How to Coach Using the CliftonStrengths® for Leaders Report

Gallup Called to Coach Webcast Series -- Season 11, Episode 3.

Below are audio and video plus a transcript of the conversation, including time stamps.

For those who coach leaders, the CliftonStrengths for Leaders Report can inform and aid productive coaching. And because everyone leads something, it has the potential for even wider use. How can coaches help their coachees apply the specific parts of the report, including the Action Items and theme hindrances? How can they use the report to develop emerging leaders? To help underperforming leaders? To coach entrepreneurs? And how can they use it in conjunction with 360s and the CliftonStrengths for Managers Report? Gallup's Jaclynn Robinson joins the webcast to help you add this useful and adaptable tool to your coaching toolkit.

It's hard to take someone someplace you've never been before. And so I'd encourage you, as a coach, make sure you have your own Leader Report and your own Manager Report.

Jim Collison, 16:10

[Leaders] don't really have anyone that's there to support you ... . So you really need to lean on each other for engagement and wellbeing. And this [report] could be one of those ways of building those relationships.

Jaclynn Robinson, 22:27

This [report] can also support those underperforming leaders in a way where it doesn't feel like we're necessarily picking on them. This is an opportunity for development and growth.

Jaclynn Robinson, 29:42

Jim Collison 0:00
I am Jim Collison, and this is Gallup's Called to Coach, recorded on November 16, 2022.

Meet Our Guest on This Episode

Jim Collison 0:18
Called to Coach is a resource for those who want to help others discover and use their strengths. We have Gallup experts and independent strengths coaches share tactics, insights and strategies to help coaches maximize the talent of individuals, teams and organizations around the world. If you're listening live and don't see the chat room, there's a link right above me to it. It'll take you there. We'd love your questions live during the program. Or if you have questions after the fact, you can always send us an email: coaching@gallup.com. Don't forget to subscribe on your favorite podcast app or right there on YouTube -- it's over in the corner over there -- so you never miss an episode. Dr. Jaclynn Robinson is our host today. She works as a Gallup Learning and Development Consultant here with me at Gallup and is the host of Season 1 and now Season 2 of The CliftonStrengths Podcast. Jaclynn, welcome back!

Jaclynn Robinson 1:00
Thank you. Hello!

Coaching Conversations With Leaders

Jim Collison 1:03
We are super excited today to talk a little bit about how to coach with the new CliftonStrengths for Leaders Report. And, you know, together we'll kind of work through, we have a series of these coming out. So this won't be the be-all, end-all -- it'll be pretty close to it. But let's do a quick reset. We recently launched, as of November 1, 2022, we've, we've recently launched the CliftonStrengths for Leaders Report, available on the store -- store.gallup.com -- available as a role-based report. But it fits in nicely with the CliftonStrengths for Managers and CliftonStrengths for Sales Reports there. You and I have gotten some spend some time talking about that, right, on the new CliftonStrengths Podcast that is, that is coming up. Jaclynn, when we think about the conversation of coaching around this report with leaders in particular, let's do kind of a quick reset on that and think about maybe these conversations we have as, as we're coaching, and, and let's just get everybody in that frame of mind.

Jaclynn Robinson 2:03
I think that's a great idea. And that first conversation is really focused on establishing the relationship. So if it's a leader you're coaching for the first time, building that trust and rapport, getting some insights, maybe you are one of those coaches that has a client intake form that they fill out prior, so you can get to know a little bit about them before you engage in that conversation. And then, of course, once they have their Leadership Report, helping them start to understand the strengths. What surprises you? What resonates with you? What did you expect to see potentially? What's here that, you know, you, you want to discuss a little bit more deeply with me? So really helping them Name what those talents are. And then that third conversation is helping them start to understand and appreciate their strengths. Now that we know about your talent themes, how do you see them showing up in your leadership role? And then of course, last but not least, once they are able to really understand and appreciate the, the talents, How do we want to apply them for you? So that is where we start to invest in those talents more fruitfully.

Using the Leaders, Managers, Sales Reports in Tandem

Jim Collison 3:11
I think it's a good reminder, just, and we spend some time through our certification program, GGSC, talking about these kind of four conversations, four understandings, four things to think about as you're coaching. I thought it would have been a good one, especially on this one, to kind of reset with that and just think about it. We, on the, on Season 2 of The CliftonStrengths Podcast, we've been spending a little bit of time thinking about how this meshes with the CliftonStrengths for Sales and CliftonStrengths for Managers. You've been doing some homework on that, as we look at that in each episode. As you think broad overall, and you think about, about how we could use those reports as well in this context, just give me some thoughts, just high level on this, before we dive into some really practical things on this. What are your thoughts of blending, using those reports together?

