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Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

Confidential

tr en

g th

sc o

p e

20 24

WEI CUI

21 October 2024

Contents Page N

1. Introduction 2

2. Your 'Significant 7' strengths 3

3. Your strengths profile 4

4. Developing strengths to achieve peak performance 5

5. The 24 Strengthscope strengths 12

1. Introduction

The following Strengthscope report is based on your

responses to the questionnaire completed on 21/10/2024.

Strengthscope allows you to bring your best to work, and to

life, every single day through the discovery and development

of your strengths.

We define strengths as the underlying qualities that energize

you and that you are great at (or have the potential to become

great at).

Your Strengthscope report will help you to enhance your

performance and energy at work by improving your

understanding of:

Your unique combination of strengths and how to develop

these to achieve exceptional results

Positive ways of working that will improve your confidence,

motivation and success in any situation

Why focus on your strengths?

Our strengths are the qualities that energize us and enable

us to perform at our best.

By getting the balance right between developing your

strengths and reducing performance risks, you will achieve

higher levels of:

Resilience

Confidence

Engagement

Success

2. Your 'Significant 7' strengths

Based on your responses to the questionnaire, your Significant 7 strengths, and the productive behaviours related to

each strength, are listed in alphabetical order. These are the most energizing qualities for you. By focusing on

developing these strengths you will be able to achieve your best results and career success.

Your Significant 7 strengths When performing at your best you:

Common sense

You make pragmatic judgments based on

practical thinking and previous experience

Make good judgments based on careful observation of what works in different

situations

Enjoy learning from experience

Rely a lot on obvious and pragmatic answers that have worked well in the past

Courage

You take on challenges and face risks by

standing up for what you believe

Are able to stand up for what you believe in, even when challenging authority

or the status quo

Are able to withstand personal risk, pressure and difficult circumstances

Take tough stands based on your convictions, even if they are unpopular

Creativity

You generate new ideas and original solutions to

move things forward

Encourage others to explore new and creative perspectives when problem

solving

Enjoy coming up with new ideas and original solutions

Have the ability to ‘think outside the box’ to find an original solution to a tough

problem

Critical thinking

You approach problems and arguments by

breaking them down systematically and

evaluating them objectively

Easily spot flaws in arguments and problems based on logical analysis

Enjoy bringing objectivity and clarity to complex situations

Spend time defining and simplifying problems, understanding underlying

assumptions, facts and evidence, before seeking solutions

Decisiveness

You make quick, confident, and clear decisions,

even when faced with limited information

Are willing to make decisions in high pressure situations when time is critical

Are able to make effective and timely decisions even when the data is limited

or decisions produce unpleasant consequences

Quickly perceive the impact and implications of decisions

Persuasiveness

You are able to win agreement and support for a

position or desired outcome

Are able to persuade others to your way of thinking based on the merits of your

position

Enjoy negotiation and debate as they provide opportunity for you to state your

case and win people over

Find that there are times when you will stop at nothing to persuade and

convince others

Relationship building

You take steps to build networks of contacts and

act as a ‘hub’ between people that you know

Have a wide network of colleagues and contacts

Enjoy meeting new people and getting to know them

Are the sort of person who knows everybody and often introduces people in

your network to one another

3. Your strengths profile

The wheel below shows all of the 24 strengths with your scores

rated on a standardized scale from 1-10. Your scores are

compared to a relevant comparison group, with higher scores

showing areas that energize you the most. It is more important

to focus on the overall distribution of your strengths and

which clusters they fall in rather than your individual score for

each strength.

Your Significant 7 strengths are displayed as purple bars

while the other strengths are shown as blue bars. Higher

bars represent those strengths that are more natural and

energizing for you. The lowest bars represent non-strength

areas that provide you with less energy and enjoyment in

your work.

In the centre of your wheel, you can see percentage scores for each of the four cluster areas. The baseline is 25% for each cluster, so the further

away your scores are from 25%, the greater preference you show towards, or away from, that cluster. Consider this when thinking about your work

and what energizes you more, and less.

