CONFIDENTIAL
Sample Report
15 April 2019
© Strengthscope Limited 2019. All rights reserved.
ed.
Contents Page No
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 Why focus on your strengths?
responses to the questionnaire completed on
15/04/2019. Our strengths are the qualities that energize us and
enable us to perform at our best.
Strengthscope® allows you to bring your best to work,
and to life, every single day through the discovery and By getting the balance right between developing
development of your strengths. your strengths and reducing performance risks, you
will achieve higher levels of:
We define strengths as the underlying qualities that
energize you and that you are great at (or have the Resilience
potential to become great at). Confidence
Your Strengthscope® report will help you to enhance Engagement
your performance and energy at work by improving Success
your understanding of:
Sample Report. 15 April 2019 1
© Strengthscope Limited. All Rights Reserved
Your unique combination of strengths and how to
1. Introduction
The following Strengthscope® report is based on your Why focus on your strengths?
responses to the questionnaire completed on
15/04/2019. Our strengths are the qualities that energize us and
enable us to perform at our best.
Strengthscope® allows you to bring your best to work,
and to life, every single day through the discovery and By getting the balance right between developing
development of your strengths. your strengths and reducing performance risks, you
will achieve higher levels of:
We define strengths as the underlying qualities that
energize you and that you are great at (or have the Resilience
potential to become great at). Confidence
Your Strengthscope report will help you to enhance
®
Engagement
your performance and energy at work by improving Success
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
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:
Encourage others to explore new and creative
Creativity perspectives when problem solving
You generate new ideas and original Enjoy coming up with new ideas and original solutions
solutions to move things forward Have the ability to ‘think outside the box’ to find an
original solution to a tough problem
Are aware of your feelings and emotional ‘trigger points’
Emotional control in response to your environment
You are aware of your emotional ‘triggers’ Are able to quickly shift inappropriate or negative
Sample Report. 15 April 2019
and how to control these to ensure you
2 emotional states to more productive ones
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remain calm and productive Control against emotional outbursts and remain calm
under pressure
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:
Encourage others to explore new and creative
Creativity perspectives when problem solving
You generate new ideas and original Enjoy coming up with new ideas and original solutions
solutions to move things forward Have the ability to ‘think outside the box’ to find an
original solution to a tough problem
Are aware of your feelings and emotional ‘trigger points’
Emotional control in response to your environment
You are aware of your emotional ‘triggers’ Are able to quickly shift inappropriate or negative
and how to control these to ensure you emotional states to more productive ones
remain calm and productive Control against emotional outbursts and remain calm
under pressure
Leading Often find yourself being asked to speak on behalf of the
You take responsibility for influencing group
and motivating others to contribute to Find your colleagues frequently turn to you for direction
the goals and success of their team and Feel energized when you are given responsibility to
motivate a team to achieve its goals
organization
Are able to persuade others to your way of thinking based
Persuasiveness on the merits of your position
Enjoy negotiation and debate as they provide opportunity
You are able to win agreement and for you to state your case and win people over
support for a position or desired outcome Find that there are times when you will stop at nothing to
persuade and convince others
Relationship building Have a wide network of colleagues and contacts
You take steps to build networks of Enjoy meeting new people and getting to know them
contacts and act as a ‘hub’ between Are the sort of person who knows everybody and often
people that you know introduces people in your network to one another
Convey a strong sense of urgency and drive issues to
Results focus closure
You maintain a strong sense of focus on Take immediate action to resolve performance blockages
results, driving tasks and projects to or problems when they arise
completion Maintain a strong focus on the goals of the organization
and the resources available to achieve those goals
Demonstrate the ability to step above immediate
Strategic mindedness concerns to see the 'big picture', spotting opportunities
and risks for the organization arising from its environment
You focus on the future and take a Oriented towards the long-term future and how the
strategic perspective on issues and team, organization and market landscape might look
challenges Enjoy predicting trends and scenarios of possible
alternative futures and options for the organization
3. Your strengths profile
The wheel below shows all of the 24 strengths with Your Significant 7 strengths are displayed as purple
your scores rated on a standardized scale from 1-10. bars while the other strengths are shown as blue
Your scores are compared to a relevant comparison bars. Higher bars represent those strengths that are
Sample Report. 15 April 2019 3
group, with higher scores showing areas that energize
© Strengthscope Limited. All Rights Reserved
more natural and energizing for you. The lowest
you the most. It is more important to focus on the bars represent non-strength areas that provide you
You focus on the future and take a Oriented towards the long-term future and how the
strategic perspective on issues and team, organization and market landscape might look
challenges Enjoy predicting trends and scenarios of possible
alternative futures and options for the organization
3. Your strengths profile
The wheel below shows all of the 24 strengths with Your Significant 7 strengths are displayed as purple
your scores rated on a standardized scale from 1-10. bars while the other strengths are shown as blue
Your scores are compared to a relevant comparison bars. Higher bars represent those strengths that are
group, with higher scores showing areas that energize more natural and energizing for you. The lowest
you the most. It is more important to focus on the bars represent non-strength areas that provide you
overall distribution of your strengths and which with less energy and enjoyment in your work.
clusters they fall in rather than your individual score
for each strength.
