Kayla Weber

Strengths-Based Leadership Report (Brief)

SURVEY COMPLETION DATE: 05-22-2017

DON CLIFTON

Father of Strengths Psychology and

Inventor of CliftonStrengths

(Kayla Weber) 1
2000, 2006-2012 Gallup, Inc. All rights reserved.
Leader: Kayla Weber
SURVEY COMPLETION DATE: 05-22-2017

Gallup found that it serves a team well to have a representation of strengths in each of the four
domains of leadership strength: Executing, Influencing, Relationship Building, and Strategic Thinking.
Instead 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.

YOUR TOP FIVE CLIFTON STRENGTHSFINDER THEMES

EXECUTING INFLUENCING RELATIONSHIP STRATEGIC THINKING

BUILDING

Restorative Relator

Consistency

Arranger

Responsibility

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2000, 2006-2012 Gallup, Inc. All rights reserved.
Your Personalized Strengths Insights

RESTORATIVE

Chances are good that you are mentally quick and highly resourceful. You constantly consider how
you can upgrade all sorts of things in your personal or professional life. You eagerly seek and find
opportunities to better yourself. Instinctively, you regularly look for ways to enhance your speaking
talents. Why? You really want people to hear what you are thinking or feeling. Driven by your talents,
you are very decisive about implementing upgrades or making enhancements. You probably realize
that great ideas without action are totally meaningless. You occasionally become frustrated with
individuals who lack the gumption that is, boldness to transform their original thoughts into
tangible results. Because of your strengths, you are baffled that is, confused or puzzled by
people who have few, if any, clear goals. These individuals serve as constant reminders that poorly
defined objectives frequently lead to failure. You are aware of this risk. You concentrate your mental,
emotional, and physical energy on reaching your most important goal. Simply put: You become
single-minded that is, you dedicate yourself to one purpose. By nature, you are eager to upgrade
your skills and broaden your knowledge base. You seek to minimize or eliminate your deficiencies.
You are keenly aware of your flaws. You work hard to correct them. You continually look for things
you can do much better.

RELATOR

Instinctively, you thoughtfully select your friends. You avoid rushing into relationships. Once you trust
and care about someone, the individual probably seeks your counsel. Because of your strengths, you
are quite content with your results as long as you can honestly say you are producing as much as you
can. You maintain an optimistic outlook on life regardless of the value some people place on your
results. Chances are good that you are honest with yourself about yourself. You can admit your
shortcomings. You speak frankly about the areas where you need to do things better and more
completely than you have done them in the past. Its very likely that you feel life is best when you are
truthful about your talents, skills, education, successes, experiences, or background. You are
determined to dispel illusions you have about yourself and others have about you. This is likely to be
one of your top priorities. As long as you do not pretend to be someone you are not, you are a happier
and healthier human being. Driven by your talents, you routinely give your team everything you
possibly can in terms of your talent, skill, energy, knowledge, or time. As a result, you probably have
little left to offer people outside the workplace or study group.

CONSISTENCY

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2000, 2006-2012 Gallup, Inc. All rights reserved.
Because of your strengths, you tend to be quite practical about things. Although you want everyone to
enjoy being in your presence, you realize this is an unrealistic expectation. Nevertheless, you go out
of your way to treat every person you meet with the same amount of respect, care, concern, and
hospitality. Driven by your talents, you can provoke laughter with your words and actions. Because
you possess a practical temperament, your merriment usually has a purpose. It amuses the famous
and the not-so-famous as well as the important and the not-so-important. You treat everyone equally
when exercising your flair for comedy. Simply put: No person or group of people becomes the target
of your jokes and stories. Its very likely that you accept the ongoing challenge of equalizing the
amount of time you spend on key parts of your life. For practical reasons, you do not want any one
thing to consume every minute of your day. Thus, you choose to handle personal and professional
problems logically. You deal with facts unemotionally. You intentionally minimize conflict between
people by not taking sides. Instead, you make them aware of things as they actually are. You
emphasize what they have in common. Patiently, you move adversaries toward peaceable solutions
and general agreement. Chances are good that you welcome opportunities to acquire additional
knowledge and new skills. From a practical perspective, ongoing education allows you to take
advantage of experiences or engage in activities for the first time. You are comfortable knowing that
others are informed about these training sessions. Not making this news available to everyone
probably strikes you as unjust or elitist that is, snobbish. By nature, you naturally set up structures
within which to work, study, travel, or entertain. Regarding tedious but essential chores, you are
someone who repeatedly follows the same course of action. You tend to recall major and minor
details, appointments, itineraries, or deadlines. You create ways to be efficient. Why? Doing so frees
your mind to deal with one-of-a-kind problems and unexpected opportunities.

ARRANGER

Chances are good that you have been most productive in the past when someone in authority really
took an interest in you. You probably can name these individuals and describe how they helped you
recognize your talents. You are likely to recall instances when they created opportunities for you to
use your talents, knowledge, and skills. Often these individuals played the role of a teacher, coach, or
mentor even when that was not their official title. Driven by your talents, you sometimes ask people
questions so you can collect background information. Maybe the insights you gather make it a bit
easier to pinpoint what makes this person totally different from everyone else. You might be
fascinated by the diversity of human beings. You might amass enough facts about specific individuals
to prevent others from stereotyping them. Because no two people are the same, you try to decipher
who works well with whom. Instinctively, you usually excel on teams whose members appreciate your
ability to simultaneously think about multiple ideas, problems, or tasks. The more you have to juggle,
the happier you probably are. Because of your strengths, you join various teams to enhance your
chances of attaining fame, fortune, power, prestige, promotions, or success. You probably do things
to build up your resume. Its very likely that you have a much easier time adjusting to situations than
many of your teammates do. You probably maintain a macro that is, big rather than a micro
that is, tiny overview of the challenges, problems, or opportunities that lie ahead.

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2000, 2006-2012 Gallup, Inc. All rights reserved.
RESPONSIBILITY

Because of your strengths, you sometimes feel twinges of guilt when certain tasks are done
carelessly. Perhaps you want to be associated with quality. You might be disappointed in yourself
when you compromise some of your beliefs about right and wrong. Its very likely that you draw on
your reserve of personal accountability when pressed to complete tasks. Fulfilling your commitments
spurs you to do whatever it takes to complete projects. You realize others depend on you. This
explains why you seldom rest until your work is done. Instinctively, you are known as a reliable and
dependable person. You are motivated to work diligently. You cannot rest until you have completed
what you told someone you would do. By nature, you associate false praise with dishonesty. This is
one reason why you are cautious when giving individuals feedback. Your integrity demands that you
say what you mean and mean what you say. Your compliments are hard-won and genuine. As a
result, people really value them. Driven by your talents, you have a strong sense of commitment. It
motivates you to make sure that things are carried through to completion even when difficulties arise.

(Kayla Weber) 5
2000, 2006-2012 Gallup, Inc. All rights reserved.