CliftonStrengths'"

Sara Bavender

Strengths Insight and ActionPlanning Guide

SURVEY COfVI PLETION DATE. 11-0 1-2016

DON CL iFTO N

Father of Strengths Psychology and

Inventor of CliftonStrengths

(Sara Bavender)

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reserved.

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Sara Bavender
SUR\'EY COf\IPLETION DATE. 11-01-.::016

YOUR TOP 5 THEMES

1. Belief
2. Relator
3. Harmony
4. . Self-Assurance
5. Strategic

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What's in This Guide?

SECTION 1 : AWA RENESS
A brief Shared Theme Description for each of your top five themes
Your Personalized Strengths Insights, which descnbe what makes you stand out from others with the
same theme in their top five
Questions for you to answer to increase your awareness of your talents

SECT ION II: APPLICAT ION

10 Ideas for Ac tion for each of your top five themes
Questions for you to answer to help you apply your talents

SECT ION Ill: AC HIEVEMENT

Examples of what each of your top five themes "sounds like" -- real quotes from people who also have
the theme in their top five
Steps for you to take to help you leverage your talents for achievement

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Section 1: Awareness
Belief
SHARED THEME DESCRIPTION
People who are especia lly talented in the Belief theme have certain core values that are
unchanging. Out of these values emerges a defined purpose for their life.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?
Because of your strengths, you occasionally find yourself attracted to people who think about the
future . You might be attracted to working alongside possibility thinkers who dedicate themselves to
humanitarian or philanthropic causes. Perhaps, like them, you imagine a world without refugees,
war, hunger , incurable diseases, or weapons of mass destruction. It's very likely that you yearn to
provide your loved ones with the finest things in life. This desire forces you to think of better ways to
meet the needs of family members. When time and money must be reallocated , you often are the
person who
figures out how to do it. Driven by your talents, you try to be helpful to others in ways that may
improve their lives. Perhaps you hope to leave the world in better shape than you found it. Chances
are good that you may reject the idea that telling a falsehood about something unimportant is
acceptable. Perhaps you refuse to make an innocent social excuse to protect someone's feelings .
By nature, you place more importance on the purpose and value of what you do than on the moneta
ry rewards that accompa ny success .

QUEST IONS
1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
2. Out of all the talents in this insight, what would you like for others to see most in you?

CliftonStrengths"'

Relator
SHARED THEME DESCR IPTION
People who are especially talented in the Relator theme enjoy close relationships with ot hers . They
f ind deep satisfaction in working hard with fr iends to achieve a goal.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?
Because of your strengths, you might feel life is good when you are trut hful about your talents,
education, successes, experiences , or background . You attempt to dispel certain illusions you have
about yourself or that others have about you. Maybe this is one of your priorities. When you do not
pretend to be someone you are not, you might be happier . Instinctively , you may embrace life
more fully when you are surrounded by people whose personal aims or professional ambitions are
clearly defined. It's very likely that you may relate to individuals better when you pay attent ion as
they describe their goals. Because being liked is important to you , you might setout to convince
people that you understand their desires, wants, or needs. Chances are good that you have close
companions who fr equently seek your guidance . You help them find answers to their personal and
professiona l problems . This makes you a valuable friend . Driven by your talents, you have the
ability to instruct, train , or offer suggest ions to people who look to you for assistance.

QUEST IONS
1. As you read your personalized strengths insights , what words , phrases , or lines stand out to
you?
2. Out of all the talents in this insight , what would you like for others to see most in you?

CliftonStrengths'"

Harmon y
SHARED THEME DESCR IPTION
People who are especially talented in the Harmony theme look for conse nsus. They don't
enjoy conflict; rather. they seek areas of agreement.

