Be (More of) Who You Are: Using Your Strengths to Thrive in Academic Medicine Suzanne C. Danhauer, PhD, Social Sciences & Health Policy Nevine M.

Transcription

1 Be (More of) Who You Are: Using Your Strengths to Thrive in Academic Medicine Suzanne C. Danhauer, PhD, Social Sciences & Health Policy Nevine M. Hanna, MD, MPH, Radiation Oncology Meagan R. Hunt, MD, Emergency Medicine Breakthrough to Brave, Wake Forest School of Medicine, September 28, 2018

2 Background Clinical, health, and positive psychology Strengths-focused work Co-Presenters Nevine Hanna, M.D. (Radiation Oncology) Meagan Hunt, M.D. (Emergency Medicine) 9/26/2018 2

3 Objectives To understand the rationale for focusing on talent and developing strengths To define and identify personal themes of talent To understand how strengths contribute to leadership To discuss strengthsbased team approaches To begin to develop strategies for applying a strengths focus 9/26/2018 3

4 Outline Rationale Define talent/strength Individual strengths Strengths-based leadership Team strengths Strategies Resources 9/26/2018 4

5 What will happen when we think about what is right with people rather than fixating on what is wrong with them? Donald O. Clifton, Ph.D. psychologist and business executive ( ) Reprinted or used with the permission of Gallup Inc. 5 Copyright 2013 Gallup, Inc. All rights reserved. 5

6 Stars & Circles One key to success is to fully understand how to apply your greatest talents and strengths in your everyday life. 9/26/2018 6

7 PEOPLE WHO FOCUS ON USING THEIR STRENGTHS are three TIMES as likely to report having an excellent quality of life are six TIMES as likely to be engaged in their jobs Reprinted or used with the permission of Gallup Inc. Copyright 2013 Gallup, Inc. All rights reserved. 7

8 PEOPLE WORKING IN THE STRENGTHS ZONE Look forward to going to work Have more positive than negative interactions with coworkers Treat customers better Tell their friends they work for a great place Achieve more on a daily basis Have more positive, creative, and innovative moments Reprinted or used with the permission of Gallup Inc. 8 Copyright 2013 Gallup, Inc. All rights reserved. 8

9 Outline Rationale Define talent/strength Individual strengths Strengths-based leadership Team strengths Strategies Resources 9/26/2018 9

10 What is a Talent? Talent: Naturally recurring pattern of thought, feeling or behavior that can be productively applied Innate Repeatable Natural Powerful Authentic 9/26/

11 EVERYONE HAS TALENT Everyone has talents. But not everyone has transformed their talents into strengths! Examples of talent include: Effortlessly and instinctively starting conversations Thinking in an orderly or timely manner Being able to easily influence others Seeing patterns in data Consistently having a positive outlook on life Reprinted or used with the permission of Gallup Inc. 11 Copyright 2013 Gallup, Inc. All rights reserved. 11

12 What are Strengths? Strength: the ability to consistently deliver near-perfect performance in a specific task. Can develop talents into strengths Talent=being, Strength=doing Strengths can do with ease, excellence, and enjoyment 9/26/

13 Strengths Equation 9/26/

14 YOUR GREATEST TALENTS Reprinted or used with the permission of Gallup Inc. Copyright 2013 Gallup, Inc. All rights reserved. 14

15 Themes are the Basic Language of Talent 9/26/

16 9/26/

17 Dominant, Supporting, & Lesser Themes With top 5, may miss important themes With the full list, you can identify: Dominant talents always me (usually top 10-12) Lesser talents never or rarely me (bottom) Not necessarily weaknesses. You can do the theme, just not with ease, excellence, and enjoyment. (Least natural) Supporting talents show up some of the time (middle) 9/26/

18 Dominant, Supporting, & Lesser Themes: Some Considerations You are responsible for managing your weaknesses (anything that gets in the way of success). Our greatest weaknesses may be themes at the top that are overused, abused, or misused. Important to focus on the behaviors, not the name or label. It s the behaviors, the things you do so naturally, that have the power. 9/26/

19 Themes of Talent for Top Five EXECUTING INFLUENCING RELATIONSHIP BUILDING STRATEGIC THINKING Leaders w ith dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution, these are the people w ho w ill w ork tirelessly to get it done. Leaders w ith a strength to execute have the ability to catch an idea and make it a reality. Those w ho lead by Influencing help their team reach a much broader audience. People w ith strength in this domain are alw ays selling the team s ideas inside and outside the organization. When you need someone to take charge, speak up, and make sure your group is heard, look to someone w ith the strength to influence. Those w ho lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team, in many cases, the group is simply a composite of individuals. In contrast, leaders w ith exceptional Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum of their parts. Leaders w ith great Strategic Thinking strengths are the ones w ho keep us all focused on w hat could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People w ith strength in this domain continually stretch our thinking for the future. Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative Activator Command Communication Competition Maximizer Self-Assurance Significance Woo Adaptability Connectedness Developer Empathy Harmony Includer Individualization Positivity Relator Analytical Context Futuristic Ideation Input Intellection Learner Strategic /26/

