Description
Assignment
PERSONAL LEADERSHIP PHILOSOPHIES
What is your leadership philosophy? In this Assignment, you will explore what guides your own leadership.
RESOURCES
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
oChapter 1, “Frameworks for Becoming a Transformational Leader” (pp. 2–19 ONLY)
oChapter 6, “Shaping Your Own Leadership Journey” (pp. 182-211)
Chan, R. J., Knowles, R., Hunter, S., Conroy, T., Tieu, M., & Kitson, A. (2023). From evidence-based practice to knowledge translation: What is the difference? What are the roles of nurse leaders?Links to an external site. Seminars in Oncology Nursing, 39(1). https://doi.org/10.1016/j.soncn.2022.151363
To Prepare:
Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
Reflect on the leadership behaviors presented in the three resources that you selected for review.
Reflect on your results of the CliftonStrengths Assessment*, and consider how the results relate to your leadership traits.
*not required to submit CliftonStrengths Assessment
The Assignment (2-3 pages):
Personal Leadership Philosophies
Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following:
A description of your core values.
A personal mission and vision statement.
An analysis of your CliftonStrengths Assessment summarizing the results of your profile
A description of two key behaviors that you wish to strengthen.
A development plan that explains how you plan to improve upon the two key behaviors you selected and an explanation of how you plan to achieve your personal vision. Be specific and provide examples.
Be sure to incorporate your colleagues’ feedback on your CliftonStrengths Assessment from this Module’s Discussion 2.
Assignment_Rubric
Criteria
Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following: A description of your core values. A personal mission statement, AND a personal vision statement.
Ans.
The response accurately and thoroughly describes a set of core values. …The response clearly and thoroughly describes a personal mission statement and a personal vision statement.
Criteria
Analysis of your CliftonStrengths Assessment summarizing the results of your profile. A description of two key behaviors you wish to strengthen. *not required to submit CliftonStrengths Assessment.
Ans.
The response accurately and completely provides an analysis and detailed summary of the CliftonStrengths Assessment. (Not required to submit Clifton Strengths Assessment.) …The response clearly and thoroughly describes two key behaviors to strengthen.
Criteria
A development plan that explains how you plan to improve upon the two key behaviors you selected An explanation of how you plan to achieve your personal vision. Be specific and provide examples.
Ans
An accurate, complete, and detailed development plan is provided that thoroughly explains plans to improve upon the two key behaviors selected. … The response accurately and thoroughly includes plans on how to achieve a personal vision with specific examples.
Criteria
Resource Synthesis
Ans.
Using proper in-text citations, the response fully integrates at least 2 outside resources and 2 or 3 course-specific resources.
Criteria
Written Expression and Formatting—Paragraph Development and Organization:Paragraphs make clear points that support well-developed ideas, flow logically, and demonstrate continuity of ideas. Sentences are carefully focused—neither long and rambling nor short and lacking substance. A clear and comprehensive purpose statement and introduction is provided, which delineates all required criteria.
Ans.
Paragraphs and sentences follow writing standards for flow, continuity, and clarity. … A clear and comprehensive purpose statement, introduction, and conclusion are provided, which delineates all required criteria.
Criteria
Written Expression and Formatting—English Writing Standards:Correct grammar, mechanics, and proper punctuation.
Ans.
Uses correct grammar, spelling, and punctuation with no errors.
Criteria
Written Expression and Formatting:The paper follows correct APA format for title page, headings, font, spacing, margins, indentations, page numbers, running head, parenthetical/in-text citations, and reference list.
Ans.
Uses correct APA format with no errors.
Unformatted Attachment Preview
DONALD CLIFTON | 12-30-1999
Your CliftonStrengths 34 Results
You are uniquely powerful. Your distinct CliftonStrengths 34 profile sets you apart from everyone else.
This is your talent DNA, shown in rank order based on your responses to the assessment.
