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R2 STRENGTHS PROFILER

Facilitator GuideTeam Profile

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Dear Strengths Team Champions

Welcome to the R2 Strengths Team Profile Facilitator Guide. As part of our vision to match the world to their perfect job, supporting teams to work from a Strengths-based perspective is simply crucial.

Helping teams to recognise their strengths will allow for far greater flexibility for individuals to play to their strengths. When we can do this, we know teams will be more productive, creative and engaged. When teams can also understand individual and collective weaknesses, it can support communication and minimise the risks these may pose.

This Facilitator Guide should be used alongside the R2 Strengths Team Profile to understand more about how the Profile has been compiled and to interpret the data. As a facilitator or manager, you can then understand what to focus on for your team in any development session you may be running.

Within this guide you have the know-how to make a big difference to the team you are working with, by celebrating their successes, recognising any possible burnout, and optimising their greatest potential.

Good luck!

Trudy Bailey &

The Capp Team

Welcome

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Contents

SECTION 1 Preparation

SECTION 2The Team Session

SECTION 3 The R2 Strengths Profiler

SECTION 4Strengths-based Team Approach

SECTION 5Case Studies

READING LIST

NOTES PAGE

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Benefits of strengths for women

Strengths and organisations

1. Happier2. Confident and self esteem3. High engagement4. Resilient5. Less stress6. More energy7. Goal attainment8. Work performance9. Career path clarity

• 71% chance employees are

more engaged at work

• Employee performance 21-

36% higher

• 50% more likely to have lower

employee turnover

• 44% more likely to earn high

customers satisfaction

• 38% more likely to work in

high-productivity teams

• Improved creativity, delegation

and communication

Which do you want more of?

R2 Strengths Dictionary

Strengths energise people enabling them to be at their best.

““

R2

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Section 1: Preparation Logistics

You may be the facilitator of a team workshop or session, or alternatively theteam manager. As you work your way through the information on the followingpages, please use the check list below as an aide-mémoire.

Purchase R2 Strengths Expert Profiles

Track completions of your team

Assess and forward to the team manager

Be the group administrator

Order your R2 Strengths Team Profile

Prepare for your manager debrief

The Logistics Check List

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1. Purchase R2 Strengths Expert Profiles

You will need to purchase sufficient R2 Strengths Expert Profile codes for your team. We recommend at least 2-3 weeks prior to any debrief/event.

You can purchase R2 Strengths Expert Profile codes by going to the website (www.r2profiler.com)

and creating an account, or logging in to your existing R2 Strengths Profiler account.

Once you have done this and are logged into the R2 Strengths Profiler system, proceed to the Purchase menu, where you will find there are four options to choose from.

The third option down – Purchase a multiple use code for a group of people – allows you to buy one code that has a number of uses attached; this can be distributed to a group of users so that they can all take the assessments under the same code. This also means you only have to make one payment.

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As an example, you could buy one code with 10 uses attached to it. This can then be sent out to all 10 users; each will be able to take their R2 Strengths Profiler assessment with the same code, until all 10 uses have expired. With this option, you will be asked to set up a company and group name. We usually recommend a group name that is distinctive or related to the event/programme you are running, as you may want to set up more groups in the future.

All of the assessments taken with the code will subsequently be saved in the same area. The R2 Strengths Profiler account that originally made the purchase always becomes the ‘administrator’ of that group.

An R2 Strengths Team Profile can be produced with a maximum of 30 people included in the Profile.

2. Be the group administrator

When you purchase a multiple use code forthe first time, you will be required to set up acompany followed by a group. The group is where all the assessments are located once your users have completed. It is from the group information screen that you can gain access to the Advanced Settings, in order to set the functionality of the group to your liking.If you don’t want your users to have sight of their results upon completion, then you can tick the box in Advanced Settings to withhold reports on completion. Only the administrator for the group will be able to view the results.

You can also set an email restriction for thegroup should you wish to ensure that only users with a certain email domain address can take an assessment. For example, we might choose to set a group that only users with emails that have the same domain extension can have access. This function is particularly useful if you know that all users are from the same organisation.

When making changes to the Advanced Settings of your group, please ensure that you use the Save Changes button in order to update your group, otherwise your changes may not be saved.

3. Track completions of your team

As group administrator, you will be able to track who has completed and who has yet to complete their R2 Strengths Expert Profiles. You can receive email notifications once people have completed (but these can be turned off by unticking the box in the Advanced Settings if you’d rather not receive them). Chase any non-completers in plenty of time to allow your profile to be ordered.