4. Developing strengths to achieve peak performance

While awareness of your strengths is crucial, it is important to translate this awareness into action in order to achieve

peak performance.

This section will help you to develop your strengths and strengthen your performance by providing guidance on ways

to stretch beyond your comfort zone, plus identify and minimize potential risk areas to performance.

Top Tip: create your own strengths habit tracker

To get the most from your strengths, we recommend creating your own strengths habit tracker to help you

build new habits over the coming weeks and months.

Following the suggestions on the following pages, pick out the best development ideas for you and turn them

into new habits to build for the next 30-60 days. Let us know how you get on, we would love to hear from you.

Adopt a ‘less is more’ approach and identify a few priority areas to focus on at any one time to maximize your success.

Your ‘Significant 7’ strengths are listed below.

Common sense You make pragmatic judgments based on practical thinking and previous experience

Strengthening your performance

Stretching your strength to the next level

Spend time with your organization’s customers to get hands-on knowledge of their experiences with your products and

organization, including their feedback on what works and what doesn't. Use this knowledge to make practical

recommendations to improve your organization and products

Volunteer to test or 'pilot' ideas for their practical relevance and present your findings to the team and/or organization

Study for a project planning qualification that can use your Common sense to deliver successful outcomes

Overdrive risks and how to reduce them

You have a tendency to dismiss new ideas or solutions that aren’t practical or don’t fit with conventional logic. You may tend to

stifle creative and inspirational ideas

If you have a tendency to dismiss new ideas or solutions that aren't practical or don't fit with conventional logic…

Practise being curious and open-minded to discover new ways of approaching problems and tasks

If you tend to stifle creative and inspirational ideas…

Listen to your creative colleagues and ask lots of probing questions to understand how these ideas could be applied in practice

If you rely too heavily, and expect others to rely too heavily, on processes and past experiences…

Conduct better practice research using your network and online resources to understand how other organizations (within and

outside your sector) approach things

Courage You take on challenges and face risks by standing up for what you believe

Strengthening your performance

Stretching your strength to the next level

Research effective influencing skills and practise these skills to ensure you can easily stand up for what you believe in ways that

foster healthy working relationships

Seek out hot topic debates and innovation projects that you can contribute to that will help co-workers/stakeholders to look

at problems and issues in a different way

Go outside of your comfort zone by seeking to take on a project that you really believe in that not only stretches your current

skillset, but confidence levels and levels of self-belief

Overdrive risks and how to reduce them

You readily take on risky positions and challenges that have a high probability of failure. You may be perceived as reckless or

extreme in defending your beliefs

If you find that you are being seen as reckless or extreme in defending your beliefs…

Ensure that you develop a range of influencing skills so that you can gain support for your position without always having to

‘fight’ for the cause. And remember to choose time and prepare for your battles wisely

If you find that you have taken on too many ‘causes’ and that this is starting to exhaust you…

Prioritize those challenges/changes that will contribute greatest value to your team and organization and focus on gaining a

positive outcome in these areas only

If you find that you have become isolated in defending your beliefs…

Take time to listen to, and understand, others’ points of view so that you can modify your approach or bring in others’

perspectives

Creativity You generate new ideas and original solutions to move things forward

Strengthening your performance

Stretching your strength to the next level

Ask your manager for an opportunity to run short 'creative burst' or brainstorming sessions to improve work processes and

practices or to deal with specific challenges

Identify the three top problems or challenges facing your team or organization currently and use your Creativity strength to

address these

Observe and reflect how you use your intuition – gut feelings and hunches – and learn how to listen to these more consciously

in order to generate ideas and original solutions that move things forward

Overdrive risks and how to reduce them

You generate unworkable, eccentric ideas that take little account of the realities of the organization and its context. You may

overlook the more obvious, tried and tested solution

If you generate unworkable, eccentric ideas that take little account of the realities of the organization and its context…

Partner with colleagues who have more pragmatic, common-sense thinking styles to ensure you understand what is likely to

work taking account of the organization’s history, context and stakeholders

If you tend to overlook more obvious, tried and tested solutions…

Balance your creativity with proven solutions from colleagues and other, similar organizations; avoid re-inventing the wheel

