Strengthsfinder 2.0 Report: © 2000, 2006-2012 Gallup, Inc. All Rights Reserved

StrengthsFinder 2.
0 Report
2000, 2006-2012 GALLUP, INC. ALL RIGHTS RESERVED.
Strengths Insight and Action-Planning Guide

SURVEY COMPLETION DATE: 12-22-2011
Venugopal Panuganti Your Top 5 Themes

Arranger Learner Individualization Responsibility Developer
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
296554392 (Venugopal Panuganti) 2000, 2006-2012 Gallup, Inc. All rights reserved.
Section I: Awareness
Arranger
Shared Theme Description
People who are especially talented in the Arranger theme can organize, but they also have a flexibility that complements this ability. They like to figure out how all of the pieces and resources can be arranged for maximum productivity.
Your Personalized Strengths Insights

What makes you stand out? Its very likely that you engage in various activities, contests, tournaments, matches, or games to have a good time. Being a member of the team is often an added bonus. Chances are good that you have been most productive in the past when someone in authority really took an interest in you. You probably can name these individuals and describe how they helped you recognize your talents. You are likely to recall instances when they created opportunities for you to use your talents, knowledge, and skills. Often these individuals played the role of a teacher, coach, or mentor even when that was not their official title. Driven by your talents, you provide your teammates with a logical perspective on things. You often show your partners how one action or even a single comment caused something unexpected to occur. Experience probably is one of your best teachers. This explains why you do not automatically orchestrate an event, plan a schedule, or allocate resources the same way you did the last time. You realize every situation is unique. Because of your strengths, you have a reputation for being the team member who does whatever it takes within the bounds of propriety and ethics, of course to live up to your commitments. By nature, you are delighted to be part of a group engaged in creative thinking. You probably enjoy meetings where everyone spontaneously contributes ideas. Exchanging innovative concepts and hearing others views energize you. Testing ideas with your teammates is much more fun than being alone with your thoughts.
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?
Learner
People who are especially talented in the Learner theme have a great desire to learn and want to continuously improve. In particular, the process of learning, rather than the outcome, excites them.

What makes you stand out? Driven by your talents, you are attracted to difficult and challenging endeavors. You are not inclined to look for the easy way out. You are bold. You take risks. You dare to stretch your mind. You test the limits of your abilities in ways that timid individuals would not attempt. By nature, you spend considerable time examining exactly why something has gone wrong. Whenever you experience a personal or professional loss, make a mistake, or experience failure, you tend to investigate. You are likely to be restless until you have answers to all your basic questions: What? How? When? Where? Who? Why? Its very likely that you frequently work without much rest. You typically want to pinpoint useful and intriguing facts. You likely have a need to explain why various events unfolded as they did. This information undoubtedly permits you to produce more and better results. Instinctively, you are a rational thinker. That is, you exhibit good judgment and exercise sound reasoning. These thought processes serve you well whenever you set out to acquire true knowledge and/or gain a skill. You school yourself by reading, investigating, examining, experiencing, or receiving instruction in a subject. Chances are good that you comprehend what has gone wrong. Eagerly, you uncover facts. Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view. Next, you generate schemes for solving the problem. Finally, you choose the best option after considering prevailing circumstances, available resources, and desired outcomes.
Questions
Individualization
People who are especially talented in the Individualization theme are intrigued with the unique qualities of each person. They have a gift for figuring out how people who are different can work together productively.

What makes you stand out? By nature, you are hardwired to do exactly what you said you would do. Your word is your bond. You are likely to earn the respect of many people. You even win over those who have a hard time trusting anyone. Why? You rarely disappoint them. Its very likely that you welcome a wide array of people into your life. You generally offer them the assistance and support they need. Instinctively, you spend time alone thinking about which individuals work well together. Your thoughtful examination of each human being allows you to mix and match everyones talents. The talents of one person can compensate for the limitations of another person and vice versa. You have concluded that a groups strength lies in the diversity of its members knowledge, experiences, skills, natural abilities, motivations, or thinking styles. Because of your strengths, you need to know that your approach is correct before you offer help or advice. Driven by your talents, you derive much joy from assisting people in need.
Questions
Responsibility
People who are especially talented in the Responsibility theme take psychological ownership of what they say they will do. They are committed to stable values such as honesty and loyalty.

