Gallupreport 2

Amanda Hopper
Strengths Insight and Action-Planning

Guide
SURVEY COMPLETION DATE: 04-04-2018
DON CLIFTON
Father of Strengths Psychology and

Inventor of CliftonStrengths
(Amanda Hopper) 1
© 2000, 2006-2012 Gallup, Inc. All rights reserved.
Amanda Hopper
SURVEY COMPLETION DATE: 04-04-2018
YOUR TOP 5 THEMES
1. Deliberative
2. Empathy
3. Context
4. Connectedness
5. Relator
1035968054 (Amanda Hopper) 2

What's in This Guide?
SECTION I: AWARENESS
A brief Shared Theme Description for each of your top five themes
Your Personalized Strengths Insights, which describe what makes you stand out from others with the
same theme in their top five
Questions for you to answer to increase your awareness of your talents
SECTION II: APPLICATION
10 Ideas for Action for each of your top five themes
Questions for you to answer to help you apply your talents
SECTION III: ACHIEVEMENT
Examples of what each of your top five themes "sounds like" -- real quotes from people who also have
the theme in their top five
Steps for you to take to help you leverage your talents for achievement

Section I: Awareness
Deliberative
SHARED THEME DESCRIPTION
People who are especially talented in the Deliberative theme are best described by the serious care
they take in making decisions or choices. They anticipate the obstacles.
YOUR PERSONALIZED STRENGTHS INSIGHTS
What makes you stand out?
Driven by your talents, you are highly selective about how much you reveal to anyone about your
history, future intentions, or current affairs. Consistently you refrain from intruding on people’s privacy.
Why? You realize this puts you in the position of being asked and expected to answer very personal
questions. Typically you let others begin conversations. This is not your forte — that is, strong point.
Perhaps you are content just to listen and observe. You probably prefer to keep your thoughts to
yourself. Because of your strengths, you are intentional and purposeful about what you do. “Rash”
and “impulsive” are not adjectives most people would use to describe you. Typically you think through
things thoroughly before speaking or acting. By nature, you tend to be businesslike in your approach
to personal and professional issues. It’s very likely that you work diligently to separate your private life
from your public life. You are a person with a reputation for being discreet — that is, careful about
what you say. You intentionally avoid discussing your personal problems, successes, finances, work,
or history. Chances are good that you make a point of reinforcing favorable results. You accentuate
the good you see in others. You provide people with concrete and specific details about what they do
well. You help them build on their talents. This, you contend, contributes to their continued success.
By nature, you typically approach your job or your studies with a no-nonsense, businesslike attitude.
This explains why so many people think you have a very strong work ethic.
QUESTIONS
1. As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
2. Out of all the talents in this insight, what would you like for others to see most in you?
Depending on the order of your themes and how you responded to the assessment, some of your themes may share identical insight statements. If this occurs,
the lower ranked theme will not display insight statements to avoid duplication on your report.

Empathy
People who are especially talented in the Empathy theme can sense the feelings of other people by
imagining themselves in others’ lives or others’ situations.
Chances are good that you long to be befriended by everyone you meet. Your intuition helps you
distinguish between those who do and do not enjoy your company. Typically you figure out who is
simply going through the motions of being nice. You can also determine who holds you in high regard.
You probably avoid people who hurt your feelings. You choose to spend more time with those who
genuinely like you. By nature, you know how to brighten others’ lives when you sense they are feeling
low or despondent. You probably have a hard time ending a conversation or a visit when the other
person is still sad, grieving, or anxious. Because of your strengths, you comprehend the needs,
feelings, hopes, and/or problems of others, especially those who seek your advice. Without saying a
word, your attentiveness tells them you really care. Driven by your talents, you have quick and ready
insights into who is and is not fond of you. Being held in high regard by devoted coworkers,
teammates, classmates, friends, or family members makes you feel very good about yourself. It’s very
likely that you often soothe and quiet people who become frustrated, agitated, angry, distraught, or
upset. Your awareness of the unpredictable and changeable moods of individuals equips you to
monitor their feelings, thoughts, and experiences from one moment to the next.
QUESTIONS

