D O N C L I F TO N | 1 2-30-1999

CliftonStrengths® for Managers

Welcome to CliftonStrengths for Managers, the report that guides you through your unique talents and how
you can use those talents to succeed in your role.
We designed this report to make your days easier, bring clarity to your role and strengthen your management
practice.
Use this report to learn about your results and better understand what you naturally do best as a manager.
Then, go implement the action items into your role responsibilities — starting today.
YOUR TO P 10 T HE M E S

1. SignificanceLook for opportunities to do important work where you can help others raise the bar.
2. Futuristic
Share your visions of a better future.
3. Individualization
Appreciate the uniqueness in each person you meet.
4. Focus
Set specific goals with timelines to motivate yourself.
5. Maximizer
Strive for excellence, and encourage others to do the same.
6. Strategic
Always have at least three options in mind so you can adapt if circumstances change.
7. Learner
Use your passion for learning to add value to your own and others’ lives.
8. Achiever
Bring intensity and effort to the most important areas of your life.
9. Responsibility
Take ownership for the things that matter most to you.
10. Belief
Honor your values; they keep you on course during tough times.
Each Theme Fits Into a Leadership Domain
E X E C UT ING themes help you make things happen.
INFLUE N CING themes help you take charge, speak
up and make sure others are heard.

Copyright © 2000, 2021 Gallup, Inc. All rights reserved.

R E L AT I O N SH I P B U I LD I N G themes help you buildstrong relationships that hold a team together.
ST R AT E G I C T H I N K I N G themes help you absorb
and analyze information that informs better decisions.

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CliftonStrengths® for Managers

D O N C L I F TO N | 1 2-30-1999

Better Management Starts Here
1. Significance
2. Futuristic
3. Individualization
4. Focus
5. Maximizer
6. Strategic
7. Learner
8. Achiever
9. Responsibility
10. Belief

The role most critical for success in any organization is that of a manager. Yourrole is essential — and challenging — and we know that the best way to leadconfidently and lead well is to lead with your strengths.
Your distinct CliftonStrengths profile sets you apart from every other manager.
Above is your talent DNA, shown in order based on your responses to theassessment.
Learn About Your Most Powerful Strengths
The first 10 themes are your most dominant. This report outlines how eachof those gives you an advantage in your management practice. But to fully
understand your talent DNA, you must know that your top five themes — the ones
that shine through in almost everything you do — are the most powerful of yourdominant 10. Take the time to learn more about them.
Discover Practical Ways to Apply Them
Incorporate your strengths into your day-to-day routine: from the one-on-one
conversations you’re already having and team meetings you’re already running to
the way you’re strategically planning and overseeing processes. Each theme page
includes:How that theme contributes to your success
How that theme could get in the way of your success
Action items that you can implement immediatelyUse Them
The most important expectation of an excellent manager is to have one meaningfulconversation every week with each team member about their goals. Keepreading this report to learn how to best apply your strengths in every one of thoseconversations to work with your team members to achieve those goals.
Whether you’re looking for a better way to more confidently manage a meeting thatstarts in 30 minutes or for long-term solutions or strategies, the theme of this report
is clear: Use your strengths to become a better manager.

Copyright © 2000, 2021 Gallup, Inc. All rights reserved.

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CliftonStrengths® for Managers

D O N C L I F TO N | 1 2-30-1999

I NFLU E N C I N G

1. SignificanceYou want to make a big impact. You are independent and prioritize projects based on how much influence they
will have on your organization or people around you.
How This Theme Contributes to Your Success
You are determined to make a difference, and your team feels it. By focusing on the outcomes of yourwork, you help team members be proud of the work they do every day.
Your desire to leave a legacy inspires your team. By encouraging your employees to think about the lasting
effect of their work, you push them to do great things. Your quest for long-lasting significance keeps yourteam focused on the future and how it connects to the current moment.
You strive to make your people better professionally and personally. Continuing to set high standards forwhat you and your employees do further solidifies your lasting outcomes.
How This Theme Could Get in the Way of Your Success■As a manager, you might not receive recognition for your success, but that’s OK. Appreciate yourteam members’ efforts and make sure they receive the praise they deserve. Concern yourself lesswith your own recognition and keep the focus on your team.

■

When you believe someone downplays your contribution, you are more likely than others to become
frustrated. Thinking about your team’s successes will help keep this frustration from derailing yourprogress.

■

When you focus on making a difference, you tend to overlook accomplishments that some might put
great value on. Engaging others in a discussion about what they see as important can help you takepride in their achievements.

Copyright © 2000, 2021 Gallup, Inc. All rights reserved.

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CliftonStrengths® for Managers

D O N C L I F TO N | 1 2-30-1999

ACT IO N IT E M S

How to Apply Significance asa Manager
This theme gives you an edge — here’s how you can use it.

□ Understand how team members want to be known. Ask them: How do you define or describe greatness

in your role? What are you known for? What would you like to be known for? Answers to these questions will
reveal employees’ expectations and give you insights into coaching them.

□ Discover the audience — or person — whom your team members consider the most important. Askeach team member the following questions: Whose approval do you value most? Whose feedback do youappreciate most? Whose endorsement do you care about most? Use this information to ensure employees
get the recognition that is most meaningful to them.

□ Share the most important team goals with your employees. When your team members hear yourobjectives for the organization and their team, it inspires them to align their work to meet those goals andprioritize their projects based on how much influence they have on team success.

□ Identify recent successes and let others know about them. You are your team’s biggest cheerleader

and advocate. When the team reaches a goal, ensure that all involved know about it. Getting credit for thework they do motivates team members to higher levels of productivity and excellence.
Reflect to Plan for Action

How do you enjoy both giving and receiving
recognition?

Copyright © 2000, 2021 Gallup, Inc. All rights reserved.

Where can you create a clear connection
between team projects and organizational
goals?

4Inside Your ReportYour top 10 themesInstructions for using
the report

A resource to help you
accomplish your goals

A theme page for each of your top 10 themes with manager-specificinsights, action items and reflection questions

Copyright © 2000, 2021 Gallup, Inc. All rights reserved.

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