20 Addition of Dominant Themes beyond Top 5 EXECUTING INFLUENCING RELATIONSHIP BUILDING STRATEGIC THINKING Leaders w ith dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution, these are the people w ho w ill w ork tirelessly to get it done. Leaders w ith a strength to execute have the ability to catch an idea and make it a reality. Those w ho lead by Influencing help their team reach a much broader audience. People w ith strength in this domain are alw ays selling the team s ideas inside and outside the organization. When you need someone to take charge, speak up, and make sure your group is heard, look to someone w ith the strength to influence. Those w ho lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team, in many cases, the group is simply a composite of individuals. In contrast, leaders w ith exceptional Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum of their parts. Leaders w ith great Strategic Thinking strengths are the ones w ho keep us all focused on w hat could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People w ith strength in this domain continually stretch our thinking for the future. Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative Activator Command Communication Competition Maximizer Self-Assurance Significance Woo Adaptability Connectedness Developer Empathy Harmony Includer Individualization Positivity Relator Analytical Context Futuristic Ideation Input Intellection Learner Strategic /26/

21 Outline Rationale Define talent/strength Individual strengths Strengths-based leadership Team strengths Strategies Resources 9/26/

22 First Impressions Consider: Your reaction to your strengths report Talents you use most and where you use them Talents you most want to develop Any surprises Types of activities you re drawn to Types of activities that energize you 9/26/

23 NAME IT! CLAIM IT! AIM IT! YOUR REPORT IS A BEGINNING, NOT AN END. Name It! Read your Signature Theme Report (Top Five) and highlight or underline the words or phrases that best describe you. Claim It! Which of your five Signature Themes do you really own? How does this theme help you to be successful in your role? Aim It! How could you use this Signature Theme more intentionally? Starting tomorrow, I will use my talents in this theme by... Reprinted or used with the permission of Gallup Inc. Copyright 2013 Gallup, Inc. All rights reserved. 23

24 Domains of Strength 9/26/

25 Additional Insights EXECUTING INFLUENCING RELATIONSHIP BUILDING STRATEGIC THINKING Leaders w ith dominant strength in the Executing domain know how to make things happen. When you need someone to implement a solution, these are the people w ho w ill w ork tirelessly to get it done. Leaders w ith a strength to execute have the ability to catch an idea and make it a reality. Those w ho lead by Influencing help their team reach a much broader audience. People w ith strength in this domain are alw ays selling the team s ideas inside and outside the organization. When you need someone to take charge, speak up, and make sure your group is heard, look to someone w ith the strength to influence. Those w ho lead through Relationship Building are the essential glue that holds a team together. Without these strengths on a team, in many cases, the group is simply a composite of individuals. In contrast, leaders w ith exceptional Relationship Building strength have the unique ability to create groups and organizations that are much greater than the sum of their parts. Leaders w ith great Strategic Thinking strengths are the ones w ho keep us all focused on w hat could be. They are constantly absorbing and analyzing information and helping the team make better decisions. People w ith strength in this domain continually stretch our thinking for the future. Team Members Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative Activator Command Communication Competition Maximizer Self-Assurance Significance Woo Adaptability Connectedness Developer Empathy Harmony Includer Individualization Positivity Relator Analytical Context Futuristic Ideation Input Intellection Nevine Hanna Meagan Hunt Learner Strategic Dr. Hunt Relationship-building themes Dr. Hanna Influencing themes 9/26/

26 Outline Rationale Define talent/strength Individual strengths Strengths-based leadership Team strengths Strategies Resources 9/26/

27 Strengths-Based Leadership A leader needs to know his strengths as a carpenter to know his tools, or as a physician knows the instruments at her disposal. What great leaders have in common is that each truly knows his or her strengths and can call on the right strength at the right time. This explains why there is no definitive list of characteristics that describes all leaders. Donald O. Clifton, Ph.D. ( ) 9/26/

28 Strengths-Based Leadership The most effective leaders: Invest in strengths Don t have a specific pattern of talent but use their top talents Surround themselves with the right people and maximize their team Aren t necessarily well rounded (but their teams are!) 9/26/

29 Strengths-Based Leadership People follow leaders for very specific reasons: Trust Compassion Stability Hope Having these qualities is critical for leaders. 9/26/

30 Outline Rationale Define talent/strength Individual strengths Strengths-based leadership Team strengths Strategies Resources 9/26/

31 Team Strengths Once a team understands how to leverage each person s strengths, team members quickly find new ways to work together and improve performance. 9/26/

32 Team Strengths Grid Talents we have far more important than what we don t have! Helpful to think of being pointy like a star individually and having a well rounded team Useful tool Team building New projects Team challenges 9/26/

