- Gallup Called to Coach Webcast Series
- Season 7, Episode 51
- Learn about one organization's strategies to keep CliftonStrengths and engagement new and top-of-mind for employees as they seek to excel in their roles.
Jon Sexton, Michelle Prohaska and Dominic Musgrove of Vibrant Credit Union were our guests on a recent Called to Coach. Jon, Michelle and Dominic shared how they have put to work the power of each employee's unique CliftonStrengths and Gallup's Q12 employee engagement assessment -- along with storytelling -- to bring excellence and team cohesion to their organization.
Below is a full transcript of the conversation, including time stamps. Full audio and video are posted above.
Jim Collison 0:00
I am Jim Collison and live from the Gallup Studios here in Omaha, Nebraska, this is Gallup's Called to Coach, recorded on December 20, 2019.
Jim Collison 0:20
Called to Coach is a resource for those who want to help others discover and use their strengths. We have Gallup experts and independent strengths coaches share tactics, insights and strategies to help coaches maximize the talent of individuals, teams and organizations around the world. If you are listening live, we do have a chat room it's available for you, or actually, the link to it's right above the main video window if you're on our live page. Head over there. Join the chat room. We'd love to have your comments and questions during the program; we'll answer those live. If you're listening after the fact, you can send your questions to us via email. Send that to email@example.com.
Jim Collison 0:51
Jon Sexton serves as our host today. He is a Senior Vice President of Culture and Leadership Development at Vibrant Credit Federal -- I'm sorry, Vibrant Credit Union. In his role, Jon focuses on employee engagement initiatives, developing unique leadership-development programs and sustaining Vibrant's surprisingly different work culture. And if you work in a bank, you know what I mean here a little bit later. As a Certified Strengths Coach, Jon facilitates both workshops and individual coaching to help team members understand how to tap into their natural talents. Jon, thanks for putting the team together. Welcome to Called to Coach.
Jon Sexton 1:21
Absolutely. It's a pleasure to be here. We're excited.
Jim Collison 1:23
Good to have you. You weren't offended there when I called the credit union a bank. That wasn't -- was that a bad? Was that a faux pas? Should I ... ?
Jon Sexton 1:30
No, it happens, right? It's just, you know, outside of the industry, it's, it's the language that -- it can occur.
Jim Collison 1:36
When I -- I worked in the credit union industry for a lot of years, and in -- I was actually a board member here at the credit union. And I know, sometimes credit unions and banks, they fight in the parking lot, right, that kind of happens. So, so apologize for that. Jon, take a second. We got a couple guests that you brought on. And let's just take a second to introduce them before we get started.
Jon Sexton 1:55
Absolutely. So it is my privilege to introduce two of my -- two of our outstanding leaders within the credit union. In the middle here, we've got Michelle Prohaska, who is our VP of Risk, and she does all kinds of really cool legal things that are right over my head. And then we've got Dominic Musgrove, who is our branch manager at our Elmore location, which is located in Davenport, Iowa. And for context, we're right along the Mississippi River in between Iowa and Illinois is where we're based out of.
Jim Collison 2:27
Welcome, both of you, Dominic and Michelle, great to have you on here. This is kind of exciting. I don't do this a lot. Usually we do kind of one-on-one interviews. And I told Jon, I'd like to kind of do more of a, of a, you know, kind of a, you know, a group. So thanks for agreeing to do that.
Michelle Prohaska 2:43
Yeah. Thanks, great to be here.
Jim Collison 2:45
Jon, let's start with a little bit of history on Vibrant, like, how did strengths -- how did you guys start doing what you're doing there? And just give us a little background and history of Vibrant.