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?
It's ve ry likely that you sometimes bring a matter-of-fact awareness to specific situations that require
hard work . You might see the task, the resour ces, or the challenges for what they are. You might
refrain from giving in to unrealistic or wishf ul thinking . Perhaps you like to labor in the company of
certain acquaintances because they appreciate your practicality. Maybe you and some of your friends
remain cordial after having completed demanding or emotionally taxing projects. By nature, you
sometimes seek out and listen to the opinions of others before you express your own views . Driven
by your talents, you may be thrilled when people acknowledge your practical, realistic, and
straightforward thinking style. They might rely on you to deal evenhanded ly with everyone involved in
a project. Maybe they realize you can keep misunderstandings to a minimum . Perhaps you feel
good when you help your teammates , coworkers , classmates , friends, or family members behave
respectfully and work cooperatively . Because of your strengths , you might educate yourself about the
basic facts surrounding certain types of issues or situations. To reduce the possibility of conflict, you
may consider everyone's point of view . Perhaps you help some individua ls see where they are in
agreement with others. Now and then, you can move specific individuals toward consens us -that is,
a judgment arrived at by most of those concerned. Instinctively, you may realize that conflicts or
disagreements can arise when you give one person opportun ities. resources , or attention that no one
else receives. Perhaps you have a knack for keeping everyone's emotions in balance by avoiding
saying words or doing deeds that might indicate you favor one or two individua ls over the rest .

QUESTIONS
1. As you read you r persona lized strengths insights, what words , phrases , or lines stand out to
you?
2. Out of all the talents in this insight , what would you like for others to see most in you?

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GALLUP"
Cl iftonStrengths'"

Self-Assurance
SHARE
D
DESCRIPTION

THEME

People who are especia lly talented in the Self-Assurance theme feel confident in their ability
to manage their own lives. They possess an inner compass that gives them confidence that
their decisions are right.

YOUR
INSIGHTS
What
out?

PERSONALIZED

makes

you

STRE

NGTHS

stand

Chances are good that you prefer to register for rigorous courses of study rather than take easy
classes. This often satisfies your need to do things that do not come naturally . You trust you can
endure t he unpleasantness and difficulties that accompany the expansion of your knowledge
base, the acquisition of skills, and the conquest of deficiencies . Instinctively , you occasionally are
willing to step into the lead position and direct the efforts of specif ic associates, friends, fellow
students, or teammates. By nature, you might describe the good life as taking the dare, walking to
the edge, running toward the unknown, or work ing high in the air without a net to stop your fall.
Perhaps you enjoy the rush of adrenalin that accompanies risky deeds or decisions. Because of
your strengths,
you now and then long for employment or assignments that inspire you and pique- that is,
arouse
your interest. You may be more enthusiastic about life when your work interests you . It's very
likely that you periodica lly choose teammates who dare to do things that some people would say
are too risky.

QUEST IONS
1. As you read your personalized st rengths insights , wha t words , phrases, or lines stand
out to you?
2. Out of all the talents in this insight, what wo uld you like for others to see most in
you?

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CliftonStrengt hs

TM

Strategic
SHARED THEME DESCRIPTION
People who are especia lly talented in the Strategic theme create alternative way s to proceed.
Faced with any given scenar io, they can quickly spot the relevant patterns and issues .

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?
Instinctively , you customarily pinpoint the core problems and identify the best solutions. You artfully
and skillfully eliminate distractions. This helps people gain a clear understanding of what is happening
and why it is happening. You frequently identify ways to transform an obstacle into an opportun ity.
Driven by your ta lents , you might appreciate straight forward, plainspoken, and concise conversat
ions. Sometimes you engage in dia logue people who are willing to listen to the alternatives you
present. Because of your strengths, you may possess enough strength in language to ex press your
ideas and fee lings with ease. Maybe you rely on words and phrases your teammates can readily
understand. By nature, you usually identify problems others fail to notice. You repeatedly create
solutions and find the right answers . You yearn to improve things about yourself, other people, or
situations. You are drawn to classes, books, or activities that promise to gi ve you the skills and
knowledge you seek . It's very likely that you occasionally marvel at your ability to vividly express your
thoughts and feelings.

QUESTIONS
1. As you read your personalized strengths insights, what words , phrases , or lines stand out to you?
2. Out of all the talents in this insight, what would you like for others to see most in you?

CliftonStrengths

Questions
1. How does this information help you better understand your unique talents?
2. How can you use this understanding to add value to your role?
3. How can you apply this knowledge to add value to your team , workgroup , department , or
division?
4. . How will this understanding help you add value to your organization?
5. What will you do differently tomorrow as a result of this report?