4. Order your R2 Strengths Team Profile

Once everyone has completed their R2 Strengths Expert Profile, you can email [email protected], who will then send you a spreadsheet to complete. Please allow two working days for the completed R2 Strengths Team Profile to be emailed back to you. If your

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NB: Please note you will not be able to produce an R2 Strengths Team Profile from R2 Strengths Introductory Profiles. This is due to the Team Profile using the data from all 60 strengths across the Expert Profile for each member of the team, rather than the quadrant data you would see in an Introductory Profile.

timescale is shorter than this, then pleasecontact us to see if we can accommodate.

5. Assess and forward to the team manager

If you are the facilitator and will be debriefing the team manager, you may want to send a copy of the R2 Strengths Team Profile in advance of your meeting to allow for reflections.

If you are the team manager, allow plenty of time to reflect on the relevant questions below.Arrange for the profile to be copied in order that team members will have their own copy during the team debrief or session.

6. Prepare for your manager debrief

It is important you have a thorough discussionwith the manager or leader of the team beforeyour session. This will enable you to gather allthe background knowledge of the team and puttogether a session that is the right context.

We have compiled some questions, as a guide, that may be useful as regards your initial consultation meeting with the team manager. Of course you may be the manager and be more familiar with the team. Please use these as a starting point from which further questions may arise based on the information given.

Please noteOnly English language profiles are used in a Team Profile

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Section 1: Preparation Team Manager Questions

Session purpose1. What are the reasons for running this team

session?

2. What would be a great/ideal outcome to this session?

Team structure 3. What is the team structure like?

For example, they may be:

• Independent or interdependent

• Virtual or local

• Interdisciplinary or similar roles

• A group or a team

• Temporary or permanent

• Hierarchical or flat

4. How well do the team members know each other?

5. Who is managed by whom within the team attending the session?

6. Do the team have shared goals?

7. What are the team members collectively responsible for delivering?

8. What level of decision-making power do the team members possess?

Team dynamics 9. How engaged are the team members

currently in their work?

10. How strong are the relationships between team members?

11. What are the team members’ learning preferences?

12. What degree of diversity exists within the team?

13. To what degree are individual team member’s roles open to evolving and change?

14. What are levels of trust like between team members?

15. How will the team members feel about taking part in this session?

16. What experiences of team building have they had in the past?

Team outputs

17. How well do the team members perform?

18. How well do team members co-operate with each other?

19. How innovative are the team members?

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Section 1: Preparation Team Manager Questions

Inform the manager that the

Team Profile will allow everyone’s R2 Profiles

to be available to the whole team

Evaluation 20. What impact would you like to evaluate

as a result of this team intervention?

21. What will need to be done to make this impact sustainable?

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Our experience with R2 has been

exceptional; it has added a valuable

additional lens onto the strengths work

we’ve been doing with our people and our

clients. We’ve learned that a

strengths focus ultimately has a huge impact

on our ability to unleash the potential in our

people and our clients.

““

R2

Andy WoodfieldPartner, PwC

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Section 2: The Team SessionFramework

The framework below offers some effective guidelines to follow when workingwith a team and subsequently debriefing their R2 Strengths Team Profile. These guidelines cover some important steps to follow prior, during, and after the team session/debrief, to support your use of the tool.

1. Set expectations

Gain commitment of timescales

Be clear when articulating the session, goals and context. Is this a one-off team build session, or part of a longer rolled out development process for your team, working across multiple teams? Is this a whole or half-day session? Will there be a follow up and when?

Establish team development objectives

Meet with the team manager if relevant or, asthe manager, ensure you have established theobjectives for the session/project. Consider theoutcomes for the session and whether there issomething tangible that would benefit the team. For example, a team mission statement; next year’s team objectives; a task that needs a project team allocated; a team goal; or perhaps the team needs to fix or improve a way of working or their output.

Set expectations

Debrief the R2 Strengths Team Profile

Action planning

Individual R2 Strengths Profiler debriefs

The team session

Evaluation and follow up

The Team Session Framework Check List

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Establish evaluation measures

You may wish to prepare an evaluation tounderstand the impact of an R2 Strengths Team debrief and any workshop/session. Establish measures to employ for this, such as evaluating strengths awareness, communication, or trust. Link them back to what the session objectives are.

2. Conduct individual R2 Strengths Profiler debriefs

Ensuring that all team members have a clearunderstanding of their Profiles is an important foundation in order for the team to gain the most value from the session. It is important to facilitate each team member’s understanding of their role, and to help them appreciate the potential that they each have in contributing to the team’s overall success.