Jaclynn Robinson 4:05
I think it's so valuable, because as leaders, they don't just focus on the culture and the mission of the organization. But they need to be thinking about, Who do I need to influence and get behind me? Whether it's fellow leaders on their team, whether it's managers, whether it's employees, so that the messaging they're sending across is something everyone buys into. So the Sales Report is so fruitful in that regard. And then they also have a lot that they're managing on their plate. So what a great opportunity to lean into that Manager Report and start to think about how their talents can help them manage projects or people. So we talk a lot about theme dynamics, but in this case, we have theme report dynamics that we're focusing on in Season 2.

Jim Collison 4:50
Yeah, the reports are kind of laid out very, very similar, where we have how to be successful, some areas to look out for, some, that might hinder us, some, some Action Items associated with those. As you think about those 3 areas, and as we've been going through this on, on The CliftonStrengths Podcast side, what do you find? Again, before we dive into some real practical pieces, what do you, out of each one of those sections, what do you, as we're digging into this, what are you finding helpful in those?

Jaclynn Robinson 5:19
I like that it has opportunities for them to stop and think. And if anyone's seen the Sales Report or Manager Report, you know there's this piece where we talk about application on one of the pages, and then it goes into some reflective thoughts for them to really consider, yeah, how do I apply this particular talent when I want others to remember me? Or how do I apply this particular talent when it comes to the great work I see performers on my team doing? So, dependent on the theme, what I love is we ask a couple of self-reflective questions. And there's a box for them to take notes of how they can apply that theme in a way that's going to allow them to invest in it beyond just the, the list that we typically have -- our bullet-pointed list of ways that you can continue to invest and act on the talent. I like that it's just, it's cerebral, in a sense, as well.

Jim Collison 6:16
Yeah. Yeah, not too much information is, I mean, it's, we're not talking about, you know, yeah, it's a very, I know, as I've been working through it, especially for me in the Action Items. And of the 4 Action Items that are there, really kind of picking maybe one of those to think about during a week, right, to spend some time on. I told you on the program, I'm going to be spending some time in Maximizer. And it's probably my least -- I talk about it all the time, but it's probably my least understood from, from my standpoint. And taking those three reports and synthesizing them together, displayed in the context of for me, the practical application is, How do I lead this community, right? Right?

Everyone Leads Something: Your Talents and Your Leadership

Jim Collison 7:02
And it allows me, that's maybe a preamble to these 5, we have 5 ways to use this report in your coaching, but for me, maybe that's the preamble is, How am I going to specifically -- so thinking through the lens of this community, How do I apply those Action Items from all three of those reports, particularly thinking about the Leadership Report? Because they have so much. What would you, anything else you'd encourage me, if you were gonna coach me for a second, thinking, OK, in, with thinking about this community, and my role, you know what I do here, any, any coaching you would give me on that, as I'm going through that process?

Jaclynn Robinson 7:41
Oh, that's good! Well, I love that you already had a scenario in mind of where you could apply the Leadership Report. And I'm glad you brought that up. Because there might be folks on the, on the call, or listening in that, that coach, and it's not just leaders, but everyone is leading something -- they might be leading their family; they might be a leader in their community, outside of just an organization. So first and foremost, I'm glad that we already have that scenario in mind for you. But then, also in relation to the community, I'd be really curious and coach you about, How do you see these leadership talents showing up for you for the good? Where have you seen some successes based on Maximizer in the coaching community? We've certainly seen it, as you start to even place some of these channels on YouTube, where it's, it's categorized, it's really efficient.

Jaclynn Robinson 8:37
So if you're from a different country, as an example, and we have these Called to Coaches in foreign languages, there's that channel full of that foreign language that people can go to. So just an example that automatically came to mind, but really helping you think about where are you seeing some benefits to Maximizer, some successes? And then, as we're looking through your hindrances, where have you seen some of those potentially show up? And now let's talk about OK, how do you want to regulate that? And then I really appreciated what you said about selecting one Action Item. Because I'm also a stickler on having folks read through the Action Items and selecting one or two that they feel they could, you know, put into place in the here and now or have as a 6-month, longer-term goal, versus trying to check the box on all of them all at once, where it just becomes diluted.

Jim Collison 9:29
I like that. That backs me off a little bit, because the same thing I'm focusing on. Maximizer wants to get them, like, I want to get them all done. Get through -- how do I get them all done right now? Right, and so it's, it's even backing that down a little bit to be like yeah, you know, I'm gonna work on, work on one of these a month or focus on it, put a sticky note up on my monitor -- whatever I decide to do. I know for me, Communication high, talking about them often is one of those things works for me. How do I bring them into different conversations? Because people give me great insight on that.

