A sample team

Five real strengths profiles, five names that are not real.

The thirty-four ranked themes on this page are genuine CliftonStrengths 34 results. The names, the roles, and the wording around them are written as a facilitator would write them for a session. Nothing here is a prediction, a diagnosis, or a compatibility score, and no original report is published.

The tool this day runs on

CliftonStrengths 34 · in useHogan Assessments · on requestDISC · on requestMBTI · on requestAura · on request

Everything on this page is built on CliftonStrengths 34. Hogan, DISC, MBTI and Aura can be set as the tool for a workshop on request — the day, the conversations and the safeguards stay the same; only the language of the profiles changes. We do not show made-up results for a tool we have not set up with you.

ExecutingInfluencingRelationship BuildingStrategic Thinking

01 — Self

What I bring, what I need, and what I watch in myself.

Each person reads their own sequence first. Not a label — a starting point for saying out loud how they work best.

Executing

Hidayah Rahman

Operations lead

1Deliberative

2Analytical

3Self-Assurance

4Restorative

5Relator

Leads with Executing themes.

What this person brings

A careful read of risk before anyone commits. She asks the question nobody else wanted to ask, and she asks it early rather than after the fact.

What they need from others

Time to examine a decision before being asked to back it, and the reasoning behind a change rather than only the change.

What they watch in themselves

Under pressure her caution can read as resistance. She stays useful when she says out loud what she is weighing, instead of only saying no.

See all thirty-four themes for Hidayah Rahman

1Deliberative

2Analytical

3Self-Assurance

4Restorative

5Relator

6Focus

7Responsibility

8Consistency

9Learner

10Arranger

11Command

12Developer

13Discipline

14Significance

15Woo

16Belief

17Strategic

18Connectedness

19Includer

20Ideation

21Individualization

22Harmony

23Communication

24Achiever

25Intellection

26Input

27Futuristic

28Empathy

29Positivity

30Competition

31Activator

32Maximizer

33Adaptability

34Context

02 — Partner

Two people, and the conversation that has been waiting.

A pair view is written for the two people in it. It names what they cover between them, what accelerates them, what quietly costs them, an alternative explanation for the friction, and one question to take away.

Executing

Hidayah Rahman

Operations lead

1Deliberative

2Analytical

3Self-Assurance

4Restorative

5Relator

Influencing

Amir Halim

Commercial lead

1Positivity

2Woo

3Communication

4Competition

5Focus

What they cover together

Between them they cover the two things a commitment needs: someone who tests whether it will hold, and someone who can carry the room with it once it does.

Partnership accelerators

Needs they both hold, so each can protect it for the other.

Visible progress
Hand them the fault, not only the symptom. (Restorative)
A clear, single priority
Name what has been dropped when something is added. (Focus)

Partnership inhibitors

Needs that cost each other while nobody names them.

Time to examine the risk against visible progress
One counts what is finished; the other counts what could go wrong. Both are keeping score of different things. (Deliberative · Restorative)
A clear, single priority against a settled room
One softens the message; the other says it plainly. The same point lands twice, differently. (Focus · Positivity)

Where they pull differently

Hidayah's first instinct is to slow a decision down and examine it; Amir's is to move while the energy is there. Left unspoken, each reads the other as the obstacle.

Another explanation worth testing

The friction may have nothing to do with their strengths. It may simply be that one of them was accountable for the last commitment that slipped.

The question for the two of them

Amir, what would Hidayah need to see before you have her genuine backing rather than her silence?

Strategic Thinking

Zulkifli Awang

Engineering lead

1Learner

2Connectedness

3Achiever

4Intellection

5Input

Relationship Building

Noraini Pengiran

People and capability lead

1Includer

2Adaptability

3Learner

4Ideation

5Positivity

What they cover together

One goes deep into how the system actually behaves; the other opens up options and makes sure the people affected are in the conversation. Together they produce choices that are both workable and fair.

Partnership accelerators

Needs they both hold, so each can protect it for the other.

Something new to learn
Give them the new thing, then ask them to teach it. (Learner)
A fair, consistent process
Say the rule out loud before the exception. (Consistency)

Partnership inhibitors

Needs that cost each other while nobody names them.

Visible progress against work done properly
One will not ship it yet; the other needs it shipped. Quality and momentum compete for the same hours. (Achiever · Maximizer)

Where they pull differently

Noraini generates and adapts quickly. Zulkifli wants to finish thinking before he speaks. In a fast meeting she can look scattered to him, and he can look absent to her.