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'M

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CliftonStrengthsN

Section II: Application

Belief
IDEAS FOR ACT ION:
Clarify your values by thinking about one of your best days ever. How did your va lues play into
the satisfaction that you received on that day? How can you organize your life to repeat that day
as often as possible?
Actively seek roles that fit your values. In particular, think about joining organizations that define their
purpose by the contribution they make to society.
The meaning and purpose of your work will often provide direction for others. Remind people why
their work is important and how it makes a difference in their lives and in the lives of others.
Your Belief talents allow you to talk to the hearts of people. Develop a "purpose statement "
and communicate it to your family, fr iends, and coworkers. Your powerful emotiona l appeal
can give them a motivating sense of contribution.
Create a gallery of letters and/or pictures of the people whose lives you have substantially
influenced. When you are feeling down or overw helmed, remind yourself of your value by looking
at this gallery . It will energize you and revive your commitment to helping others.
Set aside time to ensure that you are balancing your work de mands and your personal life. Your
devotion to your career should not come at the expense of your strong commitment to your family.
Don't be afraid to give voice to your values. This will help others know who you are and how to
relate to you.
Active ly cultivate friends who share your basic values. Consider your best friend. Does this person
share your value system?
Partner with someo ne who has strong Futuristic talents. This person can energize you by painting a
vivid picture of the direction in which your values will lead.
Accept that the values of other people might differ from your own. Express your beliefs without being
judgmenta l.

QUEST IONS
1. Which of these action items speak to you? Highlight the actions that you are most likely to take.
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CliftonStrengths

'"

2. How will you commit to taking action? Write you r own personalized action item that you will take
in
the next 30 days.

Relator
IDEAS FOR ACTION:
Find a work place in which fr iendships are encouraged. You w ill not do well in an overly
formal organization . In jo b interviews, ask a bout work styles and company culture.
Deliberately learn as much as you can about the people you meet. You like knowing about people,
and other people like being known. By doing this , you will act as a catalyst for trusting
relationships.
Let it be known that you are more interested in the character and personality of others than in
their status or job t itle. This is one of your greatest talents and can serve as a model for other s.
Let your caring show. For example, find people in your company to mentor, help your colleagues
get to know each other better, or extend your relationships beyond the office.
No matter how busy you are, stay in contact with your friends. They are your fuel.
Be honest with your friends. True caring means helping the other person be successful and fulfilled.
Giving honest feedback or encouraging your friend to move out of a role in which he or she is
struggling is a compassiona te act.
You probably prefer to be seen as a person, an equal, or a friend, rather tha n as a
function, a superior, or a title. Let people know that they can address you by your fi rst
name, rather than formally.
You might tend to withhold the most engaging aspects of your personality until you have
sensed openness from another person. Remember , building relationships is not a one-way
street. Proactive ly "put yourself out there." Others wi ll quick ly see yo u for the genuine
individual you are , a nd you will create many more opportunities to cultivate strong, longlasting connections.
Make t ime for family and close friends. You need to spend quality moments with those you love
in order to "feed" your Relator talents . Schedule activities that a llow you to get even closer to
the people who keep you grounded and happy.

Make an effort to socialize with your colleagues and team members outside of work . It can be
as simple as lunch or coffee together. This will help you forge more connected relationships at
work, which in turn can facilitate more effective teamwo rk and cooperation.

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QUESTIONS
1. Which of these action items speak to you? Highlight the actions that you are most likely to take.
2. How will you commit to taking action? Write your own personalized action item that you will take in
the next 30 days.

