WHAT IS STRENGTHSFINDER 2.0-AN EXAMPLE BELOW

Mrinal's strengthsfinder 2.0 report.

StrengthsFinder 2.0 Report

Strengths Insight and Action-Planning Guide

SURVEY COMPLETION DATE: 04-29-2012

Mrinal Krant

Your Top 5 Themes

Activator

Analytical

Ideation

Relator

Strategic

What's in This Guide?

Section I: Awareness

A brief Shared Theme Description for each of your top five themes

Your Personalized Strengths Insights, which describe what makes you stand out from others

with the same theme in their top five

Questions for you to answer to increase your awareness of your talents

Section II: Application

10 Ideas for Action for each of your top five themes

Questions for you to answer to help you apply your talents

Section III: Achievement

Examples of what each of your top five themes "sounds like" -- real quotes from people who

also have the theme in their top five

Steps for you to take to help you leverage your talents for achievement

328736604 (Mrinal Krant)

Section I: Awareness

Activator

Shared Theme Description

People who are especially talented in the Activator theme can make things happen by turning

thoughts into action. They are often impatient.

Your Personalized Strengths Insights

What makes you stand out?

By nature, you naturally gravitate to situations where you can be your true self. You feel life is

wonderful when people listen as you share stories about your successes, failures, talents, limitations,

hopes, or fears. Because of your strengths, you routinely spark the enthusiasm of individuals. Your

own job, studies, or life becomes much more exhilarating when you help others more fully experience

their lives. Chances are good that you commonly influence people to produce results, sign up to work

on projects, or rally around causes. When you take time to know them as individuals, many people

are willing to move into action at your prompting. They are apt to realize you appreciate their special

qualities, talents, interests, or experiences. It’s very likely that you excel as a solo performer. You

usually are quite eager to start new projects, jobs, or assignments. People who cause delays

undoubtedly frustrate you. Why? They do not share your sense of urgency. They do not understand

your need to make progress. Instinctively, you make people feel valued by listening carefully to what

they are saying. Later you can refer to one of their key thoughts or questions. This simple act tells

individuals that you take seriously what they say. When you can contribute to someone’s sense of

well-being, your own life becomes much more satisfying.

Questions

1. As you read your personalized strengths insights, what words, phrases, or lines stand out to

you?

2. Out of all the talents in this insight, what would you like for others to see most in you?

328736604 (Mrinal Krant)

Analytical

Shared Theme Description

People who are especially talented in the Analytical theme search for reasons and causes. They have

the ability to think about all the factors that might affect a situation.

Your Personalized Strengths Insights

What makes you stand out?

Chances are good that you prefer the company of people who carefully listen to what you have to say.

Your sound reasoning compels them to pay very close attention to your ideas, explanations, plans, or

answers. Driven by your talents, you routinely scan data to find meaningful and repetitious

sequences. You tend ask yourself lots of questions about the numbers and/or the facts. You are

delighted whenever you discover answers others typically overlook. You probably are more productive

when you can work alone or have very few interruptions. It’s very likely that you typically offer valid

reasons and substantial evidence to support your thinking and your conclusions. You can detect

repetitions in numerical data. These insights allow you to predict the frequency of something occurring

again. By nature, you favor reading about precise research results or thoroughly conducted projects.

You love to collect information you can use someday. You are attracted to books, journals,

documents, or Internet sites that many people would find quite boring and beyond their ability to

understand. Instinctively, you rely on reason to make sense of facts, events, people’s behavior,

problems, or solutions. You consistently outmaneuver others when comparisons are being made

between your results and theirs.

Questions

1. As you read your personalized strengths insights, what words, phrases, or lines stand out to

you?

2. Out of all the talents in this insight, what would you like for others to see most in you?

328736604 (Mrinal Krant)

Ideation

Shared Theme Description

People who are especially talented in the Ideation theme are fascinated by ideas. They are able to

find connections between seemingly disparate phenomena.

Your Personalized Strengths Insights

What makes you stand out?