If you feel bored and disengage when your ideas are not considered…

Be open to different thinking styles and remember that some of the biggest breakthroughs can come through building on

what’s already worked well in the past

Critical thinking You approach problems and arguments by breaking them down systematically and evaluating them

objectively

Strengthening your performance

Stretching your strength to the next level

Discuss your interpretation of data, problems and situations with others and reflect on how effectively you are able to both

interpret and communicate the findings of your analysis

Read online articles about how to take a solutions-focused, problem-solving approach rather than a problem-focused

perspective to maintain a positive, constructive approach

Educate others to use analysis and thinking tools (SWOT, Impact-Effort Grid, Decision Tree, BCG Box, etc.) which will give you

an opportunity to refresh and build out your knowledge and skills of these critical decision tools

Overdrive risks and how to reduce them

You continuously question or look for flaws in proposed solutions and arguments. This may be perceived as negative or over-

critical by others

If you continuously question or look for flaws in proposed solutions and arguments…

Spend more time listening and using your strength to ask open-ended and probing questions to uncover both benefits and

risks associated with others’ ideas and arguments

If your Critical thinking may be perceived as negative and over-critical by others…

Take time to signal to others in meetings and interactions that you are a strong critical thinker and will at times take a ‘devil’s

advocate’ role to analyze information, ideas and proposals

If colleagues who used to seek your opinion no longer do…

Explain how their strengths complement yours and call on them to balance your thinking style with other strengths, including

Creativity, Optimism and Common sense

Decisiveness You make quick, confident, and clear decisions, even when faced with limited information

Strengthening your performance

Stretching your strength to the next level

Apply a range of decision-making tools (e.g. Force Field Analysis, Cost Benefit Analysis, Effort-Impact Analysis) to ensure high

quality decision-making

Practise presenting the rationale behind your decisions and recommendations so that others can follow your judgement,

particularly to those who are less decisive than yourself

Identify how colleagues, stakeholders, friends and acquaintances can support you to identify new opportunities where you can

use your decisiveness strength

Overdrive risks and how to reduce them

You are overhasty or rash in your decision-making, spending little time considering alternatives or possible outcomes

If you are overhasty or rash in your decision-making…

Practise stepping back and reflecting on decisions, as well as gaining others’ views

If you spend little time considering alternatives or possible outcomes…

Use a model such as De Bono’s Six Thinking Hats to ensure you have considered alternatives

If you are perceived by colleagues as bossy, or even a bully…

Take time to consider how you communicate your decisions and consult others first

Persuasiveness You are able to win agreement and support for a position or desired outcome

Strengthening your performance

Stretching your strength to the next level

Take the initiative in volunteering for assignments where you are required to persuade others to agree to adopt a product,

position or idea

Coach or mentor colleagues who could benefit from developing their ability to persuade others

Use both 'advocacy' and 'inquiry' behaviours when trying to influence – push and pull, tell and sell. This will balance the use of

rational persuasive argument with questioning and facilitation skills

Overdrive risks and how to reduce them

You try to influence most outcomes in your favour, irrespective of the importance of the issue. You may also indulge in debate for

debate‘s sake, rather than focusing on relevant outcomes

If you try to persuade others habitually, without considering the importance of the issue…

Remember to identify those issues which relate most closely to your own or your team’s goals and focus your energies on these

debates rather than on more frivolous issues

If you focus on the debate, rather than the outcome…

Regularly remind yourself and those you are in discussion with of the purpose of the debate and the intended end goal

If you find yourself using emotional tactics to win an argument…

Make sure that you check in with others as to whether they are in genuine agreement with you; if not, continue to explore their

views and modify your position accordingly

Relationship building You take steps to build networks of contacts and act as a ‘hub’ between people that you know

Strengthening your performance

Stretching your strength to the next level

Identify ways to share your knowledge and experience to enable others to also develop their Relationship building, e.g.

