Leading Through Strengths
What people really want from a leader, and how to give it through your talents, not someone else's template.
Half a day, about 3 hours. For 3 to 12 people in leadership, each with CliftonStrengths results.
People do not leave companies, they leave bosses.
Most companies fight attrition with benefits, hiring and a new org chart. Almost nobody fights it where it actually starts: in the relationship between a person and their manager. That relationship does not run on charisma. It runs on a handful of concrete things a person needs from their leader, and either gets or does not.
Hope, trust, compassion and stability. Gallup named these four needs after years of asking people across dozens of countries. Hope clearly leads, and it is not about feeling good. It is a discipline: the daily steps a leader takes to make it clear, to themselves and to everyone else, where we are going.
Half a day on what your people need to hear and see, and which of it you are built to give. No template of the ideal leader that nobody can carry anyway.
Who this half day is for
Owners and company leadership
People who decide the direction and are at the same time the most visible leader in the company. The workshop goes after what you actually do and what your people see of it.
Management teams
Leadership that wants to lead consistently without being uniform. Everyone has different talents, so everyone feeds the same need of their people by a different route.
Leaders after individual mentoring
They already know their profile and want to finally use it as a team. The half day builds on what each of them knows and does not waste time introducing talents.
What happens during the half day
Six blocks, about three hours. Work in pairs and over your own profile, not a lecture on leadership.
What people want
The four follower needs and why hope leads. The needs do not compete, they add up: every one you feed gives people a piece of quality of life.
Four leader responsibilities
Purpose, people, decisions, performance. Not a title, but four things a leader does whether they want to or not.
The needs matrix
How to run every responsibility through the four needs. You work on one real decision that is coming up for you soon.
My talents against the needs
Which need is fed by which of my talents. First the path of least resistance, then the less obvious one.
Leadership signature
How I lead, authentically and strongly. One sentence built on two of your own talents, said out loud in front of the others.
One commitment
What I start doing differently tomorrow. One concrete thing per person, not a list of resolutions.
What the leadership team takes away
The four needs people have from a leader
The Gallup framework, named so that you can work with it on a Monday morning, not just on the day of the workshop.
A matrix of responsibilities against needs
Four leader responsibilities times four needs on a single page. It shows you where your gap is.
Your own leadership signature
How I lead, authentically. A sentence built on two of your own talents, not on someone else's definition of a good boss.
One commitment to your leadership
A concrete thing you start doing differently tomorrow. With a date and the name of the person who will ask about it.
Length, group size and one condition
- Length
- Half a day, about 3 hours
- Group
- 3 to 12 people in leadership
- You need
- CliftonStrengths results for every leader
The only workshop in the series that assumes finished results.
Without their own profile, the fourth block has nothing to stand on: you cannot name which need of your people you feed with which of your talents. If you do not have results yet, start with the assessment. If you have the top 5, measure the rest. Either fits comfortably before the workshop date.
Where this half day sits in the whole
It works best after individual mentoring, when every leader knows their profile and does not have to meet it for the first time in the room. From here there are two routes. The Manager as Coach program, where a manager trains leading through conversation over five sessions. Or the team workshop, where you do the same work with the whole team, not just with leadership.
What people ask us most
Does absolutely everyone need finished results?
Yes. The block where each leader maps their talents against the needs of their people is the core of the whole half day, and it cannot be done without results. If someone in the leadership team has none, we measure them before the workshop.
How many of us do there need to be?
Between three and twelve people. Below three, working in pairs stops making sense. Above twelve, there is no time for everyone to say their leadership signature out loud.
Can the workshop be run online?
It can, but we would rather not. The half day rests on working in pairs and on what gets said out loud in front of others. We run the online version when leadership is spread across countries. Otherwise we recommend one room.
How is this different from the team workshop?
The team workshop works with the whole team and with how people fit together. This half day works only with leadership and with what leadership owes its people. A different audience, a different language, a different length.
Want this half day for your leadership team?
Tell us what your leadership team is dealing with. We will come back with a proposed date and scope. The consultation is free and commits you to nothing.