Harn1ony
IDEAS FOR ACT ION:
Use your Ha rmony talents to build a network of people with differing perspectives. Rely on these
people when you need expertise. Your open ness to these differing perspectives wi ll help you
learn.
When two people are arguing, ask others in the group to share their thoughts . By increasing
the number of vo ices in the conversation , you are more likely to find areas where all parties
can agree. Yo u can draw people together .
Avoid roles that will lead you to confront people on a daily basis. Sales roles based on "cold calls" or
roles in highly competit ive workp laces, for example, w ill fr ustrate or upset you .
Practice your techniq ues for resolving conflict witho ut confrontation . Without these polished
techniques , you might find yourse lf simply running away from conf licts, leaving them
unresolved . This could lead you to passive-aggress ive behavior .
Partner with someone especia lly talented in Command or Activator . When all your best efforts to
resolve a conflict have met with no success, this person can help you confront it head-on .
Create interactions and forums in which people feel like their opinions are truly being heard. In doing
so, you will help others become more engaged in group projects and activities.
Be aware that your attempts to create harmony by allowing everyone a turn to speak might
actually create disharmony in some people. Individuals with exceptiona l Achiever talents, for
example, may be anx ious to make a decision and take action . Learn to briefly yet effectively
communicate the
value of listening.
Understand that some may take advantage of your efforts to produce harmony . On occas ion, when
everyone is getting an opportunity to speak , some individuals might waste time positioning
themse lves or getting into lofty debates that have little relevance to the task at hand. At these
times, do not hesitate to jump in and turn the conversation around to more practical matters. A
balance between listening and efficiency is key to harmony.
In discussions , look for the practica l side of things. Help others see this practical side . It is the

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CliftonStrength s'M
starting point of
agreement.
Deference comes naturally for you. You easily step aside when someone with superior expertise
enters. Take the next step by inviting those with greater expertise to consult.

QUEST IONS
1. Which of these action items speak to you? Highlight the actions that you a re most likely to take.
2

How will you commit to taking action? Write your own personalized action item that you will take
in the next 30 days.

Self-Assurance
IDEAS FOR ACTION:
Look for start-up situations for which no rulebook exists. You will be at your best when you
are asked to make many decisions .
Seek roles in which you convince people to see your point of view. Your Self-Assurance talents
(especially when combined with Command or Activator talents) can be extremely persuasive.
Leadership, sales, legal, or entrepreneur ial roles might suit you.
Let your self-confidence show. It can be contagious and will help the people around you
grow. Realize that sometimes you will find it hard to put your certainty or intuition into
words , possibly
leading others to see you as self-righteous . Explain that your confidence does not mean that they
should withhold their opinions. It might not seem like it to them, but you do want to hear their ideas .
Your conviction doesn't mean that you are unwilling to listen to them.
Your independent streak can leave you standing alone. If this happens , make sure you are
out in front , or partner with someone who can help others see how they can benefit from
following you .
Partner with someone with strong Strategic , Deliberative , or Futuristic talents . This person
can help you assess the goa ls to which you commit. You need this help because once you set
your sights on a goal, you are likely to stay with it until you achieve it.

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Your exceptionally hard work and long hours are natural products of the passion and confidence you
feel about your work. Don't assume that others are similarly wired.
You can be decisive, even when things get dynamic and distracting. When there is chaos around

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CliftonStrengths'"

you, intentionally display and share the calm and certainty within you. This will give others comfort
and security.
Set ambitious goals. Don't hesitate to reach for what others see as impractical and impossible,
but what you see as merely bold and exciting- a nd most importantly- achievable with some
heroics and a little luck. Your Self-Assurance talent s can lead to achievemen ts that you may
not have
othe rwise even imagined.
You don't have a great need for direction and support from others. This could make you particular
ly effective in situations that require independent thinking and action. Recognize and active ly
contribute the va lue of your Self-Assurance talents when confidence and self-control are crucial .

QUESTIONS
1. Which of these action items speak to you? Highlight the actions that you are most likely to take .
2. How will you commit to tak ing action? Write your own personal ized action item that you will
take in the next 30 days.

Strategic
IDEAS FOR ACT ION:
Take the time to fully reflect or muse about a goal that you want to achieve until the related
patterns and issues emerge for you . Remember that this musing time is essential to strategic
thinking .
You can see repercussions more clearly than others can. Take advantage of this ability by pla nning
you r range of responses in detail. Ther e is little point in knowing where events will lead if you are
not ready when you get there.
Find a group that you think does important work, and contribute your strategic think ing. You can be a
leader with your ideas.
Your strategic thinking will be necessary to keep a vivid vision from deteriorating into an ordinary
pipe dream. Fully consider all possible paths toward making the vision a reality . Wise
forethought can remove obstacles before they appear.