Context
People who are especially talented in the Context theme enjoy thinking about the past. They
understand the present by researching its history.
Chances are good that you periodically enjoy listening to or talking with scholars of history. Perhaps
you gravitate to specific people. They may share their unique perspectives about historic events or
individuals. Driven by your talents, you are a history buff — that is, someone ardently devoted to
studying the past. You are especially drawn to firsthand accounts of global conflicts. You link people
to events and trace timelines. You are likely to examine major battles from the perspective of foes and
allies as well as neutral parties. The sum of your findings probably allows you to determine what
started and eventually ended each war. Instinctively, you set aside time to examine past events as
well as the lives of historic figures. You probably construct timelines when you need a framework
within which to sort through historic evidence. You likely research topics quite thoroughly before you
draw any conclusions. By nature, you are quite intrigued by history’s significant events and people.
Information about global conflicts fascinates you. It’s very likely that you may welcome a wide variety
of people into your circle of acquaintances, friends, classmates, peers, or coworkers. Once in a while,
you seek out individuals who use the past as their frame of reference for understanding human
behavior, current events, or future opportunities.
QUESTIONS

Connectedness
People who are especially talented in the Connectedness theme have faith in the links between all
things. They believe there are few coincidences and that almost every event has a reason.
It’s very likely that you desire to dictate the circumstances of your existence. You refuse to be a victim.
You aim to leave your mark on the world. Although you want to be in charge of everything, you realize
this is unrealistic. Why? You sense you are somehow linked to every human being on the planet.
Whatever you choose to do or not do affects them. Their choices eventually affect you. You walk a
tightrope between needing to manage every part of your life and knowing this is impossible.
Instinctively, you sense that everything in life is somehow interrelated and interdependent. This idea
steels — that is, fortifies — you to calmly face most of life’s challenges and difficulties. By nature, you
rely on your awareness of others’ feelings, thoughts, and needs to guide you into and through
partnerships. You consider various ways to initiate, nurture, and sustain the linkages between
individuals and groups. You bring people together. You help them discover reasons to cooperate and
support one another. Chances are good that you rely on your ability to help people find links to each
other. With your involvement, it is much more likely that common ground or mutual understanding
among people will be discovered. You have a gift for closing the gaps that separate human beings
from one another. Driven by your talents, you often are the one who helps people understand how
they are linked across time, distance, race, ethnicity, religion, economic levels, languages, or cultures.
You make it possible for individuals to work together. You aim to break down barriers that separate
them.
QUESTIONS

Relator
People who are especially talented in the Relator theme enjoy close relationships with others. They
find deep satisfaction in working hard with friends to achieve a goal.
Chances are good that you thoughtfully select your friends. You avoid rushing into relationships. Once
you trust and care about someone, the individual probably seeks your counsel. By nature, you
consistently measure up to your high expectations when working, studying, or playing. Because of
your strengths, you realize each individual’s interests, background, motivations, desires, fears, and
work style are different. You strive to honor everyone’s uniqueness and preferences. Understanding a
person’s ambitions gives you insights into the type of support, training, experiences, partnerships, and
nurturing he or she needs to thrive. Driven by your talents, you are comfortable offering suggestions
to people who regularly seek your counsel — that is, recommendations about a decision or course of
action they are considering. These individuals usually feel deep affection for you. You are likely to
spend time together socializing as well as working or studying. Instinctively, you adore being
surrounded by bright, young minds. You want to invest in the future of these individuals by educating
and training them. Your enthusiasm for acquiring knowledge and skills is likely to motivate these
people.
QUESTIONS

Questions
1. How does this information help you better understand your unique talents?
2. How can you use this understanding to add value to your role?
3. How can you apply this knowledge to add value to your team, workgroup, department, or division?
4. How will this understanding help you add value to your organization?
5. What will you do differently tomorrow as a result of this report?