Driven by your talents, you tune in to people and figure out what they are saying and thinking about

you. You are acutely aware of how individuals regard you. You probably curry — that is, try to win —

the favor of some and seek to impress others. It’s very likely that you contribute many innovative

ideas to the group during brainstorming sessions. You tend to be highly imaginative when proposals

are fully heard and any criticism is reserved for a later time. Chances are good that you sometimes

use words, terms, or phrases that force people to stop and think in new ways. Instinctively, you favor

conversations where information, facts, or data are considered objectively — that is, emotions do not

distort the truth. You pose questions, evaluate answers, and figure out how things work. Reducing an

idea, theory, or process to its most basic parts provides you with many insights. You are likely to

archive — that is, preserve — your discoveries so you can use them later. By nature, you derive great

pleasure from making discoveries designing innovations. You really enjoy doing things no one has

ever considered.

Questions

1. As you read your personalized strengths insights, what words, phrases, or lines stand out to

you?

2. Out of all the talents in this insight, what would you like for others to see most in you?

328736604 (Mrinal Krant)

Relator

Shared Theme Description

People who are especially talented in the Relator theme enjoy close relationships with others. They

find deep satisfaction in working hard with friends to achieve a goal.

Your Personalized Strengths Insights

What makes you stand out?

Because of your strengths, you are someone to whom others turn for an honest perspective about a

project, person, event, or idea. They trust you will share your viewpoints. By nature, you feel most

fulfilled when you are busy and simply performing routine tasks. When you have nothing to do,

typically you find something to do. Sitting around and wasting time does not suit you at all. Driven by

your talents, you help many people grasp elaborate and complicated ideas, processes, theories, or

rules. You intentionally use easy-to-understand words and phrases. It’s very likely that you might

sense that you are being as productive as you can be. Perhaps you design methods for managing the

details or deadlines of certain repetitious tasks. Over time, your familiarity with the required steps may

improve how efficiently you use your time, energy, effort, or talents. Instinctively, you may be

convinced that you are measuring up to your potential. Perhaps you know when you are doing your

best work or earning the highest grades you possibly can.

Questions

1. As you read your personalized strengths insights, what words, phrases, or lines stand out to

you?

2. Out of all the talents in this insight, what would you like for others to see most in you?

328736604 (Mrinal Krant)

Strategic

Shared Theme Description

People who are especially talented in the Strategic theme create alternative ways to proceed. Faced

with any given scenario, they can quickly spot the relevant patterns and issues.

Your Personalized Strengths Insights

What makes you stand out?

Because of your strengths, you characteristically find the right words to express whatever you are

thinking. You offer explanations, discuss ideas, give examples, or share stories. You effectively use

the spoken word. Chances are good that you comprehend what has gone wrong. Eagerly, you

uncover facts. Sorting through lots of information rarely intimidates you. You welcome the abundance

of information. Like a detective, you sort through it and identify key pieces of evidence. Following

these leads, you bring the big picture into view. Next, you generate schemes for solving the problem.

Finally, you choose the best option after considering prevailing circumstances, available resources,

and desired outcomes. Instinctively, you have a knack for identifying problems. You spontaneously

generate alternatives for solving them. You probably consider the pros and cons of each option. You

often factor into your thinking prevailing circumstances and available resources. You feel life is good

when you sense you are choosing the best course of action. Driven by your talents, you thoroughly

examine many of the problems you face in your life. For simple difficulties, you probably discover the

right solution early in the process. When handling complex matters, however, you frequently labor

long and hard to identify what is actually causing the predicament. Often you can pinpoint

fundamental glitches or missing steps. Eventually, an economical, efficient, or diplomatic remedy

becomes apparent to you. It’s very likely that you commonly opt to work by yourself. You trust your

talents, knowledge, and skills to identify problems. You consider numerous solutions before you

pinpoint the most appropriate course of action. Questions and answers materialize without a lot of

effort on your part.

Questions

1. As you read your personalized strengths insights, what words, phrases, or lines stand out to

you?

2. Out of all the talents in this insight, what would you like for others to see most in you?

328736604 (Mrinal Krant)

Questions

1. How does this information help you better understand your unique talents?

2. How can you use this understanding to add value to your role?

3. How can you apply this knowledge to add value to your team, workgroup, department, or

division?

4. How will this understanding help you add value to your organization?

5. What will you do differently tomorrow as a result of this report?

328736604 (Mrinal Krant)

Section II: Application

Activator

Ideas for Action:

Seek work in which you can make your own decisions and act on them. In particular, look

for start-up or turnaround situations.