CliftonStrengths for Leaders and the 4 Needs of Followers

Jim Collison 10:06
Amy asks a good question. I think it comes at a good time. You know, of course, we had a, we have a book, Strengths Based Leadership. It has a code in it that produces a Strengths Based Leadership Report, focuses on the 4 Needs of Followers, those, that's not going anywhere. That's still content, that's still very valuable. Very important. And because we produced a new Leaders Report doesn't mean that followers still don't have needs; they do. It's been a really, really common question in this, like, Does this, does it replace it? No, no, no -- we still have followers that need that.

Jim Collison 10:36
We're, this is new, additional content around leading. And, and the 4 Needs of Followers is still a very important, very valid concept and should be addressed as well, for those who've purchased Strengths Based Leadership, or the CliftonStrengths for Leaders Report. Now in the Resources tab in the strengths dashboard, you'll see all, that report for all 34. That's in there. All that material that had been in the Strengths Based Leadership has now moved to a single report for you to look at. As we sunset those reports here towards the end of 2023, that resource is available for you. So don't hear us say that there's, this is a replacement, this is an add-on too. We still need to continue, and it's very important -- the work we did in that book, and the work we did around needs of followers still very, very valid and very, very important. Jaclynn, would you add anything to that before we dive into some real practical tips?

Jaclynn Robinson 11:30
I just appreciate that you also hammered home how much we're going to continue to lean into the 4 Needs of Followers and how we still coach on that really frequently with leaders and managers. And even in our Season 2 that we're starting to work through, we, we've been infusing the 4 Needs into some of those talents that we've been talking about as well. So it will be here for good.

Integrating 360s and the Leaders Report

Jim Collison 11:58
Perfect. Let's dive into some, we've got 5, we want to look at kind of 5 ways to coach with this. And let's look, and I think one we talk about a little bit, and we've been talking about more in the last year or two, but especially in conjunction with a 360, right. This may be a report that we could bring in. Talk a little bit about how we could use this with a 360.

Jaclynn Robinson 12:21
Yes. So if you are developing a senior leader, it's not uncommon that they might be taking CliftonStrengths. So you've got this Leadership Report, and they also have a 360 that they've taken through their company. So it's an opportune time to coach them through their CliftonStrengths report, help them Name, Claim and Aim what those talents are, and then incorporate the 360. So as they're looking at the positive verbatims that have come from folks in their organization, where are they seeing that connected to their talent themes?

Jaclynn Robinson 12:56
And then when it comes to, let's look at some of these barriers or opportunities that have been expressed by those that are in your organization, Where are you seeing some of those hindrances as a result of your talent themes? And I will share, having used the, having used CliftonStrengths with 360s, when you coach on CliftonStrengths first, and then you infuse the 360 into it, it makes a lot more sense to them, and it's a lot more accepting. They can accept it without necessarily having their defenses up. Because they've already gone through the helps and hinders of their talent themes. And as they're reading open verbatims or they're seeing, you know, some of those competencies scored as higher or lower, they're already starting to connect the dots in their mind, and then they're actually more ready to move towards action faster, in terms of, OK, how do we continue to maximize what I'm doing great? How do we build on what I need the support with? So really great use of the Leadership Report to integrate it with the 360.

The Managers Report, the Leaders Report and 360s

Jim Collison 14:00
How do we think -- we've got this board of directors activity, right? Practically speaking, and there's some, there were some questions around using, you know, managers and leaders and things overlap. Also, Doria talks a little bit of distinguishing between the two. And then we add in, in a 360 context, we, we may be both a leader and a manager in this setting, right. Can you talk a little bit, as we distinguish between the two -- I have an answer as well, but I want to hear from you. How do we distinguish between the two, you think?

Jaclynn Robinson 14:34
Yes. I automatically had a visual in my mind too, as we were talking. But as a leader, we might often just naturally be thinking of executives, C-suite, those that are managing both the board, balancing the mission and purpose, creating that company culture. But they also have, to your point, Jim, folks that they're managing, whether that is the senior VPs because they're executive VPs, or whether it's managers, those managers or those senior VPs are still going to have the same expectations that that leader might be, you know, putting forth on them: Go out, have these one-on-one conversations, develop your people, help create clarity on their goals and expectations, make sure that they feel cared about, valued and have a sense of belonging on the team. And so that's all great that managers are doing that with employees. But leaders also have to do that with managers.