Discussion about individuals’ roleswithin the team

Understand the role of each individual withinthe team so that you are able to draw upon thisknowledge when working with the manager and team members. If individual debriefs cannot be undertaken, we would strongly suggest that some form of peer coaching is undertaken during the workshop. You could pose specific questions for them to answer, for example, were there any surprises in the profile? How do your strengths serve you currently? What is the impact of your learned behaviours and weaknesses?

3. Debrief the R2 Strengths Team Profile

Once you have your completed R2 Strengths Team Profile with all the session delegates contained within, it is time to familiarise yourself with the data. If you are the team manager, work your way through the next steps and ‘The R2 Strengths Profiler’ section to understand how to interpret the team’s data.

As a facilitator, it is advisable to share the Team Profile with the team manager in advance of any team debrief or session you are running. This will allow you to pose any exploratory questions, as listed before, and share your thoughts on potential areas of growth and challenges the team may haveindicated. You can then focus the team’s energy on more productive areas of the profile.

4. The team sessionDepending on time available and context, you will need to put together a session that delivers the objectives previously agreed. Below are some helpful topics you may want to consider covering in the debrief/session with your team.

• Introductions to each other/icebreaker exercise

• Session objectives, positioning/background and context

• Introduction to the strengths approach and the benefits of using strengths

• R2 Strengths Profiler and the 4M Model


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• Sharing individual profiles with each other

• Using strengths to achieve goals

• Delegating effectively

• Understanding the strengths and challenges of the team

• R2 Strengths Team Profile debrief

• Team growth areas and challenges based on the R2 Strengths Team Profile

• Team action planning

5. Action planning

Towards the end of exploring the team’s R2 Strengths Profile, it is important to move towards an action planning phase which consolidates the development suggestions that have emerged through the discussion. During this phase, you may wish to consider the following:

Priorities for growth and risk areas

You will now need to draw on your discussions during the session about capitalising on the team’s realised and unrealised strengths, and hence minimising the risks of their learned behaviours and weaknesses.

Support the team by guiding and facilitating theteam to decide upon concrete actions that theywill take forward; who is responsible; and within what time scale. Allow plenty of time for this action planning phase, as this will

consolidate all of the insights and discussions shared during the session, and ensure it has a future focus.

Strategic objectives

Consider whether there are any realised or unrealised strengths that would be useful in the achievement of wider organisational objectives.

Team context

Build upon the information that you know about the team, and consider what kind of actions will work. For example, if the team dislikes following rules and regulations, a strict action plan timetable is unlikely to engage them. However, if they are more creative, consider how you might use this to develop an action plan? How will this team ensure that any actions duly happen, and are tracked and evaluated? Consider what value there would be in helping the team to form working groups to take on any relevant actions, based on their strengths? These could be formed to support any actions from the session, and also to commit to achieving future tasks and goals. This is a great way to make sure you have the right project teams.

What small actions will make the biggestdifference?

What are the smallest and perhaps simplestactions that the team might carry forward, andthat will have the biggest impact on their success?


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Team working strategies

The following suggestions could be discussed in relation to team working strategies:

• Make areas of strength known across the team

• Peer support

• 1-2-1 manager meetings with your R2 Strengths Profiler

• Delegate team tasks on the basis of strengths

• Be overt about roles in team meetings

• Find complementary partnerships

• Make team meetings engaging

6. Evaluation and follow upAs previously mentioned, consider how you wish to evaluate the session based on the context and objectives for the team. You may require delegates to complete an evaluation on the day and/or after the event. You may want to consider some follow up discussions and activities, ensuring the team and manager are on the right track in pursuit of their objectives:

• Continual sharing of strengths

• Discuss evaluation feedback

• Regular strengths feedback to one another within the team

• Implementation of specific team actions

• Implementation of any agreed strengths delegation strategies – are these working effectively?

• Arrange a three month meeting with the team manager/leader to discuss the impact of the team session and how the action plans are progressing

• Six months later intervention – facilitate a further discussion/session on the above


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In these next few pages, we will take you through the R2 Strengths Team Profile step by step, so that, as a facilitator or manager of your team, you can make comprehensive use of the data the Team Profile provides.

We will also pose some useful questions to you, and the team, which will allow you to prepare more substantially for the session and relate back any questions you have to the manager or team.

The more prepared you can be by knowing the key issues for the team, and understanding the profile, the more value and impact you will ultimately have as a manager or facilitator.

The dataYou will be familiar with the R2 Strengths Profiler Quadrant from the individual Introductory and Expert Profiles. The principle is exactly the same.

