled at creating synergy within the team and/or organization. Keep morale of team members high. Consider needs of team members. Minimize distractions. Adaptability, Developer, Connectedness, Empathy, Harmony, Includer, Individualization, Positivity, and Relator I n f l u e n c i n g Help the team reach a broader audience. Give voice to teams ideas, plans, and vision. Skilled at taking charge, speaking up, and getting others inside and outside the organization to buy-in. Activator, Command, Communication, Competition, Maximizer, Self-Assurance, Significance, and Woo Rath and Conchie, 2008 Four Domains of Leadership Strength
Competition, Command Harmony Individualization Consistency Context Futuristic Strategic Strategic Strengths That Naturally Conflict
Strengths That Naturally Conflict Activator Deliberative, Analytical Responsibility, Belief Adaptability Discipline Input Communication Intellection
There are almost as many definitions of leadership as there are people who have tried to define it. (Stogdill, 1974, p. 7) What about leadership?
Personal Action Plan My Top Five How I use it (currently) Place an X here for the strength you use most 1. 2. 3. 4. 5. What three things can I do when I return that will better leverage my strengths? (Make them SMART) 1. 2. 3. Who will hold me accountable?
Questions? Thank you! Twitter: @klinlloyd LinkedIn: www.linkedin.com/in/klinlloyd

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013 devos four domains of leadership

  • 1. Strengths-Based Leadership DeVos Urban Leadership Initiative Noel Academy for Strengths-Based Leadership and Education 2013 Reunion Presenter: Karen Lindsey-Lloyd
  • 3. Todays Agenda Defining Strength History of Strengths Understanding Strengths Leading with Strengths
  • 4. What is a Strength? A strength is "a pre-existing capacity for a particular way of behaving, thinking, or feeling that is authentic and energizing to the user, and enables optimal functioning, development, and performance (Linley, 2008, p.9) Talent: naturally recurring patterns of thought, feeling, or behavior that can be productively applied.
  • 5. History of Strengths Developed using theoretical foundation of positive psychology based on the research of Seigelman & Csikszentmihalyi, 2000. Leadership is relational so you must understand yourself before you can lead others. 5
  • 6. History of Strengths Research on High Achievers Dr. Don Clifton, Gallup Organization 250,000 interviews of high achieving individuals Spend most of their time in areas of strength
  • 7. History of Strengths Research on High Achievers Have learned to delegate or partner Apply their strengths to overcome obstacles Invent ways of capitalizing on their strengths in new situations
  • 8. (Talent + Energy) x (Knowledge + Skill) = The Strengths Equation Strength
  • 9. Process information Experience others View time and structure Accommodate change Communicate Our strengths affect the way we
  • 10. A Strengths Perspective Not about the tool Not about the labels Not about the deficits Definitely about knowing your God-given talents and using them to the fullest covered in prayer
  • 11. Individuals already have within themselves what they need to succeed. Individuals gain more when they build on their talents, than when they make comparable efforts to improve their areas of weakness. Clifton & Harter, 2003, p. 112 What is a Strengths Perspective?
  • 12. A Strengths Perspective Supervisors spend most of their time working with the weakest performers and zeroing in on mistakes. Parents and teachers focus on students lower grades rather than on their highest. Weakness fixing prevents failure strengths building promotes success
  • 13. S t ra t e g i c T h i n k i n g Focus on what could be. Analyze information and help the team consider future possibilities and making prudent decisions. Analytical, Context, Futuristic, Ideation, Input, Intellection, Learner, and Strategic E xe c u t i n g Know how to make things happen. Implement plans and get things done. Take plans from ideas to reality. Focus on task completion and goal achievement. Work diligently to Achiever, Arranger, Belief, Consistency, Deliberative, Discipline, Focus, Responsibility, and Restorative Re l a t i o n s h i p B u i l d i n g Skilled at creating synergy within the team and/or organization. Keep morale of team members high. Consider needs of team members. Minimize distractions. Adaptability, Developer, Connectedness, Empathy, Harmony, Includer, Individualization, Positivity, and Relator I n f l u e n c i n g Help the team reach a broader audience. Give voice to teams ideas, plans, and vision. Skilled at taking charge, speaking up, and getting others inside and outside the organization to buy-in. Activator, Command, Communication, Competition, Maximizer, Self-Assurance, Significance, and Woo Rath and Conchie, 2008 Four Domains of Leadership Strength
  • 14. Competition, Command Harmony Individualization Consistency Context Futuristic Strategic Strategic Strengths That Naturally Conflict
  • 15. Strengths That Naturally Conflict Activator Deliberative, Analytical Responsibility, Belief Adaptability Discipline Input Communication Intellection
  • 16. There are almost as many definitions of leadership as there are people who have tried to define it. (Stogdill, 1974, p. 7) What about leadership?
  • 17. Personal Action Plan My Top Five How I use it (currently) Place an X here for the strength you use most 1. 2. 3. 4. 5. What three things can I do when I return that will better leverage my strengths? (Make them SMART) 1. 2. 3. Who will hold me accountable?
  • 18. Questions? Thank you! Twitter: @klinlloyd LinkedIn: www.linkedin.com/in/klinlloyd