Use this report to make the most of your strongest CliftonStrengths themes, navigate the rest and
maximize your infinite potential:
• Read and reflect on your results to understand what you naturally do best.
• Learn how to apply your strongest CliftonStrengths every day.
• Share your results with others to create stronger relationships and improve teamwork.
STRENGTHEN
NAVIGATE
1. Significance
2. Futuristic
3. Individualization
4. Focus
5. Maximizer
6. Strategic
7. Learner
8. Achiever
9. Responsibility
10. Belief
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11. Analytical
12. Competition
13. Activator
14. Self-Assurance
15. Discipline
16. Communication
17. Arranger
18. Intellection
19. Positivity
20. Ideation
21. Woo
22. Input
23. Deliberative
24. Developer
25. Relator
26. Connectedness
27. Command
28. Consistency
29. Empathy
30. Context
31. Harmony
32. Restorative
33. Adaptability
34. Includer
You lead with Influencing
CliftonStrengths themes.
EXECUTING themes help you
make things happen.
INFLUENCING themes help
you take charge, speak up and make
sure others are heard.
REL ATIONSHIP BUILDING
themes help you build strong
relationships that hold a team
together.
STR ATEGIC THINKING
themes help you absorb and analyze
information that informs better
decisions.
RE AD “IDENTIF Y YOUR UNIQUE
CONTRIB UTION: THE
CLIF TONSTRENGTHS DOMAINS”
SECTION TO LE ARN MORE ˃
1
DONALD CLIFTON | 12-30-1999
Unleash Your Infinite Potential: Your
Strongest CliftonStrengths
1. Significance
2. Futuristic
3. Individualization
4. Focus
5. Maximizer
6. Strategic
7. Learner
8. Achiever
9. Responsibility
10. Belief
The CliftonStrengths at the top of your profile are the most powerful.
These themes represent how you are uniquely talented. They are the
starting point for living your strongest life possible.
Develop these CliftonStrengths to maximize your potential
Your greatest chance to succeed — at work or anywhere else — lies in
strengthening what you naturally do best and doing more of it.
Start with your top five.
They are your most powerful natural talents.
1. Read everything about your top CliftonStrengths. To make the most of
your talents, you first need to understand them and how to describe
them to others.
2. Reflect on who you are. Think about your experiences, your
motivations and how you see yourself. Then, consider how your
CliftonStrengths shape you: what you do, how you do it and why.
3. Use these CliftonStrengths every day. Start with the suggestions in
this report for applying your most powerful CliftonStrengths.
4. Watch out for blind spots. Sometimes how you exhibit your strongest
CliftonStrengths can cause unintended negative misperceptions. Read
the “What Is a Weakness?” section to learn more about preventing your
strongest CliftonStrengths from getting in your way.
Then focus on your CliftonStrengths 6-10.
Apply the same strategies to make the most of your next five
CliftonStrengths. You will excel and become the absolute best version of
yourself when you take a strengths-based approach to your life. Do more
of what you do best, and you’ll feel more engaged, empowered and
energized.
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DONALD CLIFTON | 12-30-1999
INFLUENCING
1. Significance
HOW YOU CAN THRIVE
You 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.
WHY YOUR SIGNIFICANCE IS UNIQUE
These personalized Strengths Insights are specific to your CliftonStrengths results.
Because of your strengths, you probably work diligently, persevering to the very end. You are
gratified when people tell others you are a competent, trustworthy, and accomplished
individual.
Driven by your talents, you are determined to be in charge of your own destiny. This is your
life. You intend to be the ultimate decision maker regarding personal and professional
matters.
It’s very likely that you live your life at center stage. It is risky at times. However, it is the only
way you will ever know how much people appreciate and love you. Being a person of
prominence and achievement comes naturally to you. You easily capture the attention of
others. You sense that you are most alive when you hear thunderous applause or receive
accolades from those who realize you are important.