Another explanation worth testing

It may be about meeting design rather than difference: neither of them has been given the thinking time the decision deserved.

The question for the two of them

What would you two change about how a decision reaches you, so both the depth and the options make it into the room?

Accelerators and inhibitors are drawn from the needs underneath each person's strongest themes. In a real session, each person confirms or rewords their own needs first, so a pair only ever sees language its two members have accepted.

03 — Team

The pattern the five of them make together.

Share of the group's combined top-ten themes falling in each of the four official domains. Read as a group pattern only — never as a verdict on an individual.

Executing30% · 15 of 50 themes

Influencing16% · 8 of 50 themes

Relationship Building30% · 15 of 50 themes

Strategic Thinking24% · 12 of 50 themes

Carried by most of the group

Consistency4 of 5

Learner4 of 5

Relator4 of 5

This group builds trust through steady, fair, one-to-one relationships and keeps learning. That is a real strength, and it is also what they will default to when they are tired.

Thin across the group

Activatorbottom ten for 4

Competitionbottom ten for 3

Intellectionbottom ten for 3

Significancebottom ten for 3

Nobody in the group carries these high. It does not mean they cannot do it — it means they must decide, deliberately, who pushes for pace and who insists a decision actually gets made.

04 — Team grid

The whole team on one page.

Every person's ranks across all thirty-four themes, grouped by the four official domains. Switch how deep the grid reaches: the top five is what goes on a projector, all thirty-four is what a facilitator reads before the day.

Five people, thirty-four themes, one page.

Executing

People with dominant Executing strengths know how to make things happen. When you need someone to implement a solution, these are the people who work until it is done.

Influencing

People who lead by Influencing help the team reach a wider audience. When you need someone to take charge, speak up, and make sure the group is heard, look here.

Relationship Building

People who lead through Relationship Building are the glue. Without these strengths a group is often a composite of individuals rather than a team.

Strategic Thinking

People with strong Strategic Thinking keep everyone focused on what could be. They absorb and analyse information and stretch the group's thinking.

Team member	Executing									Influencing								Relationship Building									Strategic Thinking
Theme	Achiever	Arranger	Belief	Consistency	Deliberative	Discipline	Focus	Responsibility	Restorative	Activator	Command	Communication	Competition	Maximizer	Self-Assurance	Significance	Woo	Adaptability	Connectedness	Developer	Empathy	Harmony	Includer	Individualization	Positivity	Relator	Analytical	Context	Futuristic	Ideation	Input	Intellection	Learner	Strategic
Team rank order					3													1	2						5								4
Hidayah RahmanOperations lead	·	·	·	·	1	·	·	·	4	·	·	·	·	·	3	·	·	·	·	·	·	·	·	·	·	5	2	·	·	·	·	·	·	·
Amir HalimCommercial lead	·	·	·	·	·	·	5	·	·	·	·	3	4	·	·	·	2	·	·	·	·	·	·	·	1	·	·	·	·	·	·	·	·	·
Noraini PengiranPeople and capability lead	·	·	·	·	·	·	·	·	·	·	·	·	·	·	·	·	·	2	·	·	·	·	1	·	5	·	·	·	·	4	·	·	3	·
Zulkifli AwangEngineering lead	3	·	·	·	·	·	·	·	·	·	·	·	·	·	·	·	·	·	2	·	·	·	·	·	·	·	·	·	·	·	5	4	1	·
Siti MarlinaHealth, safety and environment lead	·	·	·	·	2	·	·	·	·	·	·	·	·	·	·	·	·	5	3	·	4	1	·	·	·	·	·	·	·	·	·	·	·	·

What this team is built on

At this depth the grid puts 40% of the team's theme places in Relationship Building and only 16% in Influencing. The themes more than one person holds are the team's working habits, whether or not anyone chose them.

Adaptability2 of 5
Connectedness2 of 5
Deliberative2 of 5
Learner2 of 5
Positivity2 of 5

Question for the room: which of these habits earned us our last good result, and which one is just what we default to?

What the team collectively needs

The needs sitting underneath the most represented themes. Read as the conditions this team needs in order to stay engaged — not as demands, and not confirmed until each person confirms their own.