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.
Sample Report. 15 April 2019 4
© Strengthscope Limited. All Rights Reserved
This section will help you to develop your strengths and strengthen your performance by providing guidance on
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.
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
Emotional control
You are aware of your emotional ‘triggers’ and how to control these to ensure you remain calm and
productive
Sample Report. 15 April 2019 5
Strengthening your performance
© Strengthscope Limited. All Rights Reserved
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
Emotional control
You are aware of your emotional ‘triggers’ and how to control these to ensure you remain calm and
productive
Strengthening your performance
Stretching your strength to the next level
Seek out roles and activities requiring a high level of emotional control in order to be effective, e.g. negotiations, dealing
regularly with difficult customers, management, dealing with emergencies, etc.
Observe your own emotions, and how you do or do not control them effectively, learning to be completely honest with
yourself about how you feel at any one time. Use this to understand why you feel the way you do, and then make choices
about how you would like to respond to different circumstances before you do
Observe those within your team who do not have a high level of emotional control, offer to listen to their viewpoint and
provide them with feedback on how they are being perceived. Discuss ways to improve their level of emotional control
going forward
Overdrive risks and how to reduce them
You come across as dispassionate and aloof as you don’t share your emotions and feelings productively with others
If you find that you are seen at times as being dispassionate or aloof…
Ensure that you ‘dial up’ your emotions in a way that is visible to others to ensure that they understand how you are feeling
on topics where you need to show emotion
If you find that others do not understand your feelings or views on a topic that is important to you…
Take the time to explain carefully why something is important to you or how you feel about the subject, even explaining
that this may not be obvious in how you speak or act, but your feelings remain strong nonetheless
If you find that your control at work is causing emotional difficulties at home as you seek a ‘release’…
Make sure that you talk to others about your feelings and experiences both at work and at home and ensure that your
personal needs are being met at work
Leading
You take responsibility for influencing and motivating others to contribute to the goals and success of
their team and organization
Strengthening your performance
Stretching your strength to the next level
Volunteer to take responsibility for a team or project when your manager is away or as part of your development plan
Identify opportunities to demonstrate your leadership during times of uncertainty and change
Attend leadership events and be inspired by leaders who resonate with you
Overdrive risks and how to reduce them
You take a leadership role in inappropriate situations e.g. when someone is already performing this role well or when dealing
with a self-sufficient team. Others may see you as domineering or controlling
If you take a leadership role in inappropriate situations…
Learn about models which enable you to pick the right approach in the right situation, for example, Hay Managerial Styles
or the Situational Leadership model
If others see you as domineering or directive…
Remember to spend sufficient time asking questions, listening carefully and building consensus to ensure that everyone
agrees with a decision or plan
If people become overly dependent on you for advice or direction…
Be intentional in helping people to develop their own solutions, reach their own decisions and build confidence, with or
without your input
Sample Report. 15 April 2019 6
© Strengthscope Limited. All Rights Reserved
that this may not be obvious in how you speak or act, but your feelings remain strong nonetheless
If you find that your control at work is causing emotional difficulties at home as you seek a ‘release’…
Make sure that you talk to others about your feelings and experiences both at work and at home and ensure that your
personal needs are being met at work
Leading
You take responsibility for influencing and motivating others to contribute to the goals and success of
their team and organization
Strengthening your performance
Stretching your strength to the next level
Volunteer to take responsibility for a team or project when your manager is away or as part of your development plan
Identify opportunities to demonstrate your leadership during times of uncertainty and change
Attend leadership events and be inspired by leaders who resonate with you
Overdrive risks and how to reduce them
You take a leadership role in inappropriate situations e.g. when someone is already performing this role well or when dealing
with a self-sufficient team. Others may see you as domineering or controlling
If you take a leadership role in inappropriate situations…
Learn about models which enable you to pick the right approach in the right situation, for example, Hay Managerial Styles
or the Situational Leadership model
If others see you as domineering or directive…
Remember to spend sufficient time asking questions, listening carefully and building consensus to ensure that everyone
agrees with a decision or plan
If people become overly dependent on you for advice or direction…
Be intentional in helping people to develop their own solutions, reach their own decisions and build confidence, with or
without your input
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
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© Strengthscope Limited. All Rights Reserved
You take steps to build networks of contacts and act as a ‘hub’ between people that you know
agrees with a decision or plan
If people become overly dependent on you for advice or direction…
Be intentional in helping people to develop their own solutions, reach their own decisions and build confidence, with or