At work, make sure that your manager judges you on measurable outcomes rather than

your process. Your process is not always pretty.

You can transform innovative ideas into immediate action. Look for creative and original

thinkers, and help them move their ideas from conceptual theory to concrete practice.

Look for areas that are bogged down by discussion or blocked by barriers. End the

stalemate by creating a plan to get things moving and spur others into action.

You learn more from real experience than from theoretical discussions. To grow,

consciously expose yourself to challenging experiences that will test your talents, skills,

and knowledge.

Remember that although your tenacity is powerful, it may intimidate some. Your Activator

talents will be most effective when you have first earned others’ trust and loyalty.

Identify the most influential decision makers in your organization. Make it a point to have

lunch with each of them at least once a quarter to share your ideas. They can support you

in your activation and provide critical resources to make your ideas happen.

You can easily energize the plans and ideas of others. Consider partnering with focused,

futuristic, strategic, or analytical people who will lend their direction and planning to your

activation, thereby creating an opportunity to build consensus and get others behind the

plan. By doing this, you complement each other.

Give the reasons why your requests for action must be granted. Otherwise, others might

dismiss you as impatient and label you a ‘ready, fire, aim’ person.

You possess an ability to create motion and momentum in others. Be strategic and wise in

the use of your Activator talents. When is the best time, where is the best place, and who

are the best people with whom to leverage your valuable influence?

Questions

1. Which of these action items speak to you? Highlight the actions that you are most likely to

take.

2. How will you commit to taking action? Write your own personalized action item that you will

take in the next 30 days.

328736604 (Mrinal Krant)

Analytical

Ideas for Action:

Choose work in which you are paid to analyze data, find patterns, or organize ideas. For

example, you might excel in marketing, financial, or medical research or in database

management, editing, or risk management.

Whatever your role, identify credible sources on which you can rely. You are at your best

when you have well-researched sources of information and numbers to support your logic.

For example, determine the most helpful books, websites, or publications that can serve

as references.

Your mind is constantly working and producing insightful analysis. Are others aware of

that? Find the best way of expressing your thoughts: writing, one-on-one conversations,

group discussions, perhaps lectures or presentations. Put value to your thoughts by

communicating them.

Make sure that your accumulation and analysis of information always leads to its

application and implementation. If you don’t do this naturally, find a partner who pushes

you from theory to practice, from thinking to doing. This person will help ensure that your

analysis doesn’t turn into paralysis.

Take an academic course that will expand your Analytical talents. Specifically, study

people whose logic you admire.

Volunteer your Analytical talents. You can be particularly helpful to those who are

struggling to organize large quantities of data or having a hard time bringing structure to

their ideas.

Partner with someone with strong Activator talents. This person’s impatience will move

you more quickly through the analytical phase into the action phase.

You may remain skeptical until you see solid proof. Your skepticism ensures validity, but

others may take it personally. Help others realize that your skepticism is primarily about

data, not people.

Look for patterns in data. See if you can discern a motif, precedent, or relationship in

scores or numbers. By connecting the dots in the data and inferring a causal link, you may

be able to help others see these patterns.

Help others understand that your analytical approach will often require data and other

information to logically back up new ideas that they might suggest.

Questions

1. Which of these action items speak to you? Highlight the actions that you are most likely to

take.

2. How will you commit to taking action? Write your own personalized action item that you will

take in the next 30 days.

328736604 (Mrinal Krant)

Ideation

Ideas for Action:

Seek a career in which you will be given credit for and paid for your ideas, such as

marketing, advertising, journalism, design, or new product development.

You are likely to get bored quickly, so make some small changes in your work or home

life. Experiment. Play mental games with yourself. All of these will help keep you

stimulated.

Finish your thoughts and ideas before communicating them. Lacking your Ideation talents,

others might not be able to “join the dots” of an interesting but incomplete idea and thus

might dismiss it.

Not all your ideas will be equally practical or serviceable. Learn to edit your ideas, or find a

trusted friend or colleague who can “proof” your ideas and identify potential pitfalls.

Understand the fuel for your Ideation talents: When do you get your best ideas? When

you’re talking with people? When you’re reading? When you’re simply listening or

observing? Take note of the circumstances that seem to produce your best ideas, and

recreate them.