Jaclynn Robinson 15:28
And so that's where the Manager Report can really support them to of, Oh, yeah, I do have to manage people. I do have to manage projects. So this can really help me get in the mindset of ways that I can do that even better. Leadership Sales Report, great for thinking about strategic impact, the influence that they have on the organization, the communication they have with their board of directors, if they have one, how to, you know, create more effective and influential relationships across the line, et cetera. What would you say? What would you add to that?

Jim Collison 16:04
Well, I've been saying this a lot; I sound a little bit like a broken record over the last couple of weeks, as we've rolled this out, is it's hard to take someone someplace you've never been before. And so I'd encourage you, as a coach, make sure you have your own leadership, or your own Leader Report and your own Manager Report so that you, you, you know. There's so much crossover in it. There may be some time when you want to focus on, on the leadership, the leader or leadership aspect of it. And, and so it'd be appropriate there. It may be where, it's, it's time to look at the Manager, or it's time to look at both. And I, I've been really hesitant to prescribe a single like, "This is when," and "This is when," because life just isn't that way at all. There's, isn't that right? And they kind of blend.

Jim Collison 16:49
And so I think you know, you know who you're coaching or who, you know who you're working with better than anybody. But you've got to kind of have, have dug into those reports for yourself, and know what's in there, and how that helped you, and how you can lead others. One of the reasons why I'm excited about the series is because I've been diving into all three of them, as we've been spending some time doing. Yeah, yeah, no, very, very valuable. So don't, don't be too prescriptive on that. Because there is this crossover -- those circles cross over, right, at times. And don't get too hung up on the tech, on the terminology of it. Oh, no, you're managing that -- well, no, you're leading. Well, OK, it, what matters is the results, right? What matters is the success on that. What are you having? If, you know, if you got a leader and you're using the Manager Report, and it's working, keep going with it.

Jim Collison 17:42
So I just think, to your point, this 360 is a great opportunity, depending to bring one, two, or all three of those reports in for the individual and have a lot of great information to help coach them with, in that setting. And add that to the feedback that they're getting from those that maybe they, that they manage, and then those above them that are managing them in those roles. All right. Any other thoughts on that?,

Jaclynn Robinson 18:09
That's a good call. Because with a lot of those 360s, they'll have competencies listed. And there might be one competency that's related to just their ability to build relationships and manage people; that Manager Report might be most fundamental there. There might be other aspects where it's about, you know, their own VPs are reporting back on how well they share a vision or communicate across a vision. Maybe the Leadership Report's gonna be better. Yeah, so I like that we can really just kind of play around with them.

Leaders and Team Building

Jim Collison 18:40
Yeah, yeah. It's not a perfect, it's not a perfect system, right, in that. And, and use the tool and, you know, sometimes I use a crescent wrench to put a nail in. So -- I shouldn't do that. That's a bad use of that tool. OK, so we talked about, for an individual in a 360 setting. What about teams of leaders? And I think this group gets forgotten about the most, right? We do this team building on teams; we sometimes do it at the executive level. But the middle managers, what about them? Let's talk a little bit about that.

Jaclynn Robinson 19:11
Yes! And this might speak to a lot of you all too. So whether it is your managers that are, let's say, well, still leaders, so let's say they're, they're department leads, or they're SVPs. Even if they're executive vice presidents, they often do get overlooked, because a lot of times, they're just, you know, pushing down and encouraging policies, but they might not have that, that system in place where they can really start to understand and appreciate each other. So the Leadership Report could be a really good way for leaders to come together in a room with you -- maybe a team workshop setting. How are we seeing our skill show up? Ooh, I'm seeing some, some ways that I can use these to benefit you all as a group more. I can see that this is a "Watch out for"; I've actually received that feedback for you. Now I have a name for where it's coming from: It's my Relator. So this will allow leaders to be able to understand and appreciate each other better.

Jaclynn Robinson 20:14
And, of course, you can also use this for, like I mentioned, they might not be Executive Vice Presidents and Senior Vice Presidents. It could be (or C-suite); it might be, you know, your department leaders or division leaders that would be doing this. But we know at Gallup, if they are all, and this is all something that you all have likely seen too. But once they're aligned, and they're communicating and cross-collaborating, and they have this trust and rapport and friendship, then that trickles down, and their teams are much more aligned and work much better together. So that's another way that you could use this Leadership Report.

I Bring, I Need and the Leaders Report

Jim Collison 20:51
How important do you think pairing this with that "I Bring, I Need" exercise that we have sometimes with leadership teams? Again, we do this with, with oftentimes functional teams, but among leaders, who may not be together all the time but depend on each other for various roles in the organizations. Pairing that together and then using the report to say, Hey, from a leadership perspective, I bring this. But in some of the other areas, I need these things. How important could that be taking it to that level, do you think?

