Managers today navigate a dynamically changing environment. Based on recent research, their biggest challenges include technological disruption, political and economic uncertainty, cybersecurity, data privacy, talent shortages, and retention. Many managers ask how taking the CliftonStrengths assessment can support them. CliftonStrengths is a powerful tool from Gallup that helps managers lead more effectively by focusing on what people do best. Talent analysis within an organization helps to increase manager self-awareness, optimizes teams, and increases engagement. It also offers practical tools: action points for coaching and communication, and reflection questions for improving leadership style.
Below, we’ll explore the implementation of a development program in international company and what you need to keep in mind for such a project to be successful. If you’re in an HR position in an organization where a strengths-based philosophy could bring positive change, this blog post is for you.
Today I spoke with the person responsible for implementation. Thank you very much for your time!
STEP 1: REFINING THE CONCEPT: INITIATIVES THAT CREATE COMMUNITY
1. Could you tell us how long the “Discover Yourself” program lasted?
The program lasted about a year and a half. First, for about two months, we created the concept of the program itself, together with Renata Gut and Katarzyna Lechki from the “Flashpoint Talent Institute”, defining: goals, needs, form and implementation tools, and ways of measuring results. We announced the program only after the concept was perfected. The program itself lasted five quarters, so 1.5 years.
2. What interested you in creating a project that implemented Gallup's theory and Strengths-based people management into organizations?
I felt like our company lacked strategic development programs. Since I am also part of the internal program for women “Women’s Network”, I leveraged the group’s activities to create more than just a one-time training session. I wanted to create development initiatives that also foster a community where employees can talk, support, and understand each other. Together, we can learn from each other, support each other, and understand each other. Together, we can learn a specific philosophy and leadership competencies. I‘ve noticed that when building these development programs, there’s a need to dedicate more time to building trust between the participant and the trainer. To achieve more, it requires longer hours, homework, and truly full participation in the process.
When I was previously an Office Manager and participated in management meetings, I heard that due to the siloed structure, there was no communication between departments. People didn’t have to collaborate. But if they would collaborate, the overall results would be much better. That’s why I created the “ONE” program, which was a solution to this observation. It was a program in which we started with a game in which everyone was assigned a specific role, for example, “spiritual leader, police officer, firefighter, etc”. Everyone was mixed up between activities and assigned to a specific group. Even though these people didn’t know each other beforehand, they started logging in their phones as the roles they played in the game: for example, “Iwona the police officer,” “Grzesiek the firefighter.” This helped to build collaboration and a communication structure while performing tasks at work. For me, the most important thing was to examine the needs of the organization. What was the current need and how could I solve it?
Also, listening to what’s happening and what would bring the best results. Considering how to respond to this need, but also how to properly name it. Considering how to implement long-lasting change, not a one-time action that everyone will quickly forget. I wanted to create something that people would talk about for a long time, so that this knowledge could be consolidated, so that people could infect each other with this concept. This then has a huge impact.
Imagine, after the “ONE” program, I often received flowers from people whose interdepartmental collaboration had improved. It was fantastic. It was as if the KPIs showed the project was a success. People were grateful that someone even noticed that it was necessary.
3. What made you decide to choose Gallup's philosophy?
Working with talents allows you to understand not only yourself but also the people around you. You’re able to understand not only what the “Empathy” Talent is, but also how people with this talent behave. Even though you might disagree with this person in business situations, you can understand them on some level. This, of course, also depends on the maturity level of these talents.
STEP 2: CHOOSING A GOOD PARTNER: RECOMMENDATION MATTERS
4. Why was Flashpoint Talent Institute chosen to implement this project?
As I told you earlier, I took the Gallup test because my friend, who had done the Gallup training, did it for me. So why didn’t I entrust it to her and entrust it to someone I didn’t even know? Because you know what, with every project like this, I really do research and thoroughly analyze who I’d like to collaborate with on the project, and sometimes the collaboration isn’t easy, but that doesn’t scare me, for example, if someone doesn’t fully align with what I say.
For this project, I did extensive research on Gallup and spoke with, among others, Bartek from BPH, who is part of our capital group. He told me about Renata Gut and gave me her contact information. I also spoke with Malwina Faliszewska, Piotr Lech, and Mariola Parzydło. I always prioritize the high quality of a program like this because I know it also builds my brand. I need to be sure the project will be a success.
From the first phone call I made with Renata, I remember us discussing how we envisioned this program. I remember feeling so excited during and after that conversation. I remember saying, “I’m sorry, Renata, but I’m so excited about this program,” so it was so energizing for me. I really wanted everyone who manages people, who has any kind of team, even a small one, to participate in this program, and for it to be a program for top talent. I’ve noticed that many people lack the ability to find the program themselves and then demonstrate that this knowledge will have a positive and immediate impact on their business.
STEP 3: DEFINING THE TARGET GROUP OF PARTICIPANTS, UNDERSTANDING THEIR NEEDS
5. Can you explain in more detail what target group you ultimately chose for this program and why?
Let me explain why for those who manage people. Because they will have greater self-awareness in terms of talent and will gain knowledge that will allow them to organize smaller workshops for their employees and, using the Team Map, teach the philosophy of talent “downstream.” At first, I didn’t know that “Team Maps” existed, but my work with the Flashpoint Talent Institute really made me aware of this.
STEP 4: IMPLEMENTING THE PLAN AND CREATING SALES STRATEGY WITHIN THE ORGANIZATION
6. How was the project implemented and how long did it take?
Operationally, it looked like this:
1.The recommendation from BPH had a significant impact on the partner selection.