Within each quadrant, the attributes are presented in order of the frequency that they appear across the team. Your R2 Strengths Team Quadrant presents the seven most prevalent realised strengths for the team, the seven most prevalent unrealised strengths for the team, the four most prevalent learned behaviours for the team, and the three most prevalent weaknesses for the team.

The number in brackets indicates how manymembers of the team possess this attribute as a realised strength, learned behaviour, weakness or unrealised strength.

You will note the R2 Strengths Family is also included (see The R2 Strengths Profiler Strengths Families for more information in the Team Profile and this guide). For example:

1) (Being) shows that the team’s most prevalent realised strength is Pride. It reveals that the team has eight people in it, and Pride appears as a realised strength for seven of the team. This data is captured from the full Expert Profile, which shows allocation of all 60 strengths. It also shows that Scribe is part of the R2 Strengths Family of Being. This pattern is repeated in each quadrant.

Section 3: The R2 Strengths Profiler Team Quadrant

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Section 3: The R2 Strengths Profiler Team Profile

Action stepsIt may be helpful to establish an overview of the quadrant data to present back to the manager or to your team members. Ask yourself the following to gain further insightinto this team:

• How would you describe the team at its best?

• How would you describe the team at its worst?

• What would you describe as the team’s values?

• Where do areas of commonality exist?

• Look at the attributes that fall within each quadrant and consider what the dynamics might be if they interact with one another?

• Are there any patterns in the R2 Strengths Families?

Subsequently, review specific areas of theTeam Quadrant, again asking yourself, theteam manager, and of course each of the teammembers, the 4M Model questions on the following pages. These will allow you to gain further insight into the team and what the impact of the data may be for the team.

Summarise the patterns and ask questions about how the team operates

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Understanding how the team’s strengths work collectively and how

they can use these to support their weaknesses or learned behaviours is a

vital part of your role.

““

R2

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Section 3: The R2 Strengths Profiler Realised Strengths

Ask yourself• How are these realised strengths

employed in the team currently?

• Looking at the team’s realised strengths, what do you view as the team’s greatest areas for growth?

• Which goals and tasks are most apparent for the team and to which could they align their strengths?

• Is there a R2 Strengths Family pattern in this quadrant?

• Are any realised strengths overplayed? What does this look like in practice?

• Could the effect of any overplayed strengths be showing in their learned behaviours or weaknesses? Examples (but not an exhaustive list) could be:

- Humility being overplayed, resulting in Competitive/Courage showing as a weakness (not recognising one’s own achievements or wanting to speak up about them)

- Action being overplayed resulting in certain thinking strengths being draining: Incubator/Innovation/Creativity (too quick in generating new ideas!)

- Drive/Growth overplayed and Personal Responsibility appears draining (taking on too much)

- Organising strengths overplayed resulting in less Creativity or Growth/Drive (not enough flexibility or room for spontaneity)

- Pride overplayed, with Time Optimiser falling in energy/performance (everything needing to be perfect may result in execution being limited)

Marshalling Realised Strengths• How can the team use these strengths

more productively to achieve their objectives?

• Which strengths could the team combine in order to reach their goals?

• Which unrealised strengths would enable them to use any overplayed realised strengths less?

• Who on the team has different realised strengths to the quadrant, which could bring diversity to the team?

• How do the team members feel about their realised strengths? Do they recognise themselves?

• Look for individual strengths in the team that could champion key areas of action

• Which realised strengths will support the team’s weaknesses or learned behaviours? Who has these?

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Team’s often share the same learned behaviours but establishing

the impact it is having on the team, whether well-being or productively,

will be essential for moving them forward.

““

R2

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Section 3: The R2 Strengths Profiler Learned Behaviours

Ask yourself• What is the commonality of the learned

behaviours? Pay attention to those where many team members share the same ones.

• How much are they relied upon at the moment?

• What is the impact on the team’s current performance?

• Could the culture of the organisation have contributed to any of the learned behaviours?

• What is/might be the team’s initial response to them?

• Which de-energise the team the most?

• Does the manager resonate with this?

• What might be the risks that pose a future threat to the goals of the team?

• Could any of the learned behaviours have emerged as a result of overplayed strengths?

Moderating learned behaviours• Who else on the team has the

common learned behaviours as realised or unrealised strengths to support projects, tasks or individuals?

• Can the team use other strengths instead? For example, if Work Ethic appeared, can they use Time Optimiser, Creativity or Enabler to work differently instead of working longer hours?

• How might the team vary their work on different projects or tasks, so that it isn’t always the same people involved, or the same methods of performing tasks?