Chances are good that you contend that what you have to say is very important. You
probably tell individuals or groups they would be wise to stop what they are doing and give
you their undivided attention.
By nature, you seek to be held in high regard and admired as a person of worth. You are
delighted when people want to spend time with you.
WHY YOU SUCCEED USING SIGNIFICANCE
You want to do important work and are determined to make a difference. You want others to
respect you for your significant contribution and willingness to work hard to achieve success.
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DONALD CLIFTON | 12-30-1999
TAKE ACTION TO MA XIMIZE YOUR POTENTIAL
Look for opportunities to do important work where you can help others raise the bar.
• Imagine the legacy you want to leave. Picture yourself in the future. When you look back on
your life, what will you have done to make the world a better place?
• Make a list of the goals, achievements and qualifications you want to accomplish, and put
them where you will see them every day. Use this list to inspire yourself.
• Tell the important people in your life how valuable their feedback and support are to you. You
need appreciation and affirmation, and their words can motivate you.
• Stay focused on performance. Your strong Significance theme compels you to set
outstanding goals.
• Write down your strengths, and refer to them often. Reminding yourself what you do best
gives you the confidence to rebound when you don’t get the feedback you need.
WATCH OUT FOR BLIND SPOTS
• Because of your strong Significance talents, people might perceive you as overly concerned
about your reputation and success. Acknowledge that you will need to earn the respect of
others through your actions and contributions.
• Sometimes you might mask your vulnerability or come across as overly controlled, and this
can make it difficult for others to know how to support you. Consider the value of making
others feel important by letting them know when you need help.
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DONALD CLIFTON | 12-30-1999
STR ATEGIC THINKING
2. Futuristic
HOW YOU CAN THRIVE
You are inspired by the future and what could be. You energize others with your visions of the future.
WHY YOUR FUTURISTIC IS UNIQUE
These personalized Strengths Insights are specific to your CliftonStrengths results.
Instinctively, you like being an individual performer. Why? Working alone permits you to
concentrate all your energy on what you want to accomplish in the coming months, years, or
decades.
By nature, you sharpen your ideas about the future by spending time with possibility thinkers.
These individuals regularly talk about inventions, medicines, designs, technologies, or food
supplies that no one else has even considered.
Because of your strengths, you invest considerable time creating the future of your own
choosing. You frequently share your ideas about what will be possible in the coming months,
years, and decades. You probably capture people’s attention whenever you describe in vivid
detail what you imagine.
Chances are good that you crave moments alone with your thoughts. You consider whatever
arouses your intellectual curiosity. Setting aside time each week to explore your ideas is not
only a pleasurable but a necessary activity for you.
It’s very likely that you sense you have an ability to create word pictures that describe the
future. You can inspire people with your images of what can be. The individuals who most
appreciate your forward thinking probably want and need to hear from you often.
WHY YOU SUCCEED USING FUTURISTIC
You are a visionary. Your powerful anticipation and detailed visualization of a better future can
turn aspirations into reality. Your vision of tomorrow can inspire and push others to new
heights.
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DONALD CLIFTON | 12-30-1999
TAKE ACTION TO MA XIMIZE YOUR POTENTIAL
Share your visions of a better future.
• Use as much detail as possible when you describe what you see on the horizon. Not
everyone can naturally fill in the gaps between the present and future like you can.
• Choose roles that allow you to contribute your ideas about the future. For example, you
might excel in entrepreneurial or startup situations.
• Help those who are struggling imagine their future. You naturally foresee a better tomorrow,
and that motivates you to overlook today’s pain and problems.
• Write down your ideas for the future to clarify your visions for yourself, your colleagues and
your friends.
• Read articles about technology, science and research to fuel your imagination. Thinking
about the future comes naturally to you, and learning more about it will inspire you.
WATCH OUT FOR BLIND SPOTS
• Because you live in the future, you may find it difficult to enjoy the present moment. While it
will always be important for you to have things to look forward to, don’t overlook
opportunities to experience and appreciate where you are now.
