Running Head: Assignment 3 1 Creating Training Tools
Professor Craig
Management Concepts September 4, 2016 Running Head: Assignment 3 2 The Clifton StrengthFinder is an assessment that helps a person to discover,
understand, and maximize their strengths. The assessment consists of a series of
questions that measure behavioral and thought reoccurrences that ultimately identifies an
individual’s strengths. Everyone has their own set of skills, know how, and talents that
they use in their day-to-day lives, and the StrengthFinder assessment helps uncover those
strengths and provides ways to better understand and utilize them. When a person
identifies their strengths and puts those strengths to use, they are six times more likely to
become more engaged at work and have a better quality of life. (Buckingham, & Clifton)
[Gal07])
An individual that has been identified as having the restorative strength enjoys
being the one to resolve an issue that no one else could. They are confident that they can
fix the issue and are driven by the complex and unknown. This type of person enjoys
reviving things that were once thought to be a lost cause. These types of obstacles may
discourage many people, but a person who is restorative is intrigued by it.[Gal07]
Management and leaders would look to individuals with this strength to take on
challenges that could possibly be time consuming or passed over by others. They would
want this type of strength because they would not see get bored or feel defeated when
trying to resolve an issue. These individuals would find the challenge to be exciting.
Mangers could rely on an arranger to be comfortable working alone as well as being an
asset to a group who is struggling to find a solution to a problem.
Restorative would be a great strength for a person that works in the police
department as a cold case detective. They would be enthusiastic and challenged by cases Running Head: Assignment 3 3 that may have been over looked and unresolved. This strength would provide the problem
solving skills and push that is needed to solve complex cases.
In comparison, an individual who has been identified having the strength of an
arranger would be organized and flexible. This strength likes to figure out how things
work together and can be used to gain maximum productivity. Arrangers are instinctive in
sensing how people work together which could help in groups of people with different
personalities and views. An arranger likes to take one many different projects at one time,
it is important for them to take a step back and make sure that they are staying on track of
their deadlines. [Gal07]
Management should utilize someone with the arranger strength to take on large
projects or events. Arrangers need to be placed with a team where they can get involved
and learn about others. An arranger works well in a group where a project needs to be
executed. They are able to recognize skills and talents in others and get them in the
proper role to make the team the most successful.
An ideal example would be if a manager needed to put together a team to be in
charge of a company event. The team needs to come up with the theme, location, food,
itinerary, decorations, etc. and assign someone to handle each task. Many within the
group cannot agree on who would do what. When putting together the team, as manager
you know that by selecting at least one person that has the strength of an arranger, that
person can help the rest of the group figure out what they are good at and what they could
contribute to the team to make the event a success.
As a manager, in order to develop employees with different strengths you must
first know your own strengths and how you apply them in your own day-to-day life. Also, Running Head: Assignment 3 4 managers must familiarize themselves with the different strengths and know what they
look like when they are being used by an individual. Strengths are composed of
knowledge, skills, and talents. Skills are a person’s basic abilities to perform, knowledge
is basically what a person knows, and talents are the ways in which you naturally behave.
Since talents are a better representation of your natural self, they are the best ways for
one to excel their strengths.
Developing strengths in employees would first require identifying them using
methods like Strengths Finder. Once identified, management should go over the results
with each employee and discuss what their strengths mean and ways they can build on
those particular strengths. The organization as a while should commit in assisting
employees in developing and building their strengths and help employees find a role in
the company that would best utilize their talents. Mangers can contact Human Resources
or even her own supervisor for any upcoming projects that would need any extra help
from someone like an arranger. If there is a project that needs a new set of eyes or a new
perspective, a manager may want to utilize the employee that has the restorative strength
that likes to take on the challenge of problem solving.
An ideal time to have an employee take an assessment to identify their strength
might be during their onboarding process and training as a new hire. They can then bring
their results to their new manager and discuss how their strengths can be utilized to make
the team stronger. Also many companies do performance appraisals on employees at least
once a year. It would be a good idea when going over the appraisal to go over the
employees’ strengths and see how they have been using them and ways they can
implement their strength in their workday. It is important for employees to learn what Running Head: Assignment 3 5 their strengths are and maximize on ways to develop themselves and the company. (Nikoi
& Boateng, 2014). Running Head: Assignment 3 6
References Buckingham, M., & Clifton, D.O. (2001). Now, discover your strengths. Simon and
Schuster.
Gallup, Inc. . (2007). Full Theme Descriptions. Retrieved September 4, 2016, from
Clifton Strengths Finder 2.0:
https://strengths.gallup.com/private/resources/ThemesDesc_full_flyer_pres_1108
_lh.pdf
Nikoi, E., & Boateng, K. (2014). Collaborative communication processes and decision
making in organizations.

 

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