What makes you stand out? Instinctively, you are held in high regard because of your dependability and consistent values. You are someone upon whom others often rely. Why? You do exactly what you said you would do. Because of your strengths, you normally strive to do things right. Taking shortcuts strikes you as unprincipled, thoughtless, and careless. You likely refuse to produce sloppy work or engage in unethical practices. Driven by your talents, you sometimes open yourself to diverse types of people. You ordinarily welcome individuals who otherwise would feel out of place or ignored. Chances are good that you are consistent in your core values and predictable in your actions. People are likely to know that you go to great lengths to do things right and to behave in an ethical manner. By nature, you usually are viewed as the most experienced, upstanding, and reliable person on the team. Why? You probably orchestrate the group's activities better than many of your teammates can. As a result, they count on you to lay out the steps of an action plan. They expect you to acquire materials, raise funds, coordinate schedules, or distribute supplies at the right time. They allow you to redirect their energies when distractions pull them off course.
Questions
Developer
People who are especially talented in the Developer theme recognize and cultivate the potential in others. They spot the signs of each small improvement and derive satisfaction from these improvements.

What makes you stand out? Driven by your talents, you revel in the opportunity to impart your wisdom and experience to people. Being a hands-on trainer means you provide your players, friends, associates, or students with practical experiences. These directly relate to a specific activity or skill. Instinctively, you understand there is more to life than the acquisition of material possessions. Typically you find purpose and meaning in the simple things money cannot buy. Chances are good that you usually enjoy activities involving children. You say they make you feel younger. They often challenge you to see problems, people, and opportunities through their innocent eyes. Undoubtedly, you are fascinated by their natural curiosity about the world and everything in it. Its very likely that you realize that sharing information, resources, talents, and even time provides you with experiences to grow as a person and as a professional. Because of your strengths, you like to lift the spirits of the people around you. You know what to do and say so individuals feel useful, valued, appreciated, and important.
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
Arranger
Ideas for Action:
Learn the goals of your coworkers and friends. Let them know that you are aware of their goals, and then help set them up for success. If a team needs to be created, make sure you are involved. You recognize talents, skills, and knowledge in people, and that awareness will help you get the right people in the right spots. You intuitively sense how very different people can work together. Take a close look at groups with divergent personalities and opinions, as they may have the greatest need for your Arranger talents. Be sure to keep track of ongoing deadlines for your many tasks, projects, and obligations. Although you enjoy the chance to juggle lots of activities, others with less powerful Arranger talents may become anxious if they dont see you working on their projects frequently. Inform them of your progress to ease their fears. Seek complex, dynamic environments in which there are few routines. Take on the organization of a big event a convention, a large party, or a company celebration. Give people time to understand your way of doing things when you present it to them. Your mental juggling is instinctive, but others might find it difficult to break with existing procedures. Take the time to clearly explain why your way can be more effective. At work, focus your Arranger talents on the most dynamic areas of your organization. Divisions or departments that are static and routine in nature are likely to bore you. You will thrive when your Arranger talents are energized, and you will suffer when you are bored. Help others see your far-reaching expertise by sharing your what if thinking with them. When they know youve identified and carefully considered all possible options and arrangements, theyll feel more confident. You are flexible in the way you organize people, as well as in how you configure space. Figure out how you can improve workflow by rearranging spaces and/or procedures to maximize efficiency and to free up time for you and for others.
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.
Learner
Ideas for Action:
Refine how you learn. For example, you might learn best by teaching; if so, seek out opportunities to present to others. You might learn best through quiet reflection; if so, find this quiet time. Develop ways to track the progress of your learning. If there are distinct levels or stages of learning within a discipline or skill, take a moment to celebrate your progression from one level to the next. If no such levels exist, create them for yourself (e.g., reading five books on the subject or making three presentations on the subject). Be a catalyst for change. Others might be intimidated by new rules, new skills, or new circumstances. Your willingness to soak up this newness can calm their fears and spur them to action. Take this responsibility seriously. Seek roles that require some form of technical competence. You will enjoy the process of acquiring and maintaining this expertise. As far as possible, shift your career toward a field with constantly changing technologies or regulations. You will be energized by the challenge of keeping up. Because you are not threatened by unfamiliar information, you might excel in a consulting role (either internal or external) in which you are paid to go into new situations and pick up new competencies or languages quickly. Research supports the link between learning and performance. When people have the opportunity to learn and grow, they are more productive and loyal. Look for ways to measure the degree to which you and others feel that your learning needs are being met, to create individualized learning milestones, and to reward achievements in learning. At work, take advantage of programs that subsidize your learning. Your organization may be willing to pay for part or all of your instructional coursework or for certifications. Ask your manager for information about scholarships and other educational opportunities. Honor your desire to learn. Take advantage of adult educational opportunities in your community. Discipline yourself to sign up for at least one new academic or adult learning course each year. Time disappears and your attention intensifies when you are immersed in studying or learning. Allow yourself to follow the trail by scheduling learning sessions during periods of time that will not be interrupted by pressing engagements.
Questions
Individualization
Ideas for Action:
Select a vocation in which your Individualization talents can be both used and appreciated, such as counseling, supervising, teaching, writing human interest articles, or selling. Your ability to see people as unique individuals is a special talent. Become an expert in describing your own strengths and style. For example, answer questions such as: What is the best praise you ever received? How often do you like to check in with your manager? What is your best method for building relationships? How do you learn best? Then ask your colleagues and friends these same questions. Help them plan their future by starting with their strengths, then designing a future based on what they do best. Help others understand that true diversity can be found in the subtle differences between each individual regardless of race, sex, or nationality. Explain that it is appropriate, just, and effective to treat each person differently. Those without strong Individualization talents might not see the differences among individuals and might insist that individualization is unequal and therefore unfair. You will need to describe your perspective in detail to be persuasive. Figure out what every person on your team does best. Then help them capitalize on their talents, skills, and knowledge. You may need to explain your rationale and your philosophy so people understand that you have their best interests in mind. You have an awareness and appreciation of others likes and dislikes and an ability to personalize. This puts you in a unique position. Use your Individualization talents to help identify areas where one size does not fit all. Make your colleagues and friends aware of each persons unique needs. Soon people will look to you to explain other peoples motivations and actions. Your presentations and speaking opportunities will be most engaging when you relate your topic to the experiences of individuals in the audience. Use your Individualization talents to gather and share real-life stories that will make your points much better than would generic information or theories. You move comfortably among a broad range of styles and cultures, and you intuitively personalize your interactions. Consciously and proactively make full use of these talents by leading diversity and community efforts. Your Individualization talents can help you take a different approach to interpreting data. While others are looking for similarities, make a point of identifying distinctiveness. Your interpretations will add a valuable perspective.
Questions
10
Responsibility
Ideas for Action:
Emphasize your sense of responsibility when job hunting. During interviews, describe your desire to be held fully accountable for the success or failure of projects, your intense dislike of unfinished work, and your need to make it right if a commitment is not met. Keep volunteering for more responsibility than your experience seems to warrant. You thrive on responsibility, and you can deal with it very effectively. Align yourself with others who share your sense of responsibility. You will flourish when working with people who share your determination to get things done. Tell your manager that you work best when given the freedom to follow through on your commitments that you dont need to check in during a project, just at the end. You can be trusted to get it done. Push yourself to say no. Because you are instinctively responsible, it might sometimes be difficult to refuse opportunities. For this reason, you must be selective. Ask for more responsibility in only the areas that matter most to you. You naturally take ownership of every project you are involved in. Make sure that your capacity to own does not keep you from sharing responsibility. Allow others the opportunity to experience the challenges of ownership. In doing so, you will contribute to their growth and development. Learn to manage your Responsibility talents by considering whether you really are the person who should be handling a particular issue. Defer to your existing responsibilities and goals before undertaking additional burdens, as you may end up skimping on quality if you have too many tasks or competing demands. Partner with someone especially talented in Discipline or Focus. This person can help you stay on track and prevent you from becoming overloaded. Working with a like-minded, responsible colleague is satisfying for you. Be sure to clarify expectations and boundaries so that each person can feel ownership for his or her particular tasks without stepping on each others toes. Responsible individuals like to know they have delivered on their commitments, so create metrics and goals to gauge how effectively you meet your obligations. Also, make sure you have explicit and concrete expectations so that there is no question regarding quality outcomes and so that you can hit the mark as promised.
Questions
11
Developer
Ideas for Action:
Make a list of the people you have helped learn and grow. Look at the list often, and remind yourself of the effect you have had on the world. Seek roles in which your primary responsibilities include facilitating growth. Teaching, coaching, or managing roles might prove especially satisfying for you. Notice when others succeed, and tell them. Be specific about what you saw. Your detailed observations of what led to their victory will enhance their growth. Identify the mentor or mentors who recognized something special inside you. Take the time to thank them for helping you develop, even if this means tracking down a former schoolteacher and sending him or her a letter. Partner with someone with strong Individualization talents. This person can help you see where each persons greatest talents lie. Without this help, your Developer instincts might lead you to encourage people to grow in areas in which they lack real talent. Carefully avoid supporting someone who is consistently struggling in his or her role. In such instances, the most developmental action you can take is to encourage him or her to find a different role a role that fits. You will always be compelled to mentor more people than is possible. To fulfill this inner drive while maintaining a primary mentoring focus, consider the impact of being a mentor for the moment. Many of the most poignant and memorable developmental moments occur when the right words are delivered at the right time words that clarify understanding, reignite a passion, open eyes to an opportunity, and change a life course. Dont over-invest in losing causes. Your natural inclination to see the best in people and situations can create a blind spot that will keep you from moving on to more opportune situations. Your Developer talents might lead you to become so invested in the growth of others that you ignore your own development. Remember that you cannot give what you do not have. If you want to have a bigger impact on the well-being and growth of others, you need to keep growing yourself. Find a mentor or coach who can invest in you. Make a list of the people you would like to help develop. Write what you would consider to be each persons strengths. Schedule time to meet with each of them regularly even if for only 15 minutes and make a point of discussing their goals and their strengths.
Questions
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Section III: Achievement