33 Team Strengths Grid Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative Activator Command Communication Competition Maximizer Self-Assurance Significance Woo Adaptability Connectedness Developer Empathy Harmony Includer Individualization Positivity Relator Analytical Context Futuristic Ideation Input Intellection Learner Strategic Name EXECUTING INFLUENCING RELATIONSHIP BUILDING STRATEGIC THINKING 9/26/

34 Team Strengths Grid Questions Complete the Team Strengths Grid using the top strengths for each person on your team. Answer the following: What are your team s areas of strength? What are the potential gaps or blind spots that your team may need to be aware of? Where are there multiple people with a given theme or in a given domain? Where are there any lone eagle team members? Who has some of the least common strengths? 9/26/

35 9/26/

36 Team Conversation: Understand & Appreciate Strengths Provide opportunity to understand each other and be heard. Look for ways to more effectively draw out each person s best. Identify partnerships to complement each person s talents. Each person shares responses to: You get the best of me when... The value I bring to the team... This is what I need from you... You can count on me to... Alternative: My supervisor/patients/colleagues get the best of me when... 9/26/

37 Outline Rationale Define talent/strength Individual strengths Strengths-based leadership Team strengths Strategies Resources 9/26/

38 Moving Forward... (Individual) Review Action-Planning Guide Choose action items that seem most applicable. Consider complementary partnerships. Consider ways to capitalize on your own strengths. Elevator speech Cover letter / personal statement Using strengths to meet goals (personal or professional) 9/26/

39 Moving Forward... (Team) Team strengths grid Team strengths conversation Learn each person s unique talents. Identify tasks/activities that each person does best. Incorporate strengths into performance feedback 9/26/

40 Bigger Questions... How could having a strengths-based focus change the culture of academic medicine? What steps can we take to build a strengths-based culture in academic medicine? 9/26/

41 Outline Rationale Define talent/strength Individual strengths Strengths-based leadership Team strengths Strategies Resources 9/26/

42 Strengths Resources (Books/Report) StrengthsFinder 2.0 by Tom Rath Strengths-Based Leadership: Great Leaders, Teams, & Why People Follow by Tom Rath & Barry Conchie Destination Unstoppable by Maureen Monte First, Break All the Rules by Marcus Buckingham & Gallup Women in America: Work & Life Well-Lived by Gallup (downloadable report) Strengths-Based Parenting: Developing Your Children s Innate Talents by Mary Reckmeyer Clifton Youth Strengths Explorer by Gallup Youth Development Specialists (for ages 10-14) 9/26/

43 Strengths Resources (Online) Gallup Strengths Center: CliftonStrengths: Your Awakening Learning Module Gallup Strengths Center Videos: Gallup Strengths Exploration (brief videos on each theme): w9609rquicvwcctj6j17hmo4 9/26/

44 Grow your talents! Suzanne Danhauer 9/26/

45 COPYRIGHT STANDARDS Gallup s strengths-based products are offered as a service of Gallup and were created to enable everyone to discover, develop, and apply their strengths in every aspect of their lives. Your use of strengths products or services is governed by these Purchase and Use Terms. You should not use strengths products or services if these terms are unacceptable to you. This document contains proprietary research, copyrighted materials, and literary property of Gallup, Inc. It is for the guidance of your company only and is not to be copied, quoted, published, or divulged to others outside of your organization. Gallup, StrengthsFinder, Clifton StrengthsFinder, and each of the 34 Clifton StrengthsFinder theme names are trademarks of Gallup, Inc. All other trademarks are the property of their respective owners. This document is of great value to both your organization and Gallup, Inc. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright, trademark, and trade secret protection protect the ideas, concepts, and recommendations related within this document. All strengths material published by Gallup included in this presentation deck, including text, photographs, images, illustrations, audio clips, video clips, poll results, trademarks, service marks, logos, training materials, and other material (collectively the Content ), are protected by U.S. and international copyright and other intellectual property laws and are owned or controlled by Gallup or the party credited as the provider of the Content. For specific trademark and copyright information, please review the Trademark and Copyright Guidelines included in your kit or available on Gallupstrengthscenter.com. Unless explicitly indicated on specific Content, you may not sell or modify the Content or reproduce, display, distribute, or otherwise use the Content in any way for any public or commercial purpose without the written permission of Gallup. If you are purchasing or accessing strengths Content for use by someone other than yourself, you are responsible for complying with the additional Professional Conduct Rules. You must notify all participants in writing of Gallup s trademarks. An acceptable example is provided below: Gallup, Clifton StrengthsFinder, StrengthsFinder, and each of the 34 Clifton StrengthsFinder theme names are trademarks of Gallup, Inc. Gallup has not granted authority or certified any external consultants to interpret the Clifton StrengthsFinder or any of the Clifton StrengthsFinder themes. Any interpretation by anyone other than Gallup may be inconsistent and incorrect. Reprinted or used with the permission of Gallup Inc. Copyright 2013 Gallup, Inc. All rights reserved.