Schedule time to read, because the ideas and experiences of others can become your

raw material for new ideas. Schedule time to think, because thinking energizes you.

You are a natural fit with research and development; you appreciate the mindset of

visionaries and dreamers. Spend time with imaginative peers, and sit in on their

brainstorming sessions.

Partner with someone with strong Analytical talents. This person will question you and

challenge you, therefore strengthening your ideas.

Sometimes you lose others’ interest because they cannot follow your abstract and

conceptual thinking style. Make your ideas more concrete by drawing pictures, using

analogies or metaphors, or simply explaining your concepts step by step.

Feed your Ideation talents by gathering knowledge. Study fields and industries different

from your own. Apply ideas from outside, and link disparate ideas to generate new ones.

Questions

1. Which of these action items speak to you? Highlight the actions that you are most likely to

take.

2. How will you commit to taking action? Write your own personalized action item that you will

take in the next 30 days.

328736604 (Mrinal Krant)

Relator

Ideas for Action:

Find a workplace in which friendships are encouraged. You will not do well in an overly

formal organization. In job interviews, ask about work styles and company culture.

Deliberately learn as much as you can about the people you meet. You like knowing about

people, and other people like being known. By doing this, you will act as a catalyst for

trusting relationships.

Let it be known that you are more interested in the character and personality of others

than in their status or job title. This is one of your greatest talents and can serve as a

model for others.

Let your caring show. For example, find people in your company to mentor, help your

colleagues get to know each other better, or extend your relationships beyond the office.

No matter how busy you are, stay in contact with your friends. They are your fuel.

Be honest with your friends. True caring means helping the other person be successful

and fulfilled. Giving honest feedback or encouraging your friend to move out of a role in

which he or she is struggling is a compassionate act.

You probably prefer to be seen as a person, an equal, or a friend, rather than as a

function, a superior, or a title. Let people know that they can address you by your first

name, rather than formally.

You might tend to withhold the most engaging aspects of your personality until you have

sensed openness from another person. Remember, building relationships is not a oneway

street. Proactively “put yourself out there.” Others will quickly see you for the genuine

individual you are, and you will create many more opportunities to cultivate strong, longlasting

connections.

Make time for family and close friends. You need to spend quality moments with those you

love in order to “feed” your Relator talents. Schedule activities that allow you to get even

closer to the people who keep you grounded and happy.

Make an effort to socialize with your colleagues and team members outside of work. It can

be as simple as lunch or coffee together. This will help you forge more connected

relationships at work, which in turn can facilitate more effective teamwork and

cooperation.

Questions

1. Which of these action items speak to you? Highlight the actions that you are most likely to

take.

2. How will you commit to taking action? Write your own personalized action item that you will

take in the next 30 days.

328736604 (Mrinal Krant)

Strategic

Ideas for Action:

Take the time to fully reflect or muse about a goal that you want to achieve until the

related patterns and issues emerge for you. Remember that this musing time is essential

to strategic thinking.

You can see repercussions more clearly than others can. Take advantage of this ability by

planning your range of responses in detail. There is little point in knowing where events

will lead if you are not ready when you get there.

Find a group that you think does important work, and contribute your strategic thinking.

You can be a leader with your ideas.

Your strategic thinking will be necessary to keep a vivid vision from deteriorating into an

ordinary pipe dream. Fully consider all possible paths toward making the vision a reality.

Wise forethought can remove obstacles before they appear.

Make yourself known as a resource for consultation with those who are stumped by a

particular problem or hindered by a particular obstacle or barrier. By naturally seeing a

way when others are convinced there is no way, you will lead them to success.

You are likely to anticipate potential issues more easily than others. Though your

awareness of possible danger might be viewed as negativity by some, you must share

your insights if you are going to avoid these pitfalls. To prevent misperception of your

intent, point out not only the future obstacle, but also a way to prevent or overcome it.

Trust your insights, and use them to ensure the success of your efforts.

Help others understand that your strategic thinking is not an attempt to belittle their ideas,

but is instead a natural propensity to consider all the facets of a plan objectively. Rather

than being a naysayer, you are actually trying to examine ways to ensure that the goal is

accomplished, come what may. Your talents will allow you to consider others’

perspectives while keeping your end goal in sight.