A settled roomweight 5

From Empathy, Harmony, Positivity.

Room to moveweight 5

From Adaptability, Arranger, Ideation.

A clear, single priorityweight 4

From Command, Focus, Strategic.

A fair, consistent processweight 4

From Consistency.

Real one-to-one trustweight 4

From Relator.

Where the team crowds

Several people high in the same theme amplifies it. It also means the same argument gets made three times and sounds like consensus.

Consistency — Hidayah Rahman, Amir Halim, Noraini Pengiran, Zulkifli Awang.
Learner — Hidayah Rahman, Amir Halim, Noraini Pengiran, Zulkifli Awang.
Relator — Hidayah Rahman, Amir Halim, Noraini Pengiran, Siti Marlina.

Question: when we all agree quickly, is that judgement or just shared instinct?

The empty spaces

Nobody holds these in their top ten. What they cover tends to go unsaid rather than badly done.

Executing — Belief, Discipline.
Influencing — Significance.
Relationship Building — Developer.
Strategic Thinking — Context, Futuristic.

Question: who has been doing this work anyway, without it being their strength or their job?

Pockets of excellence

A theme only one person carries in their top five. Not better or worse than anyone — just the only place in the team where it is instinctive.

Achiever · Zulkifli Awang

Bring them in for: Show them what has actually moved, not only what is planned.

Analytical · Hidayah Rahman

Bring them in for: Bring the numbers with the proposal.

Communication · Amir Halim

Bring them in for: Ask them to put the group's position into words.

Competition · Amir Halim

Bring them in for: Set a measure they can be judged against.

Pair them on purpose

Where one person's high theme sits near the bottom of another's ranking. A reason to put two people on the same piece of work — not a compatibility score, and not a judgement of either of them.

Harmony is Siti Marlina's number 1 and Noraini Pengiran's number 28. Put them together when the work needs it and the conversation does the rest.
Includer is Noraini Pengiran's number 1 and Siti Marlina's number 32. Put them together when the work needs it and the conversation does the rest.
Woo is Amir Halim's number 2 and Siti Marlina's number 33. Put them together when the work needs it and the conversation does the rest.
Achiever is Zulkifli Awang's number 3 and Siti Marlina's number 31. Put them together when the work needs it and the conversation does the rest.

05 — Under pressure

A real decision, and the split it produces.

The question is read out, answered privately on phones, and only shown on the projector when the facilitator chooses to show it. Phones never display the result.

The turnaround is running nine days late. Hold the date and cut scope, or move the date and keep scope.

Hold the date, cut scopeMove the date, keep scope

How a facilitator reads it

The split is not the point. What matters is that the two people most likely to disagree in the corridor have now disagreed in the room, with a reason attached to each choice.

The question that follows

Whichever way we go, who will find their job harder because of it, and who is going to tell them?

06 — Org DNA

The nine decide. Three hundred people live with it.

The same strengths data, taken across the whole organisation. It shows what this workforce runs on, where that differs from everybody else, and what a single decision does to it — inspire, or quietly disengage.

The organisation behind the room

300 people — operations, maintenance, and support — summarised as one pattern. Share of all top-ten theme places falling in each of the four official domains.

Executing10%

Influencing21%

Relationship Building67%

Strategic Thinking2%

Most of the high places here sit in Relationship Building (67%), and the fewest in Strategic Thinking (2%). It is a hypothesis about how change lands here, not a judgement about anyone's ability.

Where this organisation is genuinely different

More common here than in the world

Includer+44.4 pts

56% here · 12% worldwide

Connectedness+43.6 pts

55% here · 12% worldwide

Adaptability+40 pts

57% here · 17% worldwide

Developer+32.4 pts

49% here · 16% worldwide

Individualization+32.2 pts

48% here · 16% worldwide

Harmony+29 pts

49% here · 20% worldwide

Less common here than in the world

Achiever-31.2 pts

0% here · 31% worldwide

Learner-28 pts

0% here · 28% worldwide

Responsibility-27.4 pts

0% here · 28% worldwide

Strategic-21.8 pts

0% here · 22% worldwide

Input-19.5 pts

0% here · 20% worldwide

Restorative-19.1 pts

0% here · 19% worldwide

Baseline: Gallup CliftonStrengths theme frequency, all countries, 21,749,980 respondents. Comparing against everybody else is what separates a genuine signature from a theme that is simply common everywhere.