Look for signs of achievement as you read these real quotes from people who share your top five themes.
Arranger sounds like this:

Sarah P., finance executive: I love really complicated challenges where I have to think on my feet and figure out how all the pieces fit together. Some people look at a situation, see thirty variables, and get hung up trying to balance all thirty. When I look at the same situation, I see about three options. And because I see only three, its easier for me to make a decision and then put everything into place. Grant D., operations manager: I got a message the other day from our manufacturing facility saying that demand for one of our products had greatly exceeded the forecast. I thought about it for a moment, and then an idea popped into my head: Ship the product weekly, not monthly. So I said, Lets contact our European subsidiaries, ask them what their demand is, tell them the situation we are in, and then ask what their weekly demand is. That way we can meet requirements without building up our inventory. Sure, itll drive shipping costs up, but thats better than having too much inventory in one place and not enough in another. Jane B., entrepreneur: Sometimes, for instance, when we are all going to a movie or a football game, this Arranger theme drives me up the wall. My family and friends come to rely on me Jane will get the tickets, Jane will organize the transportation. Why should I always have to do it? But they just say, Because you do it well. For us it would take half an hour. For you, it seems to go much faster. You just call up the ticket place, order the right tickets, and just like that, its done.
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Learner sounds like this:

Annie M., managing editor: I get antsy when I am not learning something. Last year, although I was enjoying my work, I didnt feel as though I was learning enough. So I took up tap dancing. It sounds strange, doesnt it? I know I am never going to perform or anything, but I enjoy focusing on the technical skill of tapping, getting a little better each week, and moving up from the beginners class to the intermediate class. That was a kick. Miles A., operations manager: When I was seven years old, my teachers would tell my parents, Miles isnt the most intelligent boy in the school, but hes a sponge for learning, and hell probably go really far because he will push himself and continually be grasping new things. Right now, I am just starting a course in business-travel Spanish. I know it is probably too ambitious to think I could learn conversational Spanish and become totally proficient in that language, but I at least want to be able to travel there and know the language. Tim S., coach for executives: One of my clients is so inquisitive that it drives him crazy because he cant do everything he wants to. Im different. I am not curious in that broad sense. I prefer to go into greater depth with things so that I can become competent in them and then use them at work. For example, recently one of my clients wanted me to travel with him to Nice, France, for a business engagement. So I started reading up on the region, buying books, and checking the Internet. It was all interesting and I enjoyed the study, but I wouldnt have done any of it if I wasnt going to be traveling there for work.
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Individualization sounds like this:

Les T., hospitality manager: Carl is one of our best performers, but he still has to see me every week. He just wants a little encouragement and to check in, and he gets fired up a little bit after that meeting. Greg doesnt like to meet very often, so theres no need for me to bother him. And when we do meet, its really for me, not for him. Marsha D., publishing executive: Sometimes I would walk out of my office and you know how cartoon characters have those balloons over their head? I would see these little balloons over everyones head telling me what was in their minds. It sounds weird, doesnt it? But it happens all the time. Andrea H., interior designer: When you ask people what their style is, they find it hard to describe, so I just ask them, What is your favorite spot in the house? And when I ask that, their faces light up, and they know just where to take me. From that one spot, I can begin to piece together the kind of people they are and what their style is.
15
Responsibility sounds like this:

Nigel T., sales executive: I used to think that there was a piece of metal in my hand and a magnet on the ceiling. I would just volunteer for everything. I have had to learn how to manage that because not only would I end up with too much on my plate, but I would also wind up thinking that everything was my fault. I realize now that I cant be responsible for everything in the world thats Gods job. Kelly G., operations manager: The country manager in Sweden called me in November and said, Kelly, could you please not ship my inventory until January 1. I said, Sure. Sounds like a good plan. I told my people about the plan and thought I had all the bases covered. On December 31, however, when I was checking my messages while on a ski slope, making sure everything was hunky-dory, I saw that his order had already been shipped and invoiced. I had to call immediately and tell him what happened. Hes a nice man, so he didnt use any four-letter words, but he was very angry and very disappointed. I felt terrible. An apology wasnt enough. I needed to fix it. I called our controller from the chalet, and that afternoon we figured out a way to put the value of his inventory back on our books and clean it off his. It took most of the weekend, but it was the right thing to do. Harry B., outplacement consultant: I was just a young bank manager in one of the branches when the president of the company decided that he wanted to foreclose on a property. I said, Thats fine, but we have a responsibility to give the people full value for their property. He didnt see it that way. He wanted to sell the property to a friend of his for what was owed, and he said my problem was that I couldnt separate my business ethics from my personal ethics. I told him that was correct. I couldnt because I didnt believe and still dont believe that you can have two standards. So I quit the firm and went back to earning five dollars an hour working for the forestry service picking up trash. Since my wife and I were trying to support our two kids and make ends meet, it was a hard decision for me to make. But looking back, on one level, it really wasnt hard at all. I simply couldnt function in an organization with those kinds of ethics.
16
Developer sounds like this:

Marilyn K., college president: At graduation time when a nursing student walks across the stage and gets her diploma, and about 18 rows back some little kid is standing on a chair with a group yelling, Yeah, Mom! I love that. I cry every time. John M., advertising executive: Im not a lawyer, doctor, or candlestick maker. My skills are of a different type. They have to do with understanding people and motives, and the pleasure I get is from watching people discover themselves in ways they never thought possible and from finding people who bring to the table talents that I dont have. Anna G., nurse: I had a patient, a young woman, with lung damage so bad that she will have to be on oxygen forever. She will never have the energy or the strength to live a normal life, and I walk in and shes desperate. She doesnt know if she is short of breath because she is anxious or anxious because she is short of breath. And shes talking suicide because she cant work, cant support her husband. So I got her thinking about what she could do rather than what she couldnt. It turns out that she is very creative with arts and crafts, so I told her, Look, there are things you can do, and if those things bring you pleasure, then do them. Its a place to start. And she cried and said, I have the energy to wash only one bowl. I said, Thats today. Tomorrow you can wash two. And by Christmas, she was making all kinds of things and selling them too.
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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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StrengthsFinder 2.

2000, 2006-2012 GALLUP, INC. ALL RIGHTS RESERVED.

Strengths Insight and Action-Planning Guide

Venugopal Panuganti Your Top 5 Themes

What's in This Guide?

Your Personalized Strengths Insights

Your Personalized Strengths Insights

Your Personalized Strengths Insights

Your Personalized Strengths Insights

Your Personalized Strengths Insights

Section II: Application

Section III: Achievement

Arranger sounds like this:

Learner sounds like this:

Individualization sounds like this:

Responsibility sounds like this:

Developer sounds like this:

2. How will you use your talents to achieve?

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