• Some people may dismiss your visions because they can’t see the future like you do. Accept
that you must address real issues today to get to a better tomorrow.
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DONALD CLIFTON | 12-30-1999
REL ATIONSHIP BUILDING
3. Individualization
HOW YOU CAN THRIVE
You are intrigued with the unique qualities of each person. You have a gift for figuring out how different
people can work together productively.
WHY YOUR INDIVIDUALIZ ATION IS UNIQUE
These personalized Strengths Insights are specific to your CliftonStrengths results.
Driven by your talents, you are quite sensitive to the trials, tribulations, and loneliness
forward-looking thinkers experience. When people callously — that is, insensitively —
discard their inventive ideas, futurists sense you appreciate their vision of what can be
accomplished in the coming months, years, or decades.
It’s very likely that you routinely choose to spend time with people who recognize, applaud, or
value your accomplishments. You probably prefer the company of those who see what you
have to offer. You thrive when surrounded by supportive individuals. You tend to distance
yourself from people who repeatedly ignore, downplay, or feel threatened by what you do so
naturally and so well.
By nature, you are keenly aware of people’s unique traits. You notice characteristics that
distinguish each person from everyone else.
Because of your strengths, you easily identify with what others are thinking and feeling. You
intuitively understand their hopes, fears, joys, and sorrows. This helps you consider things
from each individual’s perspective.
Instinctively, you instinctively recognize that you grow and benefit when you emphasize your
strong points. This explains why you routinely seek the company of people who value your
unique gifts.
WHY YOU SUCCEED USING INDIVIDUALIZ ATION
You notice and appreciate each person’s unique characteristics, and you don’t treat
everyone the same. Because you can see what makes each individual unique, you know how
to bring out their best.
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DONALD CLIFTON | 12-30-1999
TAKE ACTION TO MA XIMIZE YOUR POTENTIAL
Appreciate the uniqueness in each person you meet.
• Become an expert at describing your own strengths and style. What is the best praise you
ever received? What is your best method for building relationships? How do you learn best?
• Ask your coworkers and friends these same questions. Help them create a future based on
their strengths and what they do best.
• See the talents in others, and encourage them to follow their dreams. Help individuals
understand and maximize the power of their talents.
• Study successful people to discover the uniqueness that made them successful.
• Help your coworkers and friends become more aware of each person’s unique motivations
and needs.
WATCH OUT FOR BLIND SPOTS
• You often know more about others than they know about you, and when people don’t
naturally show awareness of your likes, dislikes, motivations and needs, this may disappoint
you. Recognize that you will need to share your preferences with people, and don’t assume
they will instinctively know.
• Your natural impulse is to put individual needs and goals ahead of what is best for the group.
To prevent the appearance of favoritism and bias, acknowledge that sometimes you will
need to adjust your style for the greater good.
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DONALD CLIFTON | 12-30-1999
EXECUTING
4. Focus
HOW YOU CAN THRIVE
You can take a direction, follow through and make the corrections necessary to stay on track. You
prioritize, then act.
WHY YOUR FOCUS IS UNIQUE
These personalized Strengths Insights are specific to your CliftonStrengths results.
Because of your strengths, you may be aware that you are more persistent and determined
than many people are. Perhaps this is most evident when you have established a clear goal.
You direct most of your attention to the task. You avoid being distracted by irrelevant, timeconsuming, and/or nonproductive activities.
It’s very likely that you typically immerse yourself in intense activities. Preferring a fast pace,
you thrive on excitement. You appreciate being surrounded by like-minded individuals. They
motivate you to expend even more energy accomplishing whatever needs to be done. You
stay busy and work hard whenever it is necessary.
Instinctively, you seek to govern the circumstances of your life. You probably choose to work
on tasks by yourself so you can determine what to do, when to do it, and how to do it. Group
decision-making usually frustrates you.