Make yourself known as a resource for consultation with those who are stumped by a particular
problem or hindered by a particular obstacle or barrier. By naturally seeing a way when others
are convinced there is no way, you will lead them to success.

CliftonStrengths '

You are likely to anticipate potential issues more easily than others. Though your awa reness
of possible danger might be viewe d as negativity by some, you must share your insights if
you are going to avoid these pitfalls. To prevent misperception of your intent , point out not
only the future obstacle , but also a way to prevent or overcome it. Trust your insights, and
use them to ensure the success of your efforts .
Help others understand that your strategic thinking is not an attempt to belittle their ideas, but is
instead a natural propensity to consider all the facets of a plan objectively. Rather t han being a
naysayer , you are actually trying to examine way s to ensure that the goal is accomplished,
come
wha t may. Your talents will allow you to consider others ' perspect ives while keeping your end goal in
sight.
Trust your intuitive insights as often as possible. Even though you might not be able to explain
them rationally , your intuitions are created by a brain that instinctively anticipates and projects.
Have confidence in these perceptions .
Partner with someone with strong Activator talents . With this person's need for action and your
need for anticipation, you can forge a powerful partnership .
Make sure that you are involved in the front end of new initiatives or enterprises. You r innovative yet
procedural approach will be critical to the genesis of a new venture because it will keep its creators
from developing deadly tun nel vision.

QUESTIONS
1. Which of these action items speak to you? Highlight the actions that you are most likely to take.
2. How will you commit to taking action? Write your own persona lized action item that you will take
in
the next 30 days.

GALLUP*

CliftonStrength s"'

Section Ill: Achievement

Look for signs of achievement as you read these real quotes from people who share your top f
ive themes.

BELIEF SOUNDS LIKE THIS:

Michael K., salesperson: 'The vast majority of my nonworking time goes to my family and to the
things we do in the community. Iwas on the countywide Boy Scouts board of directors . And
when I was a Boy Scout, I was pack leader. When I was an Explorer , I was junio r assistant
leader for the Boy Scouts. Ij ust like being with kids. I believe that's where the future is. And I
think you can do a whole
lot worse with your time than investing it in the future ."
Lara M., college president: "My values are why I wo rk so hard every day at my j ob. I put hours
and hours into this job , and I don't even care what I get paid. I jus t found out that I am the
lowest paid college president in my state , and I don't even care . I mean, I don't do this for the
money."
Tracy 0., airline executive: "If you a re not doing something important , why bother? Getting up
every day and working on ways to make flying safer seems important to me, purposeful. If I didn't
f ind this purpose in my jo b, I don't know if I could work through all the challenges and frustrations
that get in my way . I think Iwould get demoralized."

RELATOR SOUNDS LIKE THIS :

Gavin T ., flight attendant: "I have many wonderful acquaintances, but as for true friends t hat I
hold dear, not very many. And I'm real okay with that. My best times are spent with the people I'
m tightest with, like my family . We are a very tight-knit Irish Catholic family , and we get
together every chance we can. It's a large family- I have five brothers and sisters and ten
nieces and nephews- but we all get together about once a month and yuk it up. I'm the
catalyst. When I'm back in Chicago, even if there is no birthday or anniversary or whatever , I
become the excuse for getting together and hanging out for three or four days. We really enjoy
one another's company ."
Tony D., pilot: "I used to fly in the Marines, and, boy, you had better be comfortable with the word
'friend' in the Marines. You had better feel good about trusting someone else. I can't tell you how
many times I put my life in someone else's hands. I was flying off my friend's wing, and I'd be
dead if he couldn't get me back safely ."
Jamie T ., entrepreneur: "I'm definitely selective about my relationships. When I first meet people, 1
don't want to give them very much of my time. I don't know them; they don't know me - so let's jus t
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be pleasant and leave it at that. But if circumstances make it so that we get to know each other
better,

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CliftonStrengths'"
it seems like a threshold is reached where I suddenly start wanting to invest more. I' ll share more
of myself, put myself out for them, do things for them that wi ll bring us a little closer , and show that
I care. It's funny because I am not looking for any more friends in my life. I have enough. And yet
with each new person I meet, as soon as that thresho ld is reached, I feel compelled to go deeper
and deeper. Now I have ten people working for me, and I would call each of them my very good
friend."

