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Gallup Business Journal: businessjournal.gallup.com

What Makes a Great Leadership Team?

Individuals don't have to be well-rounded, but teams should be

by Tom Rath and Barry Conchie

Adapted from Strengths Based Leadership

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Over the years, Gallup has studied thousands of executive teams. In most cases, our leadership consultants

conduct an in-depth interview with a team's formal leader (usually the CEO) and also conduct interviews

with each member of the leadership team. This enables us to compare the strengths of each person sitting

around the table so that we can start thinking about each one's individual development and succession

planning -- and perhaps most importantly, how the team looks as a whole.

As we worked with these leadership teams, we began to see that while each

member had his or her own unique strengths, the most cohesive and successful

teams possessed broader groupings of strengths. So we went back and initiated

our most thorough review of this research to date. From this dataset, four distinct

domains of leadership strength emerged: Executing, Influencing, Relationship

Building, and Strategic Thinking.

While these categories appear to be general, especially when compared to the

specific talent themes within the StrengthsFinder assessment, it struck us that

these broader categories of strengths could be useful for thinking about how

leaders can contribute to a team. A more detailed language may work best for

individual development, but these broad domains offer a more practical lens for looking at the composition

of a team.

We found that it serves a team well to have a representation of strengths in each of these four domains.

Instead of one dominant leader who tries to do everything or individuals who all have similar strengths,

contributions from all four domains lead to a strong and cohesive team. Although individuals need not be

well-rounded, teams should be.

This doesn't mean that each person on a team must have strengths exclusively in a single category. In most

cases, each team member will possess some strength in multiple domains. A tool like Gallup's

StrengthsFinder assessment can be useful in determining how all team members can maximize their

contribution to the group's collective goals.

According to our latest research, the 34 StrengthsFinder themes naturally cluster into these four domains of

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leadership strength based on a statistical factor analysis and a clinical evaluation by Gallup's top scientists.

As you think about how you can contribute to a team and who you need to surround yourself with, this may

be a good starting point. (See graphic "The Four Domains of Leadership Strength" to see how the 34

StrengthsFinder themes sort into the four domains of leadership strength.)

Explaining the Four Domains

Leaders with dominant strength in the Executing domain know how to make things happen. When you

need someone to implement a solution, these are the people who will work tirelessly to get it done. Leaders

with a strength to execute have the ability to "catch" an idea and make it a reality.

For example, one leader may excel at establishing a

quality process using themes such as Deliberative or

Discipline, while the next leader will use her Achiever

theme to work tirelessly toward a goal. Or a leader with

strong Arranger may determine the optimal configuration

of people needed to complete a task.

Those who lead by Influencing help their team reach a much broader audience. People with strength in this

domain are always 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 with the strength to influence.

For example, a leader with a lot of Command or Self-Assurance may use few words, but her confidence will

continue to project authority and win followers. In contrast, a leader using Communication or Woo might get

people involved by helping individuals feel comfortable and connected to the issue at hand.

Those who 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 with exceptional Relationship Building strength have the unique ability to create groups and

organizations that are much greater than the sum of their parts.

Within this domain, a leader with Positivity and Harmony may work hard to minimize distractions and to

keep the team's collective energy high. On the other hand, a leader with Individualization might use a more

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targeted approach to getting people involved. Or a leader with strong Relator or Developer may be a great

mentor and guide as he pushes others toward bigger and better achievements.

Leaders with great Strategic Thinking strengths are the ones who keep us all focused on what could be.

They are constantly absorbing and analyzing information and helping the team make better decisions.

People with strength in this domain continually stretch our thinking for the future.

Within this domain, a leader using Context or Strategic might explain how past events influenced present

circumstances or navigate the best route for future possibilities. Someone with strong Ideation or Input may

see countless opportunities for growth based on all of the information she reviews. Or a leader drawing from

his Analytical theme might help the team drill into the details of cause and effect.

In recent years, we have studied leaders who built great schools, created major nonprofit organizations, led

big businesses, and transformed entire nations. But we have yet to find two leaders who have the exact

same sequence of strengths. While two leaders may have identical expectations, the way they reach their

goals is always dependent on the unique arrangement of their strengths.

Global Practice Leader Tom Rath is the author of the bestsellers How Full Is Your Bucket?, StrengthsFinder 2.0, Strengths Based Leadership, and Wellbeing: The Five Essential Elements.

Learn More >>

Barry Conchie is the coauthor of Strengths Based Leadership.

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RELEASE DATE: 03 February 2009

SOURCE: http://businessjournal.gallup.com

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