Section II: Application
Deliberative
IDEAS FOR ACTION:
You have naturally good judgment, so consider work in which you can provide advice and counsel.
You might be especially adept at legal work, crafting sound business deals, or ensuring compliance
to regulations.
Whatever your role, take responsibility for helping others think through their decisions. You can see
factors that others may not see. You will soon be sought as a valuable sounding board.
Explain your process of careful decision making — that you highlight risk in order to take control and
reduce it. You don’t want others to misconstrue your Deliberative talents for tentativeness or fear of
action.
You inspire trust because you are cautious and considerate about sensitive topics. Use these talents
by taking on opportunities to handle delicate issues and conflicts.
Rather than take foolhardy risks, you are apt to approach a decision cautiously. Trust your instincts
when you believe that something is too good to be true.
During times of change, consider the advantages of being conservative in your decision making. Be
ready to explain these advantages to others.
Don’t let anyone push you into revealing too much about yourself too soon. Check people out
carefully before sharing confidential information. You naturally build friendships slowly, so take pride
in your small circle of good friends.
Partner with someone with strong Command, Self-Assurance, or Activator talents. Together you will
make many decisions, and these decisions will be sound.
Temper the tendency of others to haphazardly move into action by declaring a “consideration” period
before decisions are made. Your caution can serve to steer others away from folly and toward wise
conclusions.
Give yourself permission to withhold your opinion until you get all the facts and have an opportunity
to ponder your stance. You are not someone who embraces change immediately; you are apt to
reflect on possible outcomes so that all the angles are covered. As a deliberative person, you
function as a “brake” for more impulsive types who wish to move quickly.
QUESTIONS

1. Which of these action items speak to you? Highlight the actions that you are most likely to take.
2. How will you commit to taking action? Write your own personalized action item that you will take in
the next 30 days.
Empathy
IDEAS FOR ACTION:
Help your friends and colleagues be more aware when one of your peers is having a difficult time.
Remember, most people do not have your ability to pick up on sensitive situations.
Act quickly and firmly when others behave in a way that is unhealthy for themselves or others.
Understanding someone’s emotional state does not mean that you must excuse this behavior. Be
aware that when your empathy turns to sympathy, others might see you as a “bleeding heart.”
Partner with someone with strong Command or Activator talents. This person will help you take
needed action, even though people’s feelings might suffer as a result.
Consider serving others as a confidante or mentor. Because trust is paramount to you, people are
likely to feel comfortable approaching you with any need. Your discretion and desire to be genuinely
helpful will be greatly valued.
At times, your empathy for others may overwhelm you. Create some rituals that you can use at the
end of your day to signal that work is over. This will help buffer your emotions and prevent burnout.
Identify a friend who has strong Empathy talents, and check your observations with him or her.
Sensitive to the feelings of others, you readily gauge the emotional tone of a room. Use your talents
to forge a bridge of understanding and mutual support. Your empathy will be especially important
during trying times because it will demonstrate your concern, thereby building loyalty.
Witnessing the happiness of others brings you pleasure. Consequently, you are likely to be attuned
to opportunities to underscore others’ successes and positively reinforce their achievements. At
each opportunity, deliver a kind word of appreciation or recognition. In doing so, you are likely to
make a profound and engaging impression.
Because you are observant of how others are feeling, you are likely to intuit what is about to happen
before it becomes common knowledge. Although your intuitions may at times seem nothing more
than ‘hunches’, take conscious note of them. They may turn out to be valuable assets.
Sometimes empathy does not require words at all. A kind gesture may be all someone needs to be
reassured. Use your Empathy talents to nonverbally comfort others with a glance, a smile, or a pat

on the arm.
QUESTIONS
the next 30 days.
Context
IDEAS FOR ACTION:
Before planning begins on a project, encourage the people involved to study past projects. Help
them appreciate the statement: “Those who cannot remember the past are condemned to repeat it.”
If you are in a role that requires teaching others, build your lessons around case studies. You will
enjoy the search for the appropriate case, and your students will learn from these precedents. Use
your understanding of the past to help others map the future.
At work, help your organization strengthen its culture via folklore. For example, collect symbols and
stories that represent the best of the past, or suggest naming an award after a person who
embodied the historical traditions of your organization.
Partner with someone with strong Futuristic or Strategic talents. This person’s fascination with what
“could be” will stop you from becoming mired in the past, while your deep understanding of context
will stop him or her from ignoring the lessons of the past. Together you are more likely to create
something that lasts.
Accept change. Remember that your Context talents do not require you to “live in the past.” Instead,
you can actually become known as an active agent for positive change. Your natural sense of
context should allow you to identify more clearly than most the aspects of the past that can be
discarded and those that must be retained to build a sustainable future.
Use fact-based comparisons to prior successes to paint a vivid picture for others of “what can be” in
the future. The real-life illustrations you create can build confidence and emotional engagement.
You recognize that the best predictor of future behavior is past behavior. Probe your friends and
coworkers about actions that might have contributed to their current successes so you can help
them make better choices in the future. This will help them put their decisions into an overall context.