Jon Sexton 2:54
Absolutely. So my history -- I had spent about -- a little over 10 years in higher education, doing a lot with leadership development, a number of personality inventories and what they look like in the big picture. And I remember when I first heard about StrengthsQuest at the time, I kind of thought, OK, here we go, another personality inventory. What's it going to look like in the big picture? I had a assistant director at Iowa. Her name's Tina Arthur. She's a huge strengths advocate. And she said, Jon, we need to do a workshop with with the student leaders. And I said, OK. So we did it, and I was amazed by how quickly they adopted the language and got really into the concept of strengths. And from that point forward, in about 2010, 2011, I started to get excited. I'd spent a year or so at Grinnell College, where I had another strengths advocate named Annie Butler that was really excited about it. We were doing things with our team there at Grinnell.
Jon Sexton 3:48
And then some folks at Vibrant Credit Union reached out and said, Hey, would you ever come here and do leadership development? And my first reaction was, No, I have no desire to go to a financial -- I had a lot of us assumptions about what that might mean in the big picture. Our CEO, Matt McCombs, just said, Come up. Meet with our leadership teams, see what we've got going on. And I remember walking through the building. And, y'all know our culture. I just walked through and thought, What, what is happening? This is amazing. There was just a real good energy, a lot of excitement. And when I sat down with the leadership team, they said, "We want to create something different. We want to create a culture that's genuinely dedicated to leadership development, and what that looks like in the big picture." And so within about 3 months of coming -- I started at Vibrant in the fall of 2015 -- within about 3 or 4 months, I'd gone through accelerated coaching training, and we were wrapping our heads around, How do we make this an initiative that's not just a fun workshop that kind of stops and we let it go. But how do we really use this as a tool and a lens and a framework to really support leaders at a deep level, who then, in turn, can support their teams in the big-picture perspective.
Jon Sexton 4:56
So it started with having everybody in our org do the assessment. We've got about 225 people today. At the time, it was about 175 to 180 employees, give or take, that we had go through and do the assessment. And that initial part, it was interesting because it was it, we were starting to hear some things from leaders from the lens of OK, how do we use this to hire? How do we use this to determine who should have what in their Top 5? Shouldn't every salesperson have Competition in their Top 5? And it was an interesting opportunity to say, Well, there's a difference between talent and strength. And there's also an element of, just because I have Competition, doesn't -- it's not the end-all, be-all. How does that intertwine with other strengths that are in my Top 5, or Top 10, for that matter? But we did start to think about how to how do we help leaders give voice to the things that they do naturally well, from that perspective?
Jon Sexton 5:47
We had done that for a few months. We started to dive into in-depth 34 coaching for a handful of VPs and executives to really get a deep dive into what this could look like when we really started to apply it. From there, we had some outreach from Gallup and started to have some conversation around the idea of, How are you measuring engaging employee engagement? How are you helping to drive that within the organization? So from that point, we dove into the Q12. We started to really think about using that as a measure for our leads to understand what was energizing their team, and perhaps where there were some gaps, providing some tools, not only for leadership coaching, but then for leaders to think about how do I coach my direct reports and validate who they are, from the perspective of strengths?
Jon Sexton 6:34
That started to get really exciting. We've done that for -- we do it every 6 months or so; we run a full organizational assessment of the Q12 and then tie that into coaching and what that looks like from the perspective of teams and individuals on teams. We -- every couple months, we put out some type of activity around strengths to encourage managers to say, Keep this fresh, keep it up to date. All of the folks in our organization get a cool little branded name tag that has their Top 5. So when you walk around the building, you get a sense of what does that look like, within the context of the organization? Sorry, hold that up.
Jim Collison 7:06
Yeah, no, hold that up. Yeah, there we go. Thank you.
Jon Sexton 7:08
Yeah. So it's just a neat little way for us to have our color, our brand, our identity, tied in with that idea of strengths. And so within everything, it's how do we tie that all together, and really integrate at a deep level?
Jon Sexton 7:20
And then finally, most recently, on LinkedIn, we do, at -- for the most part, a weekly interview with different folks within the organization. Dominic and Michelle have both done one to talk about what is -- what do you love about your job? What is it about our culture that resonates? What is it within that element from a team-based perspective that resonates? And then, How do you get to use your strengths on a regular basis? So we have people giving voice to what different strengths look like for them. So I put those out weekly on LinkedIn. And on occasion, we'll put them out on our centralized platforms as well, but it's a really cool way to continue to tell that story and to keep it point of mind for folks throughout the organization.