What the collective picture asks for

The needs sitting underneath the most common themes. Read as the conditions this workforce needs in order to stay engaged.

Room to move
57% of the 300
Room to respond to what today actually brings. Ask what has changed before restating the plan.
Everyone in the room
58% of the 300
Nobody left outside the conversation. Ask who is missing before the decision closes.
A reason that matters
55% of the 300
To see how this decision joins the bigger picture. Connect the task to the whole before asking for the task.
Real one-to-one trust
50% of the 300
A few real, honest relationships to work through. Give them time one to one, not only in the group.
A settled room
88% of the 300
A settled room and practical common ground. Ask them directly for their view, early.
People developing
49% of the 300
To see someone get better because of them. Give them a person to bring on, not only work to do.
To be treated as an individual
48% of the 300
To be dealt with as themselves, not a category. Ask what works for this particular person.

Needs almost nobody in the organisation carries

thinking time before speaking, the facts and the background, something new to learn, a fair, consistent process. Fewer than ten people in 300 carry any of these in their top five, so no figure is reported for them. If the leadership team wants these to happen, someone has to do them on purpose.

One decision, and what it does to the DNA

The turnaround is nine days late

The shutdown has run over. Cargo commitments are firm, the crews have already worked two extended swings, and the executive team has to say something to the plant on Monday morning.

Hold the date. Extend the swings and push through.

The original commitment stands. Shifts are extended, the plan does not change, and the message is that the team finishes what it started.

What it feeds

Something worth winning6%
A clear, single priority5%

What it starves

A settled room88%
Room to move57%
Real one-to-one trust50%
To be treated as an individual48%

At least 6% energised · at least 88% likely to pull back

At least 6% of the 300 carry a top-five theme sitting on a need this option feeds, and at least 88% carry one sitting on a need it starves. Both figures are floors taken from the single largest need on each side, not a count of how anyone will act.

The question in the room

Who in the plant hears this as confidence in them, and who hears it as their situation not being looked at?

Reset the date publicly and rebuild the plan with the crews.

The team says openly that the date has moved, explains why, and rebuilds the remaining sequence with the people doing the work.

What it feeds

A settled room88%
Everyone in the room58%
A reason that matters55%
Real one-to-one trust50%
To be treated as an individual48%

What it starves

Something worth winning6%
A clear, single priority5%

At least 88% energised · at least 6% likely to pull back

At least 88% of the 300 carry a top-five theme sitting on a need this option feeds, and at least 6% carry one sitting on a need it starves. Both figures are floors taken from the single largest need on each side, not a count of how anyone will act.

The question in the room

What does the plant conclude about how firm any future date is, and who needs to hear the reasoning before Monday?

Engaging them with your own strengths

Same organisation, different leader. Choose a person above to change this view.

What Hidayah Rahman will meet without trying

Room to move
57% of the organisation needs this, and Arranger sits high for Hidayah Rahman. Ask what has changed before restating the plan.
Real one-to-one trust
50% of the organisation needs this, and Relator sits high for Hidayah Rahman. Give them time one to one, not only in the group.

What Hidayah Rahman has to do deliberately

Everyone in the room
58% of the organisation needs this and it is not in Hidayah Rahman's top ten. Ask who is missing before the decision closes. Watch for: widening the circle slows a decision down.
A reason that matters
55% of the organisation needs this and it is not in Hidayah Rahman's top ten. Connect the task to the whole before asking for the task. Watch for: urgency can get lost in the wider view.
A settled room
88% of the organisation needs this and it is not in Hidayah Rahman's top ten. Ask them directly for their view, early. Watch for: a real disagreement gets smoothed over.
People developing
49% of the organisation needs this and it is not in Hidayah Rahman's top ten. Give them a person to bring on, not only work to do. Watch for: underperformance is tolerated for too long.
To be treated as an individual
48% of the organisation needs this and it is not in Hidayah Rahman's top ten. Ask what works for this particular person. Watch for: consistency looks like an insult.

Every figure on this page is an aggregate of 300 people. No individual result is shown, no team smaller than ten is reported separately, and no number here predicts what any person will do. They are estimates that exist to start a conversation the leadership team can have with real people.

This is the shape of your own session.

With your team, the reports are your team's, reviewed with you before anyone sees an interpretation, and the decisions are the ones you are actually facing.

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