Read historical novels, non-fiction, or biographies. You will discover many insights that will help you
understand the present. You will think more clearly.
Compare historical antecedents and situations to your current challenge. Identifying commonalities
may lead you to a new perspective or an answer to your problems.
Seek out mentors who have a sense of history. Listening to their memories is likely to spark your
thought process.
QUESTIONS
the next 30 days.
Connectedness
IDEAS FOR ACTION:
Consider roles in which you listen and counsel. You can become adept at helping other people see
connection and purpose in everyday occurrences.
Explore specific ways to expand your sense of connection, such as starting a book club, attending a
retreat, or joining an organization that puts Connectedness into practice.
Within your organization, help your colleagues understand how their efforts fit in the larger picture.
You can be a leader in building teams and helping people feel important.
You are aware of the boundaries and borders created within organizations and communities, but you
treat these as seamless and fluid. Use your Connectedness talents to break down silos that prevent
shared knowledge.
Help people see the connections among their talents, their actions, their mission, and their
successes. When people believe in what they are doing and feel like they are part of something
bigger, commitment to achievement is enhanced.
Partner with someone with strong Communication talents. This person can help you with the words
you need to describe vivid examples of connection in the real world.
Don’t spend too much time attempting to persuade others to see the world as a linked web. Be

aware that your sense of connection is intuitive. If others don’t share your intuition, rational argument
will not persuade them.
Your philosophy of life compels you to move beyond your own self-interests and the interests of your
immediate constituency and sphere of influence. As such, you see the broader implications for your
community and the world. Explore ways to communicate these insights to others.
Seek out global or cross-cultural responsibilities that capitalize on your understanding of the
commonalities inherent in humanity. Build universal capability, and change the mindset of those who
think in terms of “us” and “them.”
Connectedness talents can help you look past the outer shell of a person to embrace his or her
humanity. Be particularly aware of this when you work with someone whose background is very
different from yours. You can naturally look past the labels and focus on his or her essential needs.
QUESTIONS
the next 30 days.
Relator
IDEAS FOR ACTION:
Find a workplace in which friendships are encouraged. You will not do well in an overly formal
organization. In job interviews, ask about work styles and company culture.
Deliberately learn as much as you can about the people you meet. You like knowing about people,
and other people like being known. By doing this, you will act as a catalyst for trusting relationships.
Let it be known that you are more interested in the character and personality of others than in their
status or job title. This is one of your greatest talents and can serve as a model for others.
Let your caring show. For example, find people in your company to mentor, help your colleagues get
to know each other better, or extend your relationships beyond the office.
No matter how busy you are, stay in contact with your friends. They are your fuel.
Be honest with your friends. True caring means helping the other person be successful and fulfilled.

Giving honest feedback or encouraging your friend to move out of a role in which he or she is
struggling is a compassionate act.
You probably prefer to be seen as a person, an equal, or a friend, rather than as a function, a
superior, or a title. Let people know that they can address you by your first name, rather than
formally.
You might tend to withhold the most engaging aspects of your personality until you have sensed
openness from another person. Remember, building relationships is not a one-way street.
Proactively “put yourself out there.” Others will quickly see you for the genuine individual you are,
and you will create many more opportunities to cultivate strong, long-lasting connections.
Make time for family and close friends. You need to spend quality moments with those you love in
order to “feed” your Relator talents. Schedule activities that allow you to get even closer to the
people who keep you grounded and happy.
Make an effort to socialize with your colleagues and team members outside of work. It can be as
simple as lunch or coffee together. This will help you forge more connected relationships at work,
which in turn can facilitate more effective teamwork and cooperation.
QUESTIONS
the next 30 days.