Jaclynn Robinson 21:24
That would be so fruitful! I'm just thinking on that a little more, especially because what we're seeing a lot now, if there's global leaders, they're just spread in different countries, they might not be connecting as much. But their functions certainly talk to each other, so to speak. They need each other in order to create a successful and productive company, but they might not have these opportunities where they come together and start to share out Bring and Need. So I think it's just so important. Oh, my gosh. Yeah. It also just made me think about, we're in the middle of engagement season, folks. So we're, a lot of folks are doing their employee engagement surveys. And one thing I always remind leadership, when we're reporting out on, you know, really the lived experiences of what their employees might be going through: Your managers are going to be more engaged. 39 more percent, 39% more engaged, if you are. But you don't really have anyone that's there to support you and give you these one-on-one conversations. So you really need to lean on each other for engagement and wellbeing. And this could be one of those ways of building those relationships.

Jim Collison 22:41
I might even recommend coaching through having a team's or having leaders on teams doing one-on-one Quick Connects. And doing that I Bring, I Need conversation as just part of the first 10 minutes of that. Prepare them for it; it'd be super easy. Based on your report, what do you, what do you bring to this team, to this leadership team? And what do you need out of this team? And then have that conversation of how they could partner together to be able to do those, right. It's a 15-minute conversation that you could get teams doing on their own, and, and a great way, a great way to coach them.

The Leaders Report and Leadership Development

Jim Collison 23:19
Connie said, Jim, is that to imply leadership teams are dysfunctional? I wouldn't say that, in that word. But we know they're very disengaged. Like they, the, those management teams are the least engaged out of a lot of the data that we get with our engagement data. And so we just know they're struggling. And I think there's a, there's a way to help them dig out. They feel alone. They feel on an island. They feel like it's, they're getting hammered from both sides. And I think as a coach, if you want to make a difference in an organization, that's the best place to start. I'm just gonna say it. I think it's a, certainly we need executive buy-in, right? All those other things about building a strengths-based organization. OK, No. 3, let's talk about, and I love this idea when we think about leadership development, right? What, how could we use this to take younger leaders and make them better?

Jaclynn Robinson 24:13
Oh, the word "succession." Love the word "succession." I don't know if we think about it enough sometimes. But this could be a great tool for succession planning. So those high-potential managers that leadership has their eyes on could take the Leadership Report and then, most organizations have competencies or skills that are required as you, you know, move up from individual contributor to manager to leader. So they could really be looking at the Leadership Report and thinking about the skills and/or competencies required for leadership, and start to cultivate those now, with their talents in mind -- leaning into those with intention.

Jaclynn Robinson 24:54
And this could also happen -- sometimes succession planning isn't, you know, so set in stone, where that's what you're actually calling it out to these high-potential managers. So in that regard, even the folks that are on learning and development teams, or on those talent selection teams that work internally with their folks, if you're running programs for folks to build their leadership development skills, again, this is one of those really effective ways that you could support their leadership development and help them start to gain awareness of how they're showing up. And then you could infuse those skills or competencies that they would need to move ahead to help them start to exercise that.

Jim Collison 25:37
Yeah, I like the idea of building, building these competencies, right, and then bringing the report in, bringing the content in. But more than just the content and the reports is the conversations that goes on around that, right. Then being able to measure that growth, being able to measure that development in this. Am I making steps this way? Again, another one where both the Manager and the Leader Report may be super beneficial in building these programs is growing future leadership, right?

Jaclynn Robinson 26:11
Yes, exactly.

The Leaders Report and Underperforming Leaders

Jim Collison 26:13
On the flip side of that, No. 4, as we think about struggling leaders, as we think about those who are, who, who still have opportunity -- let's, let's put it that way; they still have opportunity. How we might, how might we use that, right, how might we use that?

Jaclynn Robinson 26:29
Yes. So if there's some underperforming leaders, this could be a good way to continue to engage them in a way where we're, we're maximizing what it is that we see they are doing well. And we're using the Leadership Report to help them see those areas of opportunity that they need to cultivate further. And I always think of using a report as a safer way, because a lot of times, they'll see the strengths that we're calling out. They'll see the hindrances that we're calling out. And oftentimes, they've already heard about those barriers or those hindrances. And so they can go, Oh, I have heard that. Now I see where it's coming from. It makes sense. And so oftentimes, they're already coming to that level of self-awareness before you have to directly say, Hey, this is a problem, or this has been a problem. And then you can really just continue to guide that conversation and coach them up.