without your input
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
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© Strengthscope Limited. All Rights Reserved
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
Results focus
You maintain a strong sense of focus on results, driving tasks and projects to completion
Strengthening your performance
Stretching your strength to the next level
Volunteer to set up a performance improvement group to identify ways to increase the performance of your
team/department
Help other members of your team to set goals and review them regularly
Allow a team member who has taken on responsibility for delivering results to shadow you whilst at work. At the end of the
day, discuss their observations and techniques that may help them to meet deadlines and results effectively
Overdrive risks and how to reduce them
In your drive for results, you may miss important aspects of task/project success, e.g. the opportunity to reflect and learn,
ensuring that people are engaged and are recognized for their efforts
If you find that you are missing out on the opportunity to reflect and learn, in the drive towards the next target…
Build a ‘lessons learned review’ process into your everyday practice as part of the delivery of each result
If you find that you are wasting resources through ‘over-delivery’…
Ensure that you are delivering outcomes and solutions that are ‘fit for purpose’ by establishing what is required before
starting each task
If you are finding that others aren’t engaged in a task you are driving or they feel undervalued…
Be sure to acknowledge everyone’s contribution towards task completion and point out in which ways their involvement has
helped the delivery of the result
Sample Report. 15 April 2019 9
© Strengthscope Limited. All Rights Reserved
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
Results focus
You maintain a strong sense of focus on results, driving tasks and projects to completion
Strengthening your performance
Stretching your strength to the next level
Volunteer to set up a performance improvement group to identify ways to increase the performance of your
team/department
Help other members of your team to set goals and review them regularly
Allow a team member who has taken on responsibility for delivering results to shadow you whilst at work. At the end of the
day, discuss their observations and techniques that may help them to meet deadlines and results effectively
Overdrive risks and how to reduce them
In your drive for results, you may miss important aspects of task/project success, e.g. the opportunity to reflect and learn,
ensuring that people are engaged and are recognized for their efforts
If you find that you are missing out on the opportunity to reflect and learn, in the drive towards the next target…
Build a ‘lessons learned review’ process into your everyday practice as part of the delivery of each result
If you find that you are wasting resources through ‘over-delivery’…
Ensure that you are delivering outcomes and solutions that are ‘fit for purpose’ by establishing what is required before
starting each task
If you are finding that others aren’t engaged in a task you are driving or they feel undervalued…
Be sure to acknowledge everyone’s contribution towards task completion and point out in which ways their involvement has
helped the delivery of the result
Strategic mindedness
You focus on the future and take a strategic perspective on issues and challenges
Strengthening your performance
Stretching your strength to the next level
Find an opportunity to get involved in the team’s/organization's strategic planning process
Volunteer to explore possible scenarios, together with the risks and benefits of each, for a key opportunity or threat facing
the team/organization
Research the skills of strategic thinkers online by reading autobiographies to evaluate your own skills and identify areas
that you would like to develop. Consider ‘shadowing’/observing strategic thinkers in your own organization to further
stretch your skills and experiences in this area
Overdrive risks and how to reduce them
You are so focused on the ‘big picture,’ including future scenarios and opportunities, that you may ignore the current reality
If you are so focused on the 'big picture', including future scenarios and opportunities, that you ignore current
realities…
Ensure you balance your strategic thinking with shorter-term considerations and practical steps to understand and execute
immediate priorities
If you over-emphasise the impact of trends and changes in the operating environment on the team/organization…
Call on your colleagues who have Common sense and Critical thinking strengths to challenge your assumptions and
predictions
If you lose focus on immediate priorities and practical steps to achieve goals as a result of your preoccupation with
future possibilities…
Refocus yourself by monitoring your performance against short-term
Sample Report. 15 April 2019 10 goals, ensuring immediate tasks and projects stay on
track
© Strengthscope Limited. All Rights Reserved
starting each task
If you are finding that others aren’t engaged in a task you are driving or they feel undervalued…
Be sure to acknowledge everyone’s contribution towards task completion and point out in which ways their involvement has
helped the delivery of the result
Strategic mindedness
You focus on the future and take a strategic perspective on issues and challenges
Strengthening your performance
Stretching your strength to the next level
Find an opportunity to get involved in the team’s/organization's strategic planning process
Volunteer to explore possible scenarios, together with the risks and benefits of each, for a key opportunity or threat facing
the team/organization
Research the skills of strategic thinkers online by reading autobiographies to evaluate your own skills and identify areas
that you would like to develop. Consider ‘shadowing’/observing strategic thinkers in your own organization to further
stretch your skills and experiences in this area