Chances are good that you keep your assignments and projects on track by setting weekly
objectives. You work your plan and concentrate on your goals until you attain them.
By nature, you normally establish step-by-step performance targets for yourself. Keeping
each week’s tasks and goals in mind probably improves your chances of finishing in first
place and being declared the best.
WHY YOU SUCCEED USING FOCUS
You have a powerful ability to prioritize, set goals and work efficiently. You avoid timeconsuming distractions and stay on track toward an overall objective.
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DONALD CLIFTON | 12-30-1999
TAKE ACTION TO MA XIMIZE YOUR POTENTIAL
Set specific goals with timelines to motivate yourself.
• Attach timelines and measurements to your goals, and keep track of your progress.
Regularly meeting your objectives will prove that you are moving forward and inspire you to
do more.
• Try putting a daily “power hour” of complete focus on your calendar each week. During this
hour, turn off all your social media alerts, get away from your email, find a committed space
and work toward one important goal — and nothing else.
• Write down your goals and refer to them often. You will feel more in control of your life.
• In meetings, take responsibility for summarizing what the group decided, defining when the
group will act on its decisions and setting a date to reconvene.
• Pay attention to those who think, act and talk less efficiently than you do. Sometimes their
“detours” will lead to unexpected discoveries.
WATCH OUT FOR BLIND SPOTS
• You may focus so intently on your own work that you don’t notice when goals and priorities
change. Remember to occasionally stop what you’re doing so you can re-evaluate your
objectives.
• When you are absorbed in something, you may be slow to respond to others’ immediate
needs and appear emotionally distant. Acknowledge that sometimes, you will have to stop
and respond to interruptions from the important people in your life.
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DONALD CLIFTON | 12-30-1999
INFLUENCING
5. Maximizer
HOW YOU CAN THRIVE
You focus on strengths as a way to stimulate personal and group excellence. You seek to transform
something strong into something superb.
WHY YOUR MA XIMIZER IS UNIQUE
These personalized Strengths Insights are specific to your CliftonStrengths results.
Instinctively, you are grateful when your questions are answered, your studies yield new
information, or your knowledge increases. You routinely deepen your understanding through
conversations, the media, the Internet, books, or classes. You resist spending the majority of
your time on topics that are not in line with your natural abilities. Instead, you choose to take
advantage of your talents — and by doing so, you consistently produce topnotch results.
Chances are good that you customarily figure out what makes each person special. You talk
to, observe, or study individuals who produce nothing less than excellence to identify what
inspires them. Unquestionably, you prefer to associate with those who share your passion for
taking something good and making it better. Once you understand what drives a person, you
can motivate him or her to transform whatever was made better into something utterly
superb.
Because of your strengths, you select projects, assignments, or tasks that allow you to use
your talents to produce outcomes. You actively seek opportunities to work independently.
You probably realize you make a lot more progress when you are allowed to work alone.
By nature, you are attracted to people who acknowledge your talents as an individual
contributor. Your chances of success markedly increase when you can determine how you
will solve problems, reach goals, acquire knowledge, apply your skills, or handle assignments.
It’s very likely that you have identified your talents and strengths. You know the things you do
quite well. You waste very little time mulling over your limitations, shortcomings, or failures.
Your strengths allow you to capture first-place honors again and again. You refuse to
concentrate much energy on areas where you must struggle just to be average. “What’s the
point?” you ask yourself.
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DONALD CLIFTON | 12-30-1999
WHY YOU SUCCEED USING MA XIMIZER
You focus on quality, and you prefer working with and for the best. By seeing what each
person naturally does best and empowering them to do it, you make individuals, teams and
groups better.
TAKE ACTION TO MA XIMIZE YOUR POTENTIAL
Strive for excellence, and encourage others to do the same.