Jim Collison 27:22
Don has, I remember watching Don Clifton in a video where he kind of alludes to the fact of someone bringing up something that somebody else is doing wrong, and how we kind of think that by, that might be new material for them. And he kind of says, They already know. Right? They already know.

Jaclynn Robinson 27:42
Most have that self-awareness.

Jim Collison 27:44
You're just bringing it to their attention. I mean, you're just embarrassing yourself in, in the process, doing that. But I think, you know, there's, there's a great opportunity in this to help lead to those conversations to uncover that, to bring it out. Right. Most, I think most folks know. I mean, I, you know, we just need a framework, right, to kind of, a safe place. We need to, we're using that term "psychological safety" in this, right? And way, listen, psychological safety, way more than just this conversation, but when we think about our own performance in that and being able to be in a safe spot to say to my, to my manager, "Yeah, you know, I'm not as great at that as I, as I want to be." And there's, then there's really two ways: One, is it just I'm not taking advantage of the talent that I currently have to do it? Or am I not, do I not have it, and should I, should we find other ways to get that done, right? Because it could be one, it could be either/or in that case. I think sometimes we approach strengths as like, "Oh, no, I already have it." And you're like, "Well, you have the potential." Right?

Jaclynn Robinson 28:55
Hasn't been cultivated. Yes.

Jim Collison 28:56
Have you brought that out? Have you practiced it? This skill of podcasting that I do, this, I mean, I go back and listen to my, some stuff from 10 years ago. I'm, I'm better -- at least I hope -- I'm better today than I was 10 years ago, because of 10 million hours, 10,000 hours of practice, right? So, I think a great opportunity to let the framework bring out those conversations about where you're struggling, right. Is that what you're saying?

Jaclynn Robinson 29:22
Yes. Yes. And sometimes they're, they're, just like we see from individual contributor to manager role, manager to leader, sometimes they're just not even aware of the way that they're showing up or the way they need to show up, because they haven't been in that position before. And so this can also support those underperforming leaders in a way where it doesn't feel like we're necessarily picking on them. This is an opportunity for development and growth.

The Leaders Report and Entrepreneurs

Jim Collison 29:49
Yeah, yeah, no, no, right on. No. 5, and this is an area, a specialty area for you in No. 5, as we think about entrepreneurs. How could we use this in a setting, or how, from a coaching perspective, of coaching entrepreneurs?

Jaclynn Robinson 30:05
This is fun! Because some of you might be working with startups, or you're coaching those entrepreneurs or solopreneurs. And they still need to be thinking about their leadership style in the way they're showing up, because you might have entrepreneurs or solopreneurs that need to get buy-in. And they need to be able to influence and communicate across the direction they want to go with investors. Or they might need to start hiring employees. And so they need to start taking more of an interest in investment in, OK, I'm going to be a leader, not just to myself now, but to others. So how do I want to show up? And then another thing I was thinking about here is just to build connections or to hire contractors, How am I showing up as a leader? Because that's going to also impact who wants to work with me, whether it's a contract employee or someone that is just a mentor or an expert, etc. Do they trust me as a leader, and the vision that I'm, I want to go with this company? Another different way that you could use this report for sure.

Jim Collison 31:10
Yeah. What do you think the unique needs -- and, you know, listen, the word "entrepreneur" can mean a lot of things. I think sometimes we use it in the context of a startup. And so small teams, lots of people trying to do multiple functions in a role. Small organizations have some of the same and similar pressures that large organizations do, when you think about payroll, when you think about HR functions, when you think about, right, all the things they have to do -- development, not just of people but of product, right? What do you think, in those kinds of settings uniquely, as we think about entrepreneurs as leaders, where do you think this gives the bang, the biggest bang for the buck for them?

Jaclynn Robinson 31:59
Ooh, the entrepreneurs as leaders?

Jim Collison 32:01
Yeah, as leaders. Yeah.

Jaclynn Robinson 32:02
What's that relationship piece? The work that that Gallup has done on entrepreneurs, we recognize that one of the key talents that these successful entrepreneurs or entrepreneurs have in building, growing and sustaining a business is relationships. That's one of the 10 that we just see as a super theme across the board. And so by thinking about the Leadership Report from the aspect of relationships that you just brought up, whether it's a small startup or a significant company, How are they going to, how are they going to have lasting relationships? What are the themes that they're using to create those lasting relationships, especially as they take it one step further, and start thinking about the relationship with the customers? What's the vision or the influence I'm creating for my team or my organization, so that they recognize we want, I mean, oftentimes long-term customer commitment and growth? And so what are the themes I can use so that people can start to recognize, in my organization or in my sphere of influence, the value I place on relationships?