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Only pay attention to the team’s weaknesses if they are really having an impact on the team or they have a

high frequency. Help the team to accept them and

use their strengths instead.

““

R2

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Section 3: The R2 Strengths Profiler Weaknesses

Ask yourself• Are any of the weaknesses currently

exposed in the team’s work?

• What is the frequency? Are any weaknesses business-critical for the team?

• Could they have a future impact on where the team wants to progress?

• Would stakeholders recognise these weaknesses in the team?

• Is there a Strengths Family pattern to the weaknesses? It is not uncommon for the Thinking Family to appear more frequently here. If this is the case, which other Thinking strengths are realised or unrealised in support?

• Are there any patterns in the weaknesses when reviewing the realised strengths, i.e. overplaying strengths that are impacting on weaknesses? (see realised strengths for examples)

Minimising weaknesses• Which individuals on the team have

these weaknesses as a strength (or even a learned behaviour if necessary) that could support the team?

• What strengths can support the team to minimise this weakness? For example, could the team members use their Mission strength in order to connect with purpose when Scribe is a chore? When Detail is an energy zapper, how would dialling up the team’s strength in Pride assist?

• What other complementary partnerships are there available to support individuals? It doesn’t always need to be the same strength! For example, if someone had a weakness in Order, could they work with someone with other organising strengths to support them, i.e. Planful, Adherence, Detail?

• Can the team rely on the weaknesses less? In some cases, they are simply not relevant!

• If the team does need to use them at times, how can they reach a similar outcome using another strength; for example, using their Curiosity instead of Rapport Builder to build that initial conversation?

Top tipsAdherence is one of the most common weakness in individuals and in teams. It is likely you will need to work around this for your team, accepting that we don’t always like following rules!

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Unrealised strengths are the team’s greatest potential. With more

diversity here, however, be sure to dial up individual strengths to maximise

the future success of the team.

““

R2

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Section 3: The R2 Strengths Profiler Unrealised Strengths

Ask yourself• Which unrealised strengths have the

highest frequency?

• Is there a Strengths Family pattern? For example, do Relating strengths appear more frequently here than in the realised strengths quadrant?

• Which ones do the team really engage with and are motivated to use more?

• Where are the biggest opportunities for the team to maximise their unrealised strengths?

Maximising Unrealised Strengths• Can they be used in a way that

achieves the team’s objectives?

• Are there ways in which these can compensate for team weaknesses or learned behaviours?

• Which team members can champion growth of certain strengths?

• Do any work well together to support goal achievement for the team?

• Are there any unrealised strengths which support any gaps in the realised strengths? Any gaps across the R2 Strengths Families?

• You may want to explore why the strengths may be unrealised with the team; what is the culture like in the team? What opportunities exist to work differently?

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With the strengths lens, it gives us a really practical way to

embed it across the organisation, ensuring our people and the

organisation benefit. The feedback has been really positive

resulting in team events fully booked for the next 6 months!

““

R2

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Section 3: The R2 Strengths Profiler R2 Team SWOT

The dataYour R2 Strengths Team Profile SWOT provides you with the two attributes that are the most significant Strengths, Weaknesses, Opportunities and Threats for the team as a whole. Please note that it is possible for the same attribute to appear in more than one area of the SWOT.

As an example, if Work Ethic was to appear as a Threat and a Weakness, this is because it is based on the profile of the data for Work Ethic across the team, rather than just the learned behaviour or weakness quadrant data for Work Ethic on their own.

The SWOT is designed to follow the R2 Team Quadrant Profile, but also takes into account the R2 Strengths Profiler Quadrant of each attribute for each team member.

Therefore, you may or may not see similar data showing when comparing it to the R2

Quadrant Model, again, dependent on the whole team. If there is a different strength appearing in the Strengths section of the SWOT, this would tell us that overall as a team, this was actually higher than the individual scores of the Quadrant Model.

An example here would be if the top realised strength for the team was Equality, and 7 out of 10 team members all shared this, but the three people who didn’t all show as weaknesses, then Equality may not appear as a SWOT strength as it is looking at the overall pattern of data across the team.

In summary, the SWOT looks at the whole picture of the team, not just the frequencies and will consider all of the data for that attribute across the team, and weight it accordingly.

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Section 3: The R2 Strengths Profiler SWOT Actions steps

OpportunitiesOpportunities are calculated with the highest weighting for the unrealised strengths of the team, but also taking into account all the data for each attribute across the team as a whole. Consider the following for the team when reviewing the two opportunities listed:

• Where are the biggest opportunities for the team in maximising them?

• How can they be used further in their current tasks?

• Can they support any business-critical weaknesses or learned behaviours?