Overdrive risks and how to reduce them
You are so focused on the ‘big picture,’ including future scenarios and opportunities, that you may ignore the current reality
If you are so focused on the 'big picture', including future scenarios and opportunities, that you ignore current
realities…
Ensure you balance your strategic thinking with shorter-term considerations and practical steps to understand and execute
immediate priorities
If you over-emphasise the impact of trends and changes in the operating environment on the team/organization…
Call on your colleagues who have Common sense and Critical thinking strengths to challenge your assumptions and
predictions
If you lose focus on immediate priorities and practical steps to achieve goals as a result of your preoccupation with
future possibilities…
Refocus yourself by monitoring your performance against short-term goals, ensuring immediate tasks and projects stay on
track
5. The 24 Strengthscope® strengths
Emotional Relational Execution Thinking
Courage: Collaboration: Decisiveness: Common sense:
You take on challenges and You work cooperatively with You make quick, confident, and You make pragmatic judgments
face risks by standing up for others to overcome conflict clear decisions, even when based on practical thinking and
what you believe and build towards a common faced with limited information previous experience
goal
Compassion:
You demonstrate a deep and
Emotional control: genuine concern for the well- Efficiency:
You are aware of your being and welfare of others You take a well-ordered and
emotional ‘triggers’ and how to methodical approach to tasks
control these to ensure you to achieve planned outcomes
remain calm and productive Creativity:
You generate new ideas and
original solutions to move
Developing others: things forward
You promote other people’s
learning and development to
Enthusiasm: help them achieve their goals
Flexibility:
You demonstrate passion and and fulfil their potential
You remain adaptable and
energy when communicating flexible in the face of
goals, beliefs, interests or ideas unfamiliar or changing
you feel strongly about situations
Sample Report. 15 April 2019 11
© Strengthscope Limited. All Rights Reserved Empathy:
You readily identify with other Critical thinking:
people’s situations and can see
If you lose focus on immediate priorities and practical steps to achieve goals as a result of your preoccupation with
future possibilities…
Refocus yourself by monitoring your performance against short-term goals, ensuring immediate tasks and projects stay on
track
5. The 24 Strengthscope® strengths
Emotional Relational Execution Thinking
Courage: Collaboration: Decisiveness: Common sense:
You take on challenges and You work cooperatively with You make quick, confident, and You make pragmatic judgments
face risks by standing up for others to overcome conflict clear decisions, even when based on practical thinking and
what you believe and build towards a common faced with limited information previous experience
goal
Compassion:
You demonstrate a deep and
Emotional control: genuine concern for the well- Efficiency:
You are aware of your being and welfare of others You take a well-ordered and
emotional ‘triggers’ and how to methodical approach to tasks
control these to ensure you to achieve planned outcomes
remain calm and productive Creativity:
You generate new ideas and
original solutions to move
Developing others: things forward
You promote other people’s
learning and development to
Enthusiasm: help them achieve their goals
Flexibility:
You demonstrate passion and and fulfil their potential
You remain adaptable and
energy when communicating flexible in the face of
goals, beliefs, interests or ideas unfamiliar or changing
you feel strongly about situations
Empathy:
You readily identify with other Critical thinking:
people’s situations and can see You approach problems and
things clearly from their arguments by breaking them
perspective down systematically and
evaluating them objectively
Optimism: Initiative:
You remain positive and upbeat You take independent action to
about the future and your make things happen and
ability to influence it to your Leading: achieve goals
advantage You take responsibility for
influencing and motivating
others to contribute to the
goals and success of their team
and organization Detail orientation:
You pay attention to detail in
order to produce high quality
Resilience: Results focus: output, no matter what the
You deal effectively with You maintain a strong sense of pressures
setbacks and enjoy overcoming Persuasiveness: focus on results, driving tasks
difficult challenges You are able to win agreement and projects to completion
and support for a position or
desired outcome
Self-confidence: Strategic mindedness:
Relationship building: Self-improvement:
You have a strong belief in You focus on the future and
You take steps to build You draw on a wide range of
yourself and your abilities to take a strategic perspective on
networks of contacts and act people and resources in the
accomplish tasks and goals issues and challenges
as a ‘hub’ between people that pursuit of self-development
you know and learning
Tools to optimize your performance
Want to find out more about your performance at work? Why not take:
Strengthscope360™
Sample Report. 15 April 2019 12
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Strengthscope360™ is a quick and simple multi-rater assessment which builds on the initial Strengthscope® self-report,
Relationship building: Strategic mindedness:
You have a strong belief in Self-improvement:
You take steps to build You focus on the future and
yourself and your abilities to You draw on a wide range of
networks of contacts and act take a strategic perspective on
accomplish tasks and goals people and resources in the
as a ‘hub’ between people that issues and challenges
pursuit of self-development
you know and learning
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 develop your strengths and reduce performance, visit:
[Link]
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