Jim Collison 33:11
Yeah. Yeah. You alluded to this. I like this, you know, I think for, for leaders who are entrepreneurs, there's this vision of what the future could be. We, we spend a lot of time dreaming about getting to a spot of self-sustaining or getting to a spot of success and what that strategic future looks like. Right? And so I think there's some opportunity, especially coaching on this -- not just for leaders but coaching these leaders -- to be able to say, How do we use what you have to help us cast the vision? Whether that's in an architect role, whether that's in a sales role, right, whether that's in a implementation role, What are those roles that you fit? And then what are you missing? Or what, what could you, you know, what could you be missing in there? So I like, I like to think of it that way. Anything else you'd add to that?

Jaclynn Robinson 34:09
That's a great way of, of putting it. Even if you have those entrepreneurs, as I'm thinking, that want to sell off a business, if you're not exhibiting those trusted leadership skills, are they gonna want to take a business that they don't know? They might not want to take a business that has kind of been run into the ground because there's no trust or rapport or vision. And so, circling back to your point, I think there's a lot of value, no matter what type of entrepreneur you are, regardless of industry, team, etc. It can be so valuable to start thinking about, yeah, How am I sharing my vision? How am I building relationships, etc.?

Choosing Between the Managers and Leaders Reports

Jim Collison 34:49
Yeah, I love it. Five Ways, 5 ways for you to look at this. We'll have more content for you around this, as I mentioned, in future sessions. Jacque's joining us; Jeremy Pietrocini's gonna join us. Robert Gabsa is going to be on here and joining us talking about this, how to use this. So lots of great learning material coming up. Couple questions. Lorin asks, as a, as a nonprofit healthcare, right, we can only afford one. Which one do we recommend, Manager Report or Leader Report for lower, lower quartile? They just closed their engagement survey. I got a few thoughts, but Jaclynn, any thoughts on that, as we think about if you could pick one? And we've looked at all three of these, or the two in question here, right. Your thoughts on that?

Jaclynn Robinson 35:36
Ooh, if you have to pick and choose, I think I'd be wondering what's the population that would be receiving the reports? Because if it is more people manager, mid-manager, the Manager Report probably is going to be most fruitful, because it's going to help them think about, How do I people manage? How do I project manage? If it's managers or leaders, and it's related to influencing the employees, building trust and rapport with the employees, helping to communicate across the larger message, because that's been lost, and maybe employees don't know, Where are we heading in the future? The Leadership Report might be more helpful, because it, it can help I think, guide the North Star and have everyone be a leader for, This is where I want to move us. And so managers, they have to lead their teams and move them in the, in the direction towards the North Star. So I think it's, it kind of depends on the problem, too. But hopefully I set that up where you can, you can hear, regardless of the problem it is, there's one that could be most beneficial.

Jim Collison 36:39
Yeah. And listen, the importance in these reports is the conversations that go along with them. Listen, it's great content, great material, right, that's available there. But Lorin, don't, don't forget, like this is an exercise of not handing the reports and they're fixed -- and you know this, right -- but, but really the conversations that go along with it. It's, I think it's hard for us, not knowing the organization, not knowing the problems, to really make a good recommendation. Lorin, you might think about starting as a pilot on this. So pick up for the, for some managers, pick up a handful of the Manager Reports, and do some coaching internally with that and see, see how you like it. Do a B group (that'd be the A group) do a B group, an A -- no, do a B group -- there we go; confused myself there for a second -- on the, on the Leaders Report, and do some coaching on that. And see how it works for the organization. You may uncover some unique needs that are in there and give you a good opportunity.

Jim Collison 37:40
Of course, it all starts with you, in a lot of -- I would say, You're the pilot. And, and see if you can, you know, get access to those reports for you. And then be able to kind of work through and say, Yeah, here's kind of some of the information that's available in them and how we, how we could think about them. Ultimately right, the, hate to put the responsibility on you, but coach, coaches, it's on you -- like, the vision you have, how you understand the organization, the coaching, the time you have available to work, those kinds of things. Reading, just reading the reports will certainly give a lift, but we want to give you some great ways to get in there and get coaching and get coaching with them. So little pilot, seems like I hit a sweet spot on that one. So great opportunity to give a pilot a try and see how that goes. Jaclynn, would you add anything to that? By the way, while we're kind of wrapping up here, but I'll take a few questions from the chat room, if you have them. But any, any thoughts, on any additional thoughts on that, Jaclynn?