• Stay focused on your own strengths. Choose one talent you want to maximize each month,
and invest in building on it. Refine your skills. Acquire new knowledge. Practice. Keep working
toward mastery.
• Make your weaknesses irrelevant. Find a partner, devise a support system or use one of your
stronger themes to compensate for your weaker ones.
• Help your friends and coworkers recognize others’ talents and strengths.
• Develop a plan to use your strengths outside of work. Consider how your strengths relate to
your personal mission and how they can benefit your family or community.
• Study success. Spend time with people who have discovered their strengths. The more you
understand how using strengths leads to success, the more likely you will be to create
success in your own life.
WATCH OUT FOR BLIND SPOTS
• Your desire to exhaust all possible outcomes can frustrate those who want to come to a
suitable conclusion and move forward. Sometimes, you will need to accept that “good
enough” is adequate and appropriate.
• You might be disappointed when a project or initiative falls short of your definition of
excellence. Try not to get discouraged when you have to work on or sign off on something
that is acceptable, but not ideal, in your eyes.
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DONALD CLIFTON | 12-30-1999
STR ATEGIC THINKING
6. Strategic
HOW YOU CAN THRIVE
You create alternative ways to proceed. Faced with any given scenario, you can quickly spot the
relevant patterns and issues.
WHY YOU SUCCEED USING STR ATEGIC
You quickly weigh alternative paths and determine the best one. Your natural ability to
anticipate, play out different scenarios and plan ahead makes you an agile decision-maker.
TAKE ACTION TO MA XIMIZE YOUR POTENTIAL
Always have at least three options in mind so you can adapt if circumstances change.
• Strengthen the groups you belong to by using your talent to discover the best path to
success. Because you can do this quickly, it may look as if you are “winging it,” so explain
yourself along the way to help others understand what you see.
• Schedule time each day to think about your goals and strategies. Time alone might be the
best way for you to evaluate all your options and to find the right course of action for each
goal.
• Trust your insights. Because you consider options so naturally and easily, you might not
realize how you came up with a strategy. But because of your exceptional talents, it will likely
be successful.
WATCH OUT FOR BLIND SPOTS
• When working with others, sometimes they may misinterpret your strong Strategic talents as
criticism. Be mindful of what is already working well and what others have accomplished.
• Because you evaluate patterns and pathways so quickly, others might find it difficult to follow
or understand your thought process. Be aware that sometimes, you might have to backtrack
to explain how you got to where you are.
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DONALD CLIFTON | 12-30-1999
STR ATEGIC THINKING
7. Learner
HOW YOU CAN THRIVE
You have a great desire to learn and want to continuously improve. The process of learning, rather than
the outcome, excites you.
WHY YOU SUCCEED USING LE ARNER
You love to learn, and you intuitively know how you learn best. Your natural ability to pick up
and absorb information quickly and to challenge yourself to continually learn more keeps you
on the cutting edge.
TAKE ACTION TO MA XIMIZE YOUR POTENTIAL
Use your passion for learning to add value to your own and others’ lives.
• Become an early adopter of new technology, and keep your coworkers, friends and family
informed. You learn quickly, and others will appreciate when you share and explain cuttingedge developments to them.
• Respect your desire to learn. Take advantage of educational opportunities in your
community or at work. Discipline yourself to sign up for at least one new course or class
each year.
• Find opportunities to expand your knowledge. Take on increasingly difficult topics, courses
or projects. You love the challenge of a steep learning curve, so beware of learning plateaus.
WATCH OUT FOR BLIND SPOTS
• You place a high value on learning and studying, and you may tend to impose this value on
others. Be sure to respect others’ motivations, and resist pushing them toward learning for
learning’s sake.
• You love the process of learning so much that the outcome might not matter to you. Be
careful not to let the process of knowledge acquisition get in the way of your results and
productivity.
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DONALD CLIFTON | 12-30-1999
EXECUTING
8. Achiever
HOW YOU CAN THRIVE
You work hard and possess a great deal of stamina. You take immense satisfaction in being busy and
productive.