HARMONY SOUNDS LIKE TH IS:

Jane C., Benedictine nun: "I like people. I relate to them easily because I am very strong in
adjustment. I take the shape of the vessel into which I am poured, so I don't irritate easily ."
Chuck M., teacher: "I don't like conflict in class, but I have learned to let things run their
course instead of trying to stop it right away. When I first started teaching, if someone said
something
negative, I would think, 'Oh, why did you have to say that?' and try to get rid of it right away. But now
1 simply try to get the opinion of someone else in the class so that perhaps we can have different
points of view on the same topic."
Tom P., technician : "I can remembe r vividly when I was ten or eleven and some of the kids in
my school wo uld get into arguments . For some reason, I would feel compe lled to get in the
middle of things and find the common ground . I was the peacemaker."

SELF-ASS URANCE SOUNDS LIKE TH IS:

Ja mes K., salesman: "I never second-guess myself. Whether I am buying a birthday present or a
house, when I make my decision, it feels to me as if I had no choice. There was only one decision
to make, and I made it. It's easy for me to sleep at night. My gut is final, loud, and very persuasive."
Pam D., public service executive: "I was raised on a remote farm in Idaho, and I attended a sma ll rural
sc hool. One day , I returned home from schoo l and announced to my mother that I was changing
schoo ls. Earlier in the day, my teacher had explained that our school had too many kids and that
three kids would have to move to a different school. I thought about it for a moment, liked the idea of
meeting new people, and decided I would be one of them- even though it meant getting up
half an hour earlier and traveling farther on the bus. I was five years old."
Deborah C., ER nurse: "If we have a death in the ER, people call on me to deal with the family
because of my confidence. Just yesterday , we had a problem with a young psychotic girl who was
screaming that the devil was inside her. The other nurses were afraid, but I knew what to do. I went
in and said, 'Kate, come on, lie back. Let's say t he Baruch. It's a Jewish prayer. It goes like this:

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Baruch Atah Adonai , Eloheinu Melech Haolam .' She responded , 'Say it slowly so that I can say it
back to
you.' I did, and then she said it back to me slowly. She wasn't Jewish , but this calm came over her.
She dropped back against her pillow and said, 'Thank you. That's all I needed."'

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CliftonStrengths'"

STRATEG IC SOUNDS LIKE THIS:

Liam C., manufacturing plant manager: "It seems as if I can a lways see the consequences before
anyone else can. I have to say to people, 'Lift up your eyes; look down the road a ways . Let's ta lk
about where we are going to be next year so that when we get to this time next year , we don't
have the same problems.' It seems obvious to me, but some people are just too focused on this
mont h's numbers, and everything is driven by that."
Vtvian T., television producer: "I used to love logic problems when I was a kid - you
know, the ones where 'if A implies B, and B equals C, does A equal C?' Still today , I am
always playing out repercussions , seeing where things lead. I think it makes me a great
interviewer . I know that nothing
is an accident ; every sign, every word, every tone of voice has significance. So I wat ch for these
clues and play them out in my head, see where they lead, and then plan my questions to take
advantage of what I have seen in my head."
Simon T., human resources executive: "We really needed to take the union on at some stage, and 1
saw an opportunity - a very good issue to take them on. I could see that they were going
in a direction that would lead them into all k inds of trouble if they continued following it. Lo
and behold,
they did continue followin g it, a nd when they arrived , there I was, ready and wa iting. I suppose it
jus t comes naturally to me to predict what someone else is going to do. A nd then when that person
reacts, I can respond immediately because I have sat down and said, 'Okay, if they do this , we 'll do
this. If they do that, then we'll do this other thing.' It's like when you tack in a sailboat. You head in
one
direct ion, but you jinx one way , then another, planning and reacting, planning and reacting."

CliftonStrengths

'M

QUESTIONS
1. Talk to fr iends or coworkers to hear how they have used their talents to achieve .
2. How wi ll you use your talents to achieve?

911233848(Sam Bavende0

2000, 2006-2012 Gallup, Inc. All rights

reserved.

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