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Angela Wetli

Strengths-Based Leadership Report (Brief)

SURVEY COMPLETTON DATE: 01 -1 1 -201 7

DON CLIFTON

Father of Strengths Psyeholory and

Inventor of Cliftonstrengths

(Angela Wetli)
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Leader: Anqela Wetli

SURVEY COMPLETION DATE: O{Y1-2017

Gallup found that it serves a team well to have a representation of strengths in each of the four
domains of leadership strength: Executing, lnfluencing, Relationship Building, and Strategic Thinking.
lnstead of one dominant leader who tries to do everything or individuals who all have similar
strengths, contributions from all four domains lead to a strong and cohesive team. This doesn't mean
that each person on a team must have strengths exclusively in a single category. In most cases, each
team member will possess some strength in multiple domains.

According to our latest research, the 34 Clifton StrengthsFinder themes naturally cluster into these
four domains of leadership strength. See below for how your top five themes sort into the four
domains. As you think about how you can contribute to a team and who you need to surround yourself
with, this may be a good starting point.

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EXECUTING INFLUENCING RELATIONSHIP STRATEGIC THINKING

BUILDING

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(Angela Wetli) 2
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Your Personalized Strengths Insights

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By nature, you may create some vivid images of what can be done in the coming months, years, or
decades. Perhaps you are prompted to transform your ideas into things you can touch, taste, see.
smell, or hear. lt's very likely that you rnay be enthusiastic about the future because certain visionaries
describe it so clearly. Perhaps their ideas for products, medicines, or inventions increase your
determination to take action. lnstinctively, you sometimes share your ideas about what can be
accomplished in the coming months, years, or decades. The different kinds of people you invite into
your life are sometimes inspired by your forward-looking plans, proposals, inventions, or suggestions
for change. Driven by your talents, you gain a certain degree of satisfaction from envisioning what
your life and the world might be like in the coming months, years, or decades. Because of your
strengths, you channel your mental and physical energies toward what you can accomplish in the
months, years, or decades ahead. The question you must answer is this: "How far into the future can I
think before my ideas start beconring vague or uninspiring?"

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Chances are good that you might be able to tune in to the mood of your group or interpret the
emotions that certain members of the team are experiencing. lt's very likely that you may be able to
brighten a person's day by accurately describing an emotion he or she is feeling. lt might be sadness
or happiness, disappointment or elation, despair or hope, hate or love, tranquility or anger. Perhaps
your awareness of certain individuals' moods helps them turn around their negative thinking. Some of
your best days might come when you change at least one frown into a smile. By nature, you
sometimes say you are a good trainer or instructor for certain kinds of individuals. Perhaps you are
aware of how a person feels at the start of a session. Maybe this enables you to adjust your coaching
techniques to fit current moods or interest levels of the individual. You rnight take into account how
someone reacted during your last encounter. Once in a while, you detect a few subtle or not-so-subtle
emotional or mental changes, lnstinctively, you may sense a person's emotional state at a given
moment. Perhaps you can tune in to another's feelings, thoughts, or needs. Sometimes you gain
valuable insights. Periodically these discoveries prompt you to acknowledge what certain individuals
have done well. To some degree, you pay attention to the minor, not just the major, progress
someone makes. Now and then, you might accelerate an person's growth as a human being or as a
professional. Because of your strengths, you occasionally interpret the moods of people. Perhaps you
sense what they are thinking or feeling at the moment they experience an event, overhear a
comment, reach a goal, or make a mistake.

(Angela Wetli) 2
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Driven by your talents, you attempt to surround yourself with thinkers. When you encounter them, you
might share a few of your latest theories, concepts, or philosophies. You might place a special value
on these conversations. Occasionally they might supply yoir with a new idea or a fresh perspective.
Perhaps you gather information, store it in your mind, or somehow document it. You may not know at
that moment how something you have heard, read, or observed will lead you to another discovery or
insight. Because of your strengths, you may be more enthused about life when you can exchange
ideas with, entertain, or work with particular people. You might prefer to be someone's partner or
teammate. You might have little interest in working alone to coordinate the activities of individuals or
groups. lt's very likely that you may sense the good qualities certain people possess. Perhaps you
find something to like in many individuals you meet. Sometimes you remind others of the reasons why
you think a person is special. ln the process, you might boost the self-esteem or confidence of a
newcorner. Chances are good that you may prefer to be with another person or a group rather than
spend time alone. This partially explains why you introduce yourself to some newcomers. Perhaps
you search for common interests you can discuss. lnstinctively, you occasionally ask questions and
intently listen to the answers of certain people. This behavior might surface when you meet a stranger
or newcomer. Occasionally you eavesdrop on what they are telling sorneone else. Not wanting
anyone to feel like an outsider, you try to draw individuals into the conversation. This partially explains
why you search for a specific reason to involve them in a few of your own or the group's activities.

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lnstinctively, you aulomatically think of new and different ways to do things. Your mind is brimming
with ideas. You probably are eager to share them with whoever will listen. Because of your strengths,
you are sornetimes the team member who generates innovative ideas for programs, processes,
enterprises, or assignments. Chances are good that you might be the member of the team who
suggests creative ways to do things. Perhaps you propose more innovative ideas than some others in
your group. Driven by your talents, you may have a knack for generating innovative ideas for certain
types of projects. Perhaps you are attracted to endeavors in which things need to be made better or
upgraded. lt's very likely that you sometimes feel comfortable sharing your original ideas with groups.
Perhaps they welcome your innovations. Maybe they realize you suggest novel ways of doing things
they would never have considered.

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Because ofyour strengihs, you may spread good cheerjust about everywhere you go. Perhaps
meeting certain people, talking about particular topics, or sharing your upbeat attitude energizes you
as well as some of those with whom you interact. By nature, you may be lighthearted and cheerful.
Perhaps you feel elated when you can start a friendly exchange of ideas with someone you are
meeting for the first time. Driven by your talents, you sometimes introduce yourself to outsiders or
newcomers. Perhaps your smile encourages them to open up and tell you a little bit about
themselves. Maybe this is one way you expand your network. You might find life a bit more interesting

(Angela Wetli) 4
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when you have as many old friends as you have new acquaintances. lnstinclively, you may look
forward to social events. Perhaps meeting and greeting people delights you. The more you interact
with individuals, the more enthusiastic you might be about life. Chances are good that you now and
then embrace opportunities to clarify unintelligible messages, vague statements, or difficult-to-
understand ideas. Occasionally you enlighten newcomers or outsiders about issues, processes,
regulations, or traditions about which they need to know more.

(Angela Wetli)