WHY YOU SUCCEED USING ACHIEVER
You love to complete tasks, and your accomplishments fulfill you. You have a strong inner
drive — an innate source of intensity, energy and power that motivates you to work hard to
get things done.
TAKE ACTION TO MA XIMIZE YOUR POTENTIAL
Bring intensity and effort to the most important areas of your life.
• Set challenging goals. Take advantage of your self-motivation with a more ambitious goal
every time you finish a project.
• Take time to celebrate each success before moving on to your next item or task, even for
just a few minutes.
• Limit your commitments to projects or assignments that align with your highest priorities as
much as you can.
WATCH OUT FOR BLIND SPOTS
• You might get frustrated when others don’t work as hard as you do, and they might see you
as too demanding. Remember that not everyone has the same high expectations for
themselves or is driven to work as hard as you are.
• Your pressing need to get things done might cause you to take on projects or agree to
deadlines before you know everything that’s involved. Before you commit to something,
make sure you have the time and resources you need to do it right.
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DONALD CLIFTON | 12-30-1999
EXECUTING
9. Responsibility
HOW YOU CAN THRIVE
You take psychological ownership of what you say you will do. You are committed to stable values such
as honesty and loyalty.
WHY YOU SUCCEED USING RESPONSIBILIT Y
You have a deep sense of dedication and feel ownership for your commitments. You are a
person of your word, and others know they can rely on and trust you.
TAKE ACTION TO MA XIMIZE YOUR POTENTIAL
Take ownership for the things that matter most to you.
• Always check your schedule and to-do list before taking on a new request. This will help you
realistically meet all of your commitments without overworking yourself and demonstrate to
others that you are serious about your responsibilities.
• Align yourself with those who share your sense of commitment. You will thrive when you are
surrounded by others who take their responsibilities as seriously as you do.
• Be an ethical watchdog for your school, organization or community by taking action to
eliminate and prevent any unethical behavior you see.
WATCH OUT FOR BLIND SPOTS
• Because you find it difficult to turn down others’ requests, sometimes you overcommit. Try to
manage your Responsibility talents by giving up something before you take on a new task.
• Too many obligations can keep you from spending time with the most important people in
your life. Remember that sometimes, no is the best answer for the health of your
relationships.
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DONALD CLIFTON | 12-30-1999
EXECUTING
10. Belief
HOW YOU CAN THRIVE
You have certain core values that are unchanging. Out of these values emerges a defined purpose for
your life.
WHY YOU SUCCEED USING BELIEF
Your core values guide you and give you purpose. You provide clarity, conviction and stability
by living your values.
TAKE ACTION TO MA XIMIZE YOUR POTENTIAL
Honor your values; they keep you on course during tough times.
• Keep reminders of your personal mission around. In difficult situations, these reminders will
help you focus on your objective and the valuable contribution you make.
• Have courage in your ability to select projects to work on. Ask about their intended
outcomes and target audiences. When possible, get involved in ideas and projects that
match your values.
• Try to keep an appropriate balance between your work and personal life. Both areas will
benefit when you dedicate enough time and attention to each.
WATCH OUT FOR BLIND SPOTS
• Because you are passionate about your own beliefs, others might view you as stubborn or
set in your ways. Keep in mind that everyone has a unique worldview, and often, it will not be
the same as yours.
• Be careful not to pass judgment on others’ principles and motivations. Their values and
belief systems deserve your respect, even when you don’t agree with them.
Copyright © 2018 Gallup, Inc. All rights reserved.