Trust your intuitive insights as often as possible. Even though you might not be able to

explain them rationally, your intuitions are created by a brain that instinctively anticipates

and projects. Have confidence in these perceptions.

Partner with someone with strong Activator talents. With this person’s need for action and

your need for anticipation, you can forge a powerful partnership.

Make sure that you are involved in the front end of new initiatives or enterprises. Your

innovative yet procedural approach will be critical to the genesis of a new venture because

it will keep its creators from developing deadly tunnel vision.

Questions

1. Which of these action items speak to you? Highlight the actions that you are most likely to

take.

2. How will you commit to taking action? Write your own personalized action item that you will

take in the next 30 days.

328736604 (Mrinal Krant)

Section III: Achievement

Look for signs of achievement as you read these real quotes from people who share your top five

themes.

Activator sounds like this:

Jane C., Benedictine nun: “When I was prioress in the 1970s, we were hit by the energy shortage,

and costs skyrocketed. We had a hundred and forty acres, and I walked the acreage every day

pondering what we should do about this energy shortage. Suddenly I decided that if we had that much

land, we should be drilling our own gas well, and so we did. We spent one hundred thousand dollars

to drill a gas well. If you have never drilled a gas well, you probably don’t realize what I didn’t realize:

namely, that you have to spend seventy thousand dollars just to drill to see if you have any gas on

your property at all. So they dug down with some kind of vibratory camera thing, and they told me that

I had a gas pool. But they didn’t know how large the pool was, and they didn’t know if there was

enough pressure to bring it up. ‘If you pay another thirty thousand dollars, we will try to release the

well,’ they said. ‘If you don’t want us to, we’ll just cap the well, take your seventy thousand, and go

home.’ So I gave them the final thirty thousand and, fortunately, up it came. That was twenty years

ago, and it is still pumping.”

Jim L., entrepreneur: “Some people see my impatience as not wanting to listen to the traps, the

potential roadblocks. What I keep repeating is, ‘I want to know when I am going to hit the wall, and I

need you to tell me how much it is going to hurt. But if I choose to bump into the wall anyway, then

don’t worry — you’ve done your job. I just had to experience it for myself.’”

328736604 (Mrinal Krant)

Analytical sounds like this:

Jose G., school system administrator: “I have an innate ability to see structures, formats, and patterns

before they exist. For instance, when people are talking about writing a grant proposal, while I’m

listening to them, my brain instinctively processes the type of grants that are available and how the

discussion fits into the eligibility, right down to the format of how the information can fit on the grant

form in a clear and convincing way.”

Jack T., human resources executive: “If I make a claim, I need to know that I can back it up with facts

and logical thinking. For example, if someone says that our company is not paying as much as other

companies, I always ask, ‘Why do you say that?’ If they say, ‘Well, I saw an ad in the paper that offers

graduates in mechanical engineering five grand more than we are paying,’ I'll reply by asking, ‘But

where are these graduates going to work? Is their salary based on geography? What types of

companies are they going for? Are they manufacturing companies like ours? And how many people

are in their sample? Is it three people, and one of them got a really good deal, thus driving the overall

average up?’ There are many questions I need to ask to ensure that their claim is indeed a fact and

not based on one misleading data point.”

Leslie J., school principal: “Many times, there are inconsistencies in the performance of the same

group of students from one year to the next. It’s the same group of kids, but their scores are different

year to year. How can this be? Which building are the kids in? How many of the kids have been

enrolled for a full academic year? Which teachers were they assigned to, and what teaching styles

were used by those teachers? I just love asking questions like these to understand what is truly

happening.”

328736604 (Mrinal Krant)

Ideation sounds like this:

Mark B., writer: “My mind works by finding connections between things. When I was hunting down the

Mona Lisa in the Louvre museum, I turned a corner and was blinded by the flashing of a thousand

cameras snapping the tiny picture. For some reason, I stored that visual image away. Then I noticed a

‘No Flash Photography’ sign, and I stored that away too. I thought it was odd because I remembered

reading that flash photography can harm paintings. Then about six months later, I read that the Mona

Lisa has been stolen at least twice in this century. And suddenly I put it all together. The only

explanation for all these facts is that the real Mona Lisa is not on display in the Louvre. The real Mona

Lisa has been stolen, and the museum, afraid to admit their carelessness, has installed a fake. I don’t

know if it’s true, of course, but what a great story.”