• Which team members could champion the growth of these opportunities?

• How does the team feel about using these more frequently?

• How could they be used, individually or collectively, to support future goal achievement?

• Could anything be preventing them from being maximised?

• Consider team dynamics, culture and change patterns in the team.

StrengthsStrengths are calculated with the highestweighting for the realised strengths of theteam, but also taking into account all the datafor each attribute across the team as a whole.Consider the following for the team whenlooking at the two strengths listed:

• How could they use these two strengths for growth?

• How are they currently used?

• What goals and tasks are coming up for the team where they could align them?

• Are they ever overplayed? What does this look like in practice?

• How could these strengths be combined in order to achieve the team goals?

• What is the team’s reaction to these strengths?

Those looking for further points to tell us we can’t spell

SWOT in the profile, will of course, know we have

followed the quadrantrather than the spelling!

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Section 3: The R2 Strengths Profiler SWOT Actions steps

WeaknessesWeaknesses are calculated with the highestweighting for the weaknesses of the team, butalso taking into account all the data for eachattribute across the team as a whole. Considerthe following for the team when looking atthe two weaknesses listed:

• Are they business-critical to the team?

• Are these weaknesses currently exposed in the team’s work?

• Could they have a future impact on any of the team’s goals?

• Do they need to use them? If yes, can they rely on them less?

• Does anyone on the team have these as strengths to support the team?

• Are there alternative strengths the collective team have to support these weaknesses?

• What other complementary partnerships exist amongst the team to support individuals?

ThreatsThreats are calculated with the highestweighting for the learned behaviours of theteam, but also taking into account all thedata for each attribute across the team as awhole. Consider the following for the teamwhen reviewing the two threats listed:

• What is the current impact of the threats on the team?

• How much are they relied upon at the moment?

• Is there any impact on the team’s current performance?

• Why do they de-energise the team?

• Are they overplayed? Can they rely on them less?

• Are there any potential risks now or in the future?

• Who on the team has these as strengths to support?

• Can the team use other strengths instead to reach the desired outcome?

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The 60 strengths are divided into five Strengths Families. They

are grouped conceptually to provide a useful and simple

framework for reviewing any patterns that may exist in the data.

““

R2

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Section 3: The R2 Strengths Profiler Strengths Families

The dataBeing: Strengths of Being are about our way of being in the world.

Communicating: Strengths of Communicating are abouthow we give and receive information.

Motivating: Strengths of Motivating are about thethings that drive us toward action.

Relating: Strengths of Relating are about howwe relate to others.

Thinking: Strengths of Thinking are about whatwe pay attention to and how we approach situations.

Each family shows the representation across the quadrants in the circles. The purple section indicating the percentage of RS appearing in the family presented, and so on for LB, WK, and US. This pattern is repeated across all five Families.

During your team debrief or team session, consider the guidance for the team’s highest and lowest R2 Strengths Family.

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Section 3: The R2 Strengths Profiler Strengths Families

Action steps

Review the Strengths Family circles to ascertain what patterns may exist. Along with the team, you will need to review the data further and discuss the impact these patterns may be having now, or could have, in the future.

Pay attention to which Families are the energy givers and takers and where there is the greatest potential as well as risk. Consider the following:

• Are there certain Families that appear to be more prevalent in each quadrant, or are they distributed evenly?

• What are the highest and lowest frequency realised strengths, unrealised strengths, learned behaviours and weaknesses in each family?

• What is the impact of the highest and lowest Family? How does this data manifest itself as regards the team’s ability to communicate and operate?

• How can this be managed? What other strengths or Strengths Families could support the team or individuals?

• Could the team be in any danger of burnout?

• Are there any opportunities to grow, based on a dominant unrealised strengths within a Family?

• Do the team members feel like they have a good balance across the Families to deliver their objectives?

• Are there any areas where the team is lacking that may be considered important?

• Are there any areas of risk showing? Consider where the team hopes to be in 12 months

• Is there a pattern between realised and unrealised strengths? Why might this be?

• Could the team be overplaying any areas?

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Understanding how the team’s strengths work collectively and how

they can use these to support their weaknesses or learned behaviours is a

vital part of your role.

““

R2

32

Section 3: The R2 Strengths ProfilerR2 Dictionary and Individual Quadrant Profiles

R2 Dictionary

The data

All 60 strengths are listed, helping youidentify the Strengths Family, R2 Strengths Profiler icon and description of the strength. They are listed in alphabetical order.

Action stepsIf you are not yet familiar with thedescriptions use this, along with the R2Expert Profile and The Strengths Book, toenhance your knowledge.