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Navigate the Rest of Your CliftonStrengths
11. Analytical
12. Competition
13. Activator
14. Self-Assurance
15. Discipline
16. Communication
17. Arranger
18. Intellection
19. Positivity
20. Ideation
21. Woo
22. Input
23. Deliberative
24. Developer
25. Relator
26. Connectedness
27. Command
28. Consistency
29. Empathy
30. Context
31. Harmony
32. Restorative
33. Adaptability
34. Includer
Your greatest opportunity to reach your full potential is developing and using
your strongest CliftonStrengths. But it is also important to understand all 34
of your CliftonStrengths themes.
Your unique CliftonStrengths 34 profile
The themes toward the top of your CliftonStrengths 34 profile might show
up regularly in your life, and the ones closer to the bottom might not show up
at all.
To fully understand your talent DNA, consider how all your CliftonStrengths
themes, separately or in combination, influence your work and personal life.
In addition to concentrating on your top 10 themes:
• Navigate the middle. You might notice these CliftonStrengths themes in
your behaviors from time to time. And you may need to rely on them in
certain situations. Think of these themes as a support system you can
use when you need to.
• Manage the bottom. Just as your top CliftonStrengths show you who
you are, those at the bottom may tell you who you are not. They aren’t
necessarily weaknesses, but they are your least powerful themes. If you
don’t manage them properly, they could prevent you from maximizing
your potential.
• Identify weaknesses. To determine if any themes are getting in your way,
review the “What Is a Weakness?” section on the next page, and find out
how to overcome potential obstacles to your success.
To learn more about your entire CliftonStrengths profile, see the “Your
CliftonStrengths 34 Theme Sequence” section at the end of the report.
Copyright © 2018 Gallup, Inc. All rights reserved.
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What Is a Weakness?
1. Significance
2. Futuristic
3. Individualization
4. Focus
5. Maximizer
6. Strategic
7. Learner
8. Achiever
9. Responsibility
10. Belief
11. Analytical
12. Competition
13. Activator
14. Self-Assurance
15. Discipline
16. Communication
17. Arranger
18. Intellection
19. Positivity
20. Ideation
21. Woo
22. Input
23. Deliberative
24. Developer
25. Relator
26. Connectedness
27. Command
28. Consistency
29. Empathy
30. Context
31. Harmony
32. Restorative
33. Adaptability
34. Includer
Focusing on your CliftonStrengths doesn’t mean you can ignore your
weaknesses.
Gallup defines a weakness as anything that gets in the way of your
success.
While the CliftonStrengths assessment does not mathematically quantify
weaknesses, you can use your profile to understand how any of your
CliftonStrengths themes might prevent you from maximizing your potential.
Your strongest CliftonStrengths are your best opportunity for success. But
in some situations and with some people, these same themes can hinder
your effectiveness and become blind spots.
The themes at the bottom of your profile can also get in the way of your
success. They aren’t necessarily weaknesses, but they likely do not come
naturally to you.
To identify potential weaknesses, ask yourself:
• Does this theme ever undermine my success?
• Have I ever received negative feedback related to this theme?
• Does my role require me to use this theme, but I feel drained when I do?
If you answered yes to any of these questions, you may be discovering areas
of weakness. Don’t ignore your weaknesses. Instead, focus on your
strengths, and work to manage the areas that get in your way.
How do I manage my weaknesses?
• Claim them: Know your weaknesses and how they get in your way
• Collaborate: Ask partners for support
• Apply a strength: Use a different theme to achieve a better outcome
• Just do it: Lean in and do your best
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Identify Your Unique Contribution: The
CliftonStrengths Domains
While your CliftonStrengths 34 profile helps you understand who you are, there is also power in
knowing how you make things happen, influence others, build relationships and process
information. The framework of the four CliftonStrengths domains — Executing, Influencing,
Relationship Building and Strategic Thinking — is another way to think about your
CliftonStrengths and how you contribute when you join, create or lead a team.
The best teams are made up of individuals who understand their own — and others’ — unique
contribution to the team. This awareness and appreciation empowers the team to be more
cohesive, versatile, productive and engaged.
However, be careful not to let the four domains limit your thinking. If you don’t have any