Jaclynn Robinson 38:46
Yeah, I think what Lisa and Trish had said earlier, maybe it's up to the individual to decide which one they feel might be of, of most value, but even, Lorin, what you were sharing earlier, if you do have the opportunity to buy either or both, your idea of providing the Leader Report for the rollups and the Manager Report for those that, that have direct reports is a great way of just employing the report and working through it. But that conversation, as Jim said, as Lisa was saying, that's where they'll, they'll derive a lot of value. I don't think you could go wrong with either one. The Leadership Report, I think, is just framed in a way that's more high-level, expansive, future-focused. The Manager Report is framed in a way that helps you think about people managing, project managing, present moment, oftentimes is a way to think about that.

Jim Collison 39:39
Yeah, by all means don't get too overwhelmed by all of it. You know, that's always the juxtaposition in this is we want to provide great resources for everybody. But then it's like, There's too many resources! And so the, you know, the journey of 1,000 miles begins with the first step. And so take a step that direction, and, and let's kind of see where it goes. We'd, of course, love your feedback on that. We've gotten so much great feedback on the Manager Report that was out there -- just people using that and using it well. We've even gotten some good feedback already on the Leader Report. And, and so, yeah, no, just like to continue to hear, you know, to hear from you on that. And like Holly says, Never too many resources! Right?

Jaclynn Robinson 40:24
Individualize, individualize, individualize. That is the good thing about all these resources.

Jim Collison 40:28
Just depends on your, it just depends on your Top 5, right, You might, you might love all of the options; you might not, right.

Jaclynn Robinson 40:36
Consistency might be like, Give me some standardization! Let's go!

Jim Collison 40:39
Yeah, yeah, yeah. And George, we'll wrap it on this. George says, you know, 34 Report, Sales Report, Manager Report, Leader Report, BP10, which is still available out there. What a toolkit, right, to stimulate self-awareness conversation, implementation of all, of all steps. And he is 100% right? It's all out there. Get familiar with that, and make sure you're familiar with it for yourself as well. I have just found great benefit, and I'm learning a ton off of the time we're spending together recording the Season 2 of The CliftonStrengths Podcast, right? Just a great opportunity to dig in as that. And we're hoping a tool, as we publish these here starting the first of January, I think it's going to be the 9th, but early, I'll say early January 2023, another tool you can give coaches or individuals, you can give those that you're working with, to be able to get, get a jump-start on those themes, something to listen to. So pretty great. Jaclynn, anything else before I wrap it?

Jaclynn Robinson 41:44
That's great. I think it's a good callout that the, the season is happening. So if any of you are curious about how you can start to use these reports in a theme-report-dynamic type of way, we're calling those out. So we can help you synthesize how to use them, if you have one person using all three or maybe just a couple of those, but we'll help synthesize how they can, they can interact together and play together.

Jim Collison 42:09
Lots of things happening here. And we'll, we'll ask you to stay close as we produce all this content for you. And the easiest way to do that is go to gallup.eventbrite.com -- E-V-E-N-T-B-R-I-T-E -- eventbrite.com. Create an account, follow us, you'll get a notification whenever I publish anything new and a list of everything that's out there, including the December 20 mega-episode. I just like to say "mega-episode." With that, we'll remind everyone to take full advantage of all the resources we do have available out at, out on Gallup Access. Head out to gallup.com/cliftonstrengths. Sign in with your account. Upper left-hand corner has menu. Choose Resources, and have fun. If you have Input, we'll see you in a couple of years. For coaching -- just come up for air every once in a while, right? -- for coaching, master coaching or to become a Gallup-Certified Strengths Coach, send us an email: coaching@gallup.com. You'll want to join us for the 2023 Clifton -- Gallup at Work Summit. I want to say "CliftonStrengths"; there'll be a lot of CliftonStrengths there. Gallup at Work -- I don't know how; I've said "Gallup at Work" like 1,000 times -- gallupatwork.com. Everything we know right now is posted there, so head out there. And, and we'd love to have you join us -- both virtual and in-person options available this year. We're excited to be able to provide both. And if you want to find us anywhere social, just search "CliftonStrengths." We want to thank you for joining us today and for hanging out. For those that are listening live, maybe a smidge of a postshow. With that, we'll say, Goodbye, everybody.

Jaclynn Robinson's Top 5 CliftonStrengths are Achiever, Strategic, Maximizer, Positivity and Relator.

Gallup^®, CliftonStrengths^® and each of the 34 CliftonStrengths theme names are trademarks of Gallup. Copyright © 2000 Gallup, Inc. All rights reserved.