You may like to purchase from [email protected] our strengths cards to use in your session.

Individual Quadrant ProfilesThe data

The individual R2 Strengths Quadrant Profiles are listed for each team member, showing up to seven realised and unrealised strengths, up to four learned behaviours, and up to three weaknesses.

Action stepsUse these quadrants as a quick referencepoint for each team member to see the mostprevalent information in each quadrant forindividuals. Use as a guide, along with the Profile Summary, when allocatingtasks in action planning.

33







36% higher


employee turnover






and communication



The strengths session was extremely insightful. We

are continuing this learning, in order to support our strategy and

team members frequently refer to their strengths when interacting with each

other. A level of openness has been achieved that is proving very useful both in day to day communication

and pursuit of our longer term goals.

““

R2

Amy HaywardBBC

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Section 4: Strengths-based Team Approach The Evidence

1. Shared IdentityTeam members that understand their own, each other’s and the team’s collective R2 Strengths Profiler profiles are likely to be able to self-regulate themselves as individuals and collectively as a team. Research shows that leaders and team members should understand what their collective vision, goals and objectives are, and their part in it. Judge and Hurst (2008) found that individuals with a high understanding about themselves tend to be better performers, are more satisfied in their work, and happier in their lives. Linley (2008) suggests that people who know their own abilities and strengths perform better.

2. Realise strengthsIn strong teams, managers understand thestrengths and weaknesses of their team andallocate work on this basis, and team membersuse their strengths to deliver their goals. Therole of strengths identification has been criticalin understanding where and how an individualin each team can develop. Research by Harter,Schmidt and Hayes (2002) has found thatindividuals’ engagement levels have increasedalongside their output and improved performance as a result of being managed on the basis of their strengths (CLC, 2002). In Capp’s work with BAE Systems, Smedley (2007) found that team working in one division of their business improved as a result of identifying individuals’ areas of strength.

3. Increased positivityStrong teams share more positive emotions than negative emotions. Research by Fredrickson (2004) showed that teams flourish significantly with a positivity-negativity ratio of 3:1. These positive emotions lead to a ‘broadening and building’ of physical, intellectual, psychological and social resources such as health (physical), problem-solving skills (intellectual), creativity and resilience (psychological), and quality of relationships amongst a team (social).

4. Strengths aligned to goalsResearch by Linley and colleagues (2010) found that when individuals align their strengths towards a particular goal, they are significantly more likely to achieve that goal. For organisations this leads to greater performance, engagement, and quality of work. For individuals, strengths use is associated with increased goal attainment, which is associated with greater self-growth, autonomy,positive effect, life satisfaction, and well-being.If goals are aligned to an individual’s realised or unrealised strengths, there is greater potential for increased energy and high performance.

35

Goals for the team should be set according towhether they are:

5. Commitment to actionHigh performing teams are clear about theactions that they take, and embrace the concepts of discipline in focusing on strategic goals, maintaining high motivation, and collectively pursuing goals. De Dreu and Van Vianen (2001) proposed that commitment to action relates to tasks, processes and interpersonal elements. ‘Tasks’ relate to maintaining momentum on aspects such as which new product should be launched.

‘Processes’ relate to how the task is achieved in terms of shared responsibility and delegation, and ‘interpersonal elements’ relate to developing positive dynamics and relationships amongst the team in order to sustain action. Each of these should function optimally in order to maintain strong commitment to action amongst a team.

S

A

M

R

T

specific, significant, stretching

agreed upon, attainable, achievable, acceptable, action-oriented

measurable, meaningful, motivational

realistic, relevant, reasonable, rewarding,results-oriented

time-based, timely, tangible, trackable

Section 4: Strengths-based Team Approach The Evidence

36







36% higher


employee turnover






and communication



Capp and R2 proved to be the perfect solution for our needs. As

a result, three months from the start of this exercise the team feels more engaged and has made great leaps

forward towards becoming stronger partners to our business.

““

R2

37

Section 5: Case StudyHSBC

Building L&D Capability: Strengths-based Team Development

The challenge

The PFS Academy-UK was undertaking a significant transformation that led to changes in roles. HSBC wanted to build the personal delivery capability of individual team members whilst also strengthening the development and collaborative working of the team.

There was an identified need to build the personal delivery capability of individual team members, whilst also strengthening the development and collaborative working of the team as a whole.