Section III: Achievement
Look for signs of achievement as you read these real quotes from people who share your top five
themes.
DELIBERATIVE SOUNDS LIKE THIS:
Dick H., film producer: “My whole thing is to reduce the number of variables out there — the fewer the
variables, the lower the risk. When I am negotiating with directors, I always start by giving in on some
of the smaller points right away. Then once I have taken the smaller issues out of play, I feel better. I
can focus. I can control the conversation.”
Debbie M., project manager: “I am the practical one. When my colleagues are spouting all of these
wonderful ideas, I am asking questions like, ‘How is this going to work? How is this going to be
accepted by this group or that group of people?’ I won’t say that I play devil’s advocate, because that
is too negative, but I do weigh the implications and assess risk. And I think we all make better
decisions because of my questions.”
Jamie B., service worker: “I am not a very organized person, but the one thing I do without fail is
double-check. I don’t do it because I am hyper-responsible or anything. I do it to feel secure. With
relationships, with performance, with anything, I am out there on a limb, and I need to know that the
particular branch I am standing on is solid.”
Brian B., school administrator: “I am putting together a safe-schools plan. I am going to conferences,
and we have eight committees working. We have a district-wide review board, but I am still not
comfortable with the basic model. My boss asks, ‘When can I see the plan?’ And I say, ‘Not yet. I am
not comfortable.’ With a big smile on her face, she says, ‘Gee, Brian, I don’t want it to be perfect, I just
want a plan.’ But she lets me be because she knows that the care I take now pays big dividends.
Because of this pre-work, once the decision is made, it stays made. It doesn’t unravel.”
EMPATHY SOUNDS LIKE THIS:
Alyce J., administrator: “Recently, I was in a meeting of trustees where one of the individuals was
presenting a new idea that was critical to her and to the life of this group. When she was finished, no
one heard her opinion, no one really heard her. It was a powerfully demoralizing moment for her. I
could see it in her face, and she wasn’t herself for a day or two afterward. I finally raised the issue with
her and used words that helped describe how she was feeling. I said, ‘Something’s wrong,’ and she
started to talk. I said, ‘I really understand. I know how important this was for you, and you don’t seem
like yourself,’ and so on. And she finally gave words to what was going on inside her. She said,
‘You’re the only one who heard me and who has said one word to me about it.’”

Brian H., administrator: “When my team is making decisions, what I like to do is say, ‘Okay, what will
this person say about this? What will that person say about it?’ In other words, put yourself in their
position. Let’s think about the arguments from their perspective so that we can all be more
persuasive.”
Janet P., schoolteacher: “I never played basketball because they didn’t have it for women when I was
a kid, but I believe I can tell at a basketball game when the momentum is changing, and I want to go
to the coach and say, ‘Get them revved up. You are losing them.’ Empathy also works in large groups;
you can feel the crowd.”
CONTEXT SOUNDS LIKE THIS:
Adam Y., software designer: “I tell my people, ‘Let’s avoid vuja de.’ And they say, ‘Isn’t that the wrong
word? Shouldn’t it be déjà vu?’ And I say, ‘No, vuja de means that we’re bound to repeat the mistakes
of our past. We must avoid this. We must look to our past, see what led to our mistakes, and then not
make them again.’ It sounds obvious, but most people don’t look to their past or don’t trust that it was
valid or something. And so for them, it’s vuja de all over again.”
Jesse K., media analyst: “I have very little empathy, so I don’t relate to people through their present
emotional state. Instead, I relate to them through their past. In fact, I can’t even begin to understand
people until I have found out where they grew up, what their parents were like, and what they studied
in college.”
Gregg H., accounting manager: “I recently moved the whole office to a new accounting system, and
the only reason it worked was that I honored their past. When people build an accounting system, it’s
their blood, sweat, and tears; it’s them. They are personally identified with it. So if I come in and
blandly tell them that I’m going to change it, it’s like me saying I am going to take your baby away.
That’s the level of emotion I was dealing with. I had to respect this connection, this history, or they
would have rejected me out of hand.”
CONNECTEDNESS SOUNDS LIKE THIS:
Mandy M., homemaker: “Humility is the essence of Connectedness. You have to know who you are
and who you aren’t. I have a piece of the wisdom. I don’t have much of it, but what I do have is real.
This isn’t grandiosity. This is real humility. You have confidence in your gifts, real confidence, but you
know you don’t have all the answers. You start to feel connected to others because you know they
have wisdom that you don’t. You can’t feel connected if you think you have everything.”
Rose T., psychologist: “Sometimes I look at my bowl of cereal in the morning and think about those
hundreds of people who were involved in bringing me my bowl of cereal: the farmers in the field, the