blogging, running workshops, coaching or mentoring

Learn about stakeholder mapping and stakeholder management so that you can focus the development of your network on the

most important relationships

Help your team to develop improved knowledge and understanding of each other’s strengths and skills by running some

meetings where this information is shared

Overdrive risks and how to reduce them

Your focus on initiating new relationships and contacts may become an end in itself and take up a disproportionate amount of

your energies

If your focus on initiating new relationships and contacts is becoming an end in itself…

Remember to focus on building contacts and networks with people who are likely to have the greatest influence over your

team’s success

If your network is becoming too much of a drain on your time…

Ensure that you limit the amount of time that you are spending responding to requests from people in your network and that

you are gaining value from others too

If you find that your network is built on shallow relationships…

Focus your network on the most productive relationships, strengthening these by spending more time with only those you have

identified

5. The 24 Strengthscope strengths

Courage: You take on challenges and face risks by

standing up for what you believe

Emotional control: You are aware of your emotional

‘triggers’ and how to control these to

ensure you remain calm and productive

Enthusiasm: You demonstrate passion and energy

when communicating goals, beliefs,

interests or ideas you feel strongly about

Optimism: You remain positive and upbeat about

the future and your ability to influence it

to your advantage

Resilience: You deal effectively with setbacks and

enjoy overcoming difficult challenges

Self-confidence: You have a strong belief in yourself and

your abilities to accomplish tasks and

goals

Collaboration: You work cooperatively with others to

overcome conflict and build towards a

common goal

Compassion: You demonstrate a deep and genuine

concern for the well-being and welfare of

others

Developing others: You promote other people’s learning and

development to help them achieve their

goals and fulfil their potential

Empathy: You readily identify with other people’s

situations and can see things clearly from

their perspective

Leading: You take responsibility for influencing

and motivating others to contribute to

the goals and success of their team and

organization

Persuasiveness: You are able to win agreement and

support for a position or desired

outcome

Relationship building: You take steps to build networks of

contacts and act as a ‘hub’ between

people that you know

Decisiveness: You make quick, confident, and clear

decisions, even when faced with limited

information

Efficiency: You take a well-ordered and methodical

approach to tasks to achieve planned

outcomes

Flexibility: You remain adaptable and flexible in the

face of unfamiliar or changing situations

Initiative: You take independent action to make

things happen and achieve goals

Results focus: You maintain a strong sense of focus on

results, driving tasks and projects to

completion

Self-improvement: You draw on a wide range of people and

resources in the pursuit of self-

development and learning

Common sense: You make pragmatic judgments based

on practical thinking and previous

experience

Creativity: You generate new ideas and original

solutions to move things forward

Critical thinking: You approach problems and arguments

by breaking them down systematically

and evaluating them objectively

Detail orientation: You pay attention to detail in order to

produce high quality output, no matter

what the pressures

Strategic mindedness: You focus on the future and take a

strategic perspective on issues and

challenges

Emotional Relational Execution Thinking

Tools to optimize your performance

Want to find out more about your performance at work? Why not take:

Strengthscope360

Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,

plugging in other people’s feedback (e.g. co-workers)

StrengthscopeLeader

This report allows leaders to discover what it is that makes them truly unique, and provides valuable feedback on how to bring

their authentic style into their leadership role

StrengthscopeTeam

The StrengthscopeTeam™ report consolidates individual Strengthscope® reports at team level, as well as assessing current

team behaviour, enabling teams to take their performance to the next level

StrengthscopeEngage

StrengthscopeEngage™ is split into two reports: StrengthscopeEngage™ Baseline and StrengthscopeEngage™ Progress and

together they measure changes in staff engagement and productive use of strengths following on from development initiatives.

For additional resources to optimize your strengths and reduce performance risks, visit

www.strengthscope.com

Strengthscope is a registered trademark of Strengthscope Limited. While utmost care and attention have been

taken in the creation of Strengthscope , the authors and publishers cannot be held responsible for any decisions

arising from the use of the data, or any specific interpretations or inferences arising from the report.

Please note that the content of this report remains proprietary to Strengthscope Limited, and that any distribution or

copying of the report or any of its content is prohibited unless prior agreement is given by Strengthscope Limited in

writing.

™

WEI CUI. 2024 October 21

https://www.strengthscope.com/