Capp’s approach

There were three core elements of the approach:

• Each team member completed R2 Strengths Profiler, to provide a shared language and understanding of strengths

• Each team member received an individual R2 Strengths Profiler debrief to help them understand the dynamics of their strengths and how their strengths could be applied to achieving their goals and objectives

• A team development session was delivered where this knowledge was brought together for the team as a whole to improve cohesion, shared purpose, and collaborative working through harnessing team strengths

Results• 100% of team members agreed the

R2 Strengths Profiler assessment and debrief helped them understand more about their strengths and weaknesses

• 100% of team members agreed understanding their strengths would be helpful to them in their work

• 91% of team members agreed their R2 Strengths Profiler debrief would help them to achieve their goals and objectives

• 82% of team members agreed they had made positive developmental changes as a result of their R2 Strengths Profiler debrief

• 82% of team members stated they had taken action as a result of the strengths workshop

• 91% of team members agreed they knew how to use their strengths in order to be more effective at work

• 100% of team members stated the strengths workshop was a positive experience for them

• 100% of team members agreed or strongly agreed they would continue to use the things they had learned

38

Section 5: Case StudyCo-operative Funeralcare

Conference Launch Event and Strengths-based Team Working

The challenge

With funeral directors responsible for runninglocal businesses nationwide, providingcentralised development can be difficult. Co-operative Funeralcare were searching for a way to motivate and engage all funeral directors in their own development and the continual development of their local teams.

Capp’s approach

Working with the HR team, we designed and developed a series of organisational interventions that would enable development and engagement across the business:

• An overall development and engagement strategy for the business was put in place and included the annual leadership conference

• The conference involved the top 230 leaders and managers, with the key themes of using strengths in development, performance management, and engagement

• Every manager took the R2 Strengths Profiler and had the opportunity to consider how to best use their unique strengths as a manager

• A series of Strengths Team Programmes were delivered to various teams and focused on understanding and harnessing their strengths in order to develop team performance, improve customer experience and enhance business performance

Outcomes• Participants of the conference reported

they had successfully engaged and been inspired by the value of using strengths, feeling that they had the tools and practical techniques to put this into practice

• Team leaders reported greater insight into the strengths and weaknesses of their team members and an improved ability to delegate work appropriately

• Teams also reported a greater ability to work effectively with other teams with different strengths profiles

• 82% of team members agreed they had made positive developmental changes as a result of their R2 Strengths Profiler debrief

• 82% of team members stated they had taken action as a result of the strengths workshop

• 91% of team members agreed they knew how to use their strengths in order to be more effective at work

• A greater understanding, communication and level of trust was developing amongst the teams and individuals who were using the strengths approach

39







36% higher


employee turnover






and communication



Introducing Capp and strengths to our managers, has made them

stronger individually and as teams. This has positively

impacted on how engaged our colleagues feel and how

well our clients tell us they have been looked after.

““

R2

Head of HRCo-operative Funeralcare

40

R2 Strengths ProfilerReading List

Recommended booksEffective Teamwork: Practical Lessons fromOrganizational Research (Psychology of Workand Organizations) by Michael A. West (2003).

International Handbook of OrganizationalTeamwork and Cooperative Working by Michael A.West, Dean Tjosvold, and Ken G. Smith (2003).

Average to A+: Realising strengths in yourselfand others by Alex Linley (2008).

Oxford handbook of positive psychology andwork edited by P. Alex Linley, Susan Harrington, & Nicola Garcea (2010).

Positive psychology in practice by Alex Linley& Stephen Joseph (2004).

The Strengths Book: Be confident, besuccessful, and enjoy better relationships byrealising the best of you by Alex Linley, JanetWillars & Robert Biswas-Diener (2010).

Recommended journal articlesCorporate Leadership Council (2002) Performance Management Survey, Washington, DC: Author Harter, J. K., Schmidt, F.L., & Hayes, T. L. (2002).

Business- unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.

Linley, P.A., Nielsen, K.M, Wood, A.M., Gillett,R and Biswas-Diener, R (2010) Using signaturestrengths in pursuit of goals: Effects on goalprogress, need satisfaction and wellbeingand implications for coaching psychologists.International Coaching Psychology Review, 5 (1), 8-17.

Locke, E.A., Shaw, K.N., Saari, L.M & Latham,G.P (1981) Goal Setting and Task Performance, Psychological Bulletin, 90 (1) 125-152.

Pardey, D (2004) Leading Teams, Lichfield: Institute of Leadership and Management.

Smedley, T (2007) The Powers that BAE, People Management, 40-42.

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Notes

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Enjoy transforming your team!

Trudy Bailey &

The Capp Team

The Venture CentreSir William Lyons Road

CoventryCV4 7EZ

www.capp.co+44 (0) 2476 323 363

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