biochemists who made the pesticides, the warehouse workers at the food preparation plants, even the
marketers who somehow persuaded me to buy this box of cereal and not a different one sitting next to
it on the shelf. I know it sounds strange, but I give thanks to these people, and just doing that makes
me feel more involved with life, more connected to things, less alone.”
Chuck M., teacher: “I tend to be very black and white about things, but when it comes to
understanding the mysteries of life, for some reason, I am much more open. I have a big interest in
learning about all different religions. I am reading a book right now that talks about Judaism versus
Christianity versus the religion of the Canaanites. Buddhism, Greek mythology — it’s really interesting
how all of these tie together in some way.”
RELATOR SOUNDS LIKE THIS:
Gavin T., flight attendant: “I have many wonderful acquaintances, but as for true friends that I hold
dear, not very many. And I’m real okay with that. My best times are spent with the people I’m tightest
with, like my family. We are a very tight-knit Irish Catholic family, and we get together every chance
we can. It’s a large family — I have five brothers and sisters and ten nieces and nephews — but we
all get together about once a month and yuk it up. I’m the catalyst. When I’m back in Chicago, even if
there is no birthday or anniversary or whatever, I become the excuse for getting together and hanging
out for three or four days. We really enjoy one another’s company.”
Tony D., pilot: “I used to fly in the Marines, and, boy, you had better be comfortable with the word
‘friend’ in the Marines. You had better feel good about trusting someone else. I can’t tell you how
many times I put my life in someone else’s hands. I was flying off my friend’s wing, and I’d be dead if
he couldn’t get me back safely.”
Jamie T., entrepreneur: “I’m definitely selective about my relationships. When I first meet people, I
don’t want to give them very much of my time. I don’t know them; they don’t know me — so let’s just
be pleasant and leave it at that. But if circumstances make it so that we get to know each other better,
it seems like a threshold is reached where I suddenly start wanting to invest more. I’ll share more of
myself, put myself out for them, do things for them that will bring us a little closer, and show that I
care. It’s funny because I am not looking for any more friends in my life. I have enough. And yet with
each new person I meet, as soon as that threshold is reached, I feel compelled to go deeper and
deeper. Now I have ten people working for me, and I would call each of them my very good friend.”

QUESTIONS
1. Talk to friends or coworkers to hear how they have used their talents to achieve.
2. How will you use your talents to achieve?


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Amanda Hopper

Strengths Insight and Action-Planning

Father of Strengths Psychology and

YOUR TOP 5 THEMES

1035968054 (Amanda Hopper) 2

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

SECTION II: APPLICATION

10 Ideas for Action for each of your top five themes

Questions for you to answer to help you apply your talents

SECTION III: ACHIEVEMENT

1035968054 (Amanda Hopper) 3

SHARED THEME DESCRIPTION

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

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SHARED THEME DESCRIPTION

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

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SHARED THEME DESCRIPTION

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

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SHARED THEME DESCRIPTION

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

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SHARED THEME DESCRIPTION

YOUR PERSONALIZED STRENGTHS INSIGHTS

What makes you stand out?

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

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IDEAS FOR ACTION:

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the next 30 days.

IDEAS FOR ACTION:

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the next 30 days.

IDEAS FOR ACTION:

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the next 30 days.

IDEAS FOR ACTION:

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the next 30 days.

IDEAS FOR ACTION:

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the next 30 days.

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DELIBERATIVE SOUNDS LIKE THIS:

EMPATHY SOUNDS LIKE THIS:

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CONTEXT SOUNDS LIKE THIS:

CONNECTEDNESS SOUNDS LIKE THIS:

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RELATOR SOUNDS LIKE THIS:

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2. How will you use your talents to achieve?

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