Andrea H., interior designer: “I have the kind of mind where everything has to fit together or I start to

feel very odd. For me, every piece of furniture represents an idea. It serves a discrete function both

independently and in concert with every other piece. The ‘idea’ of each piece is so powerful in my

mind, it must be obeyed. If I am sitting in a room where the chairs are somehow not fulfilling their

discrete function — they’re the wrong kind of chairs or they’re facing the wrong way or they're pushed

up too close to the coffee table — I find myself getting physically uncomfortable and mentally

distracted. Later, I won’t be able to get it out of my mind. I’ll find myself awake at 3:00 a.m., and I walk

through the person’s house in my mind’s eye, rearranging the furniture and repainting the walls. This

started happening when I was very young, say seven years old.”

328736604 (Mrinal Krant)

Relator sounds like this:

Gavin T., flight attendant: “I have many wonderful acquaintances, but as for true friends that I hold

dear, not very many. And I’m real okay with that. My best times are spent with the people I’m tightest

with, like my family. We are a very tight-knit Irish Catholic family, and we get together every chance

we can. It’s a large family — I have five brothers and sisters and ten nieces and nephews — but we

all get together about once a month and yuk it up. I’m the catalyst. When I’m back in Chicago, even if

there is no birthday or anniversary or whatever, I become the excuse for getting together and hanging

out for three or four days. We really enjoy one another’s company.”

Tony D., pilot: “I used to fly in the Marines, and, boy, you had better be comfortable with the word

‘friend’ in the Marines. You had better feel good about trusting someone else. I can’t tell you how

many times I put my life in someone else’s hands. I was flying off my friend’s wing, and I’d be dead if

he couldn’t get me back safely.”

Jamie T., entrepreneur: “I’m definitely selective about my relationships. When I first meet people, I

don’t want to give them very much of my time. I don’t know them; they don’t know me — so let’s just

be pleasant and leave it at that. But if circumstances make it so that we get to know each other better,

it seems like a threshold is reached where I suddenly start wanting to invest more. I’ll share more of

myself, put myself out for them, do things for them that will bring us a little closer, and show that I

care. It’s funny because I am not looking for any more friends in my life. I have enough. And yet with

each new person I meet, as soon as that threshold is reached, I feel compelled to go deeper and

deeper. Now I have ten people working for me, and I would call each of them my very good friend.”

328736604 (Mrinal Krant)

Strategic sounds like this:

Liam C., manufacturing plant manager: “It seems as if I can always see the consequences before

anyone else can. I have to say to people, ‘Lift up your eyes; look down the road a ways. Let’s talk

about where we are going to be next year so that when we get to this time next year, we don’t have

the same problems.’ It seems obvious to me, but some people are just too focused on this month’s

numbers, and everything is driven by that.”

Vivian T., television producer: “I used to love logic problems when I was a kid — you know, the ones

where ‘if A implies B, and B equals C, does A equal C?’ Still today, I am always playing out

repercussions, seeing where things lead. I think it makes me a great interviewer. I know that nothing

is an accident; every sign, every word, every tone of voice has significance. So I watch for these clues

and play them out in my head, see where they lead, and then plan my questions to take advantage of

what I have seen in my head.”

Simon T., human resources executive: “We really needed to take the union on at some stage, and I

saw an opportunity — a very good issue to take them on. I could see that they were going in a

direction that would lead them into all kinds of trouble if they continued following it. Lo and behold,

they did continue following it, and when they arrived, there I was, ready and waiting. I suppose it just

comes naturally to me to predict what someone else is going to do. And then when that person reacts,

I can respond immediately because I have sat down and said, ‘Okay, if they do this, we’ll do this. If

they do that, then we’ll do this other thing.’ It’s like when you tack in a sailboat. You head in one

direction, but you jinx one way, then another, planning and reacting, planning and reacting.”

328736604 (Mrinal Krant)

Questions

1. Talk to friends or coworkers to hear how they have used their talents to achieve.

2. How will you use your talents to achieve?

328736604 (Mrinal Krant)

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