2.A one-on-one conversation with Renata Gut.
3.Finding a way to communicate to the organization and business that such a development project will provide specific benefits and defining what those benefits will be.
4.Adjusting to departments and presenting an idea for quarterly budgeting depending on the number of people in a given department.
Strategically, it looked like this:
1.Analysis of the organization’s needs – focusing on long-term results.
2.Introducing the concept of the Strengths philosophy.
3.Conversations presenting the budgeting and timeline for the project.
4.Selling the value of the development program: benefits for each department, benefits for each manager (many one-on-one conversations in which communication was individually tailored to the role and personality).
STEP 5: FINDING SPONSORS AND BUDGET FOR THE DEVELOPMENT PROGRAM
7. What was the process of finding sponsors for the development program like?
I strategically looked for the best time to organize meetings. The more people you have in one meeting, the easier it is to convince them. You also have to constantly visualize champagne corks popping in your mind; it’s motivating and contagious. People start sharing the vision and program with others over coffee, and the word starts to spread.
The most important thing is to carefully prepare your “key messages.” These are the key messages and phrases you want to use to convince someone. They must be individually selected and delivered with the appropriate tone of voice. I discussed the advantages with potential sponsors and also suggested how cost centers could be charged small amounts so as not to impact their individual budgets, while still raising the amount needed to fund the development program.
STEP 6: INDIVIDUAL COACHING: CREATING SPACE FOR INDIVIDUAL TREATMENT
8. Was individual coaching a valuable part of the program?
I believe that individual coaching has added enormous value. You see, if you put 40 people with different positions and geographical locations into one group, you can do things like: provide organizational information, theory, and short exercises. That’s it!
But generally, all the work is done individually. That’s why the individual coaching sessions were the greatest value of this program. The group workshops were organized solely to provide organizational information and present theoretical knowledge. It was crucial for me that each person qualified for the program received individualized treatment. I knew I wanted to discuss my “management puzzle” and personal issues.
Such a group also includes very diverse individuals. Some have a lot to say and opinions they want to verbalize, while others remain silent. Individual coaching provides everyone with the space to work more deeply. Everyone has equal time, everyone has the opportunity to express themselves. It was very important to me that everyone could “benefit” from the program. That each person could discuss their personal experiences, difficulties, and successes. They needed personal reflection and the coach’s 100% attention.
I think this program is completely pointless if it doesn’t include individual coaching. It’s more authentic because the conversations are confidential and offer more personalized, practical solutions. Regardless of your position, everyone has access to the same things. The point is not to do it for the sake of “drumming,” but to truly be passionate about yourself and your strengths.
I really have to tell you, Agnieszka, that the entire company was raving about this program for a year. There were so many conversations in the kitchens and within teams, people were showcasing their talents and being proud of them. They showed each other and talked about the dynamics of their talents, for example, “I have relationship building talents.” Kasia explained, for example, that this is why she doesn’t like dinners in large groups. She finds it more effective in a small group.
9. Looking back now, would you change anything in the structure of the program?
This individual development program began in November 2021. We began with an opening workshop and a TOP 5 assessment, so it actually lasted five quarters (1.5 hours). It ended in February 2023. Looking back, what we would improve on is that when we planned it, we were in the midst of a pandemic, so everything was planned online. Now, I would change most of the joint workshops to face-to-face workshops. At least two 4-5-hour meetings. Coaching sessions and other activities could take place online.
10. What is the most valuable information you gained during the entire project?
This program has given us an understanding of people who are DIFFERENT. One person is like this, another is like that – and that’s OK too!!! Because I know who has what talents, I know how to adapt and collaborate depending on who I’m talking to.
11. What are the greatest benefits of the “Discover Yourself” development program?
Listen, evaluation surveys were conducted after each workshop, but I did not need to look at results to know the results. I knew how they would be evaluated from the very beginning; I heard conversations in the hallways, and I heard a lot about this program. I heard about it constantly, in short, informal conversations. I had no doubts at all, and I saw the results in my own team. And I saw firsthand how it worked! I knew we were starting to speak THE SAME LANGUAGE. So when we chose “TOP TALENT” to participate in this program, their managers also had to be involved to speak the same language. To make things easier!
Let me give you an example: two female directors who went to a conference together—one with Analytical talent and the other with a Futuristic. Knowing their talents, they immediately prepared and divided themselves up to discuss in what they excel at. They complemented each other incredibly well, and knowing their strengths, they knew they could work together. Collaboration and partnership are at the forefront of this, and this is a huge shared success!
But when we share similar talents, we can also learn from each other, how to develop the same talents we share. This knowledge brings such profound awareness… “I KNOW why this person is like this.” This allows us to transform irritation into UNDERSTANDING.
Summary: Why is it worth focusing on Talents and Strengths?
The “Discover Yourself” program demonstrates that discovering and developing managers’ talents and strengths is not just a buzzword, but a real strategy leading to increased effectiveness and engagement. Talent development using the CliftonStrengths methodology allows leaders to better understand themselves, make better decisions, and build stronger teams. In a world full of challenges—from digital transformations to talent shortages—a self-aware manager is the greatest competitive advantage.
If you want to create an organizational culture based on trust, collaboration, and growth, a strengths-based philosophy is the first step. As this case study has shown, this step can make all the difference.
In this new managerial reality, I hope you’ll support your people in transforming the yellow and red paths into areas of passion and commitment. I believe that in this new reality, passion and the ability to fully utilize their potential will drive team success and engagement.
Agnieszka Gut – The coach and personal development trainer talked to trusted partner, a sales and marketing expert.