Jim Collison 8:00
Jon, one of the struggles for a financial institution is that they're spread out all over the place, right? You have branches, you have these little tiny pockets of of individuals all around as opposed to maybe being all in one place. How big -- how big is your footprint? And how many, how many branches and when we're talking about the, you know, the diversity of it, how spread out are you guys?
Jon Sexton 8:22
Absolutely. So when I came in, we had a pretty heavy footprint in the Quad Cities area. And then we started to expand. We're, I'd describe it as throughout the Midwest today. We're as far west as Des Moines, Iowa, and and as far east as Covington, Indiana. And then we have a support operation out in Reno, Nevada. So we've kind of got folks all over the place. But to your point, one of the challenges with that is, How do we make sure that everything that's happening within headquarters is felt and experienced by everyone in the organization?
Jon Sexton 8:54
An interesting element is, folks at different locations might say, Well, I kind of feel like I'm on an island. And it doesn't matter if you're at our -- one of our key branches here in Moline, Illinois, at our South Park location. It's less than a quarter of a mile from where we're sitting right now. The voice that some of those staff members will give at times is similar in some ways to what folks experience in Reno, Nevada, and just a handful of remote employees. But it's the same thing -- is how are we making sure that touchpoints with them to just ensure that they're feeling what we're feeling on a on an everyday basis. So one of the ways that I try to do that, and I feel just really privileged to have the opportunity to have the autonomy to get out and travel and to meet with all of our leads at location; to meet with the staff members at location. I can't be there all the time. But it's really different than just setting up a video call once a year and saying, Hey, how you doing? Things going well? Awesome! Go strengths! And then it's all wrapped up. But there's a different element when you get face to face and you get to sit down in a room and talk about what that lived experience looks like in the big picture.
Jim Collison 9:58
I just got the opportunity to go and come back from London. And that's a similar experience where it's nice to be on the ground seeing people as opposed to just, could you do it virtually? And we're doing this virtually, but there's great impact. The next time I'm in your neck of the woods, I need to stop by and see you guys because there's a, there's a different impact that happens when it's done in person. Now, you can't always do that.
Jim Collison 10:21
Are you guys Top 5 only? Are you doing 34? Have you been gaining -- what kind of insights have you been gaining out of some of the work in the coaching that you've been doing there? Maybe amongst the three of you, you can talk a little bit about that.
Jon Sexton 10:33
Yeah, so I'll hint at it. And then I'm gonna let these folks give voice to, you know, what that looks like for their experience and y'all can be real, right? You're not gonna offend me. As we go through that, that coaching dynamic. I meet with all of our leads, managers, vice presidents, executives -- anybody that that has direct reports on at least a quarterly basis. So within those quarterly conversations, we're talking about what's going well, what are the challenges within that? It's a nonsupervisory dynamic. It's almost --sometimes I describe it kind of like being an internal consultant in the sense that no one directly reports to me. But they know that our conversations are our conversations. We can be open, we can be real, vulnerable in a lot of ways and what that looks like for those leads.
Jon Sexton 11:14
We also talk about strengths; we're regularly folding in that element. On the full 34, we kind of slowly roll that out as folks want to dive into the full 34 experience. I won't release a full 34 report unless the lead commits to going through a three- to four-part coaching series where we're looking at that report for them; what that looks like with their direct reports and what the context of the team looks like all around. So on occasion that comes out. Michelle's gone through that element. All of our staff members get their Top 5, and even there, Jim, you've given voice to this in the past, there is a lot that you can delve into just within the Top 5. I think the fun part and kind of a unique challenge for me is occasionally I'll have somebody with a Top 5 and we'll take their Strengths Insight Guide and say, All right, let's see what hints we can get at for your 6 through 10, and kind of dive in there a little bit. But it looks different for every lead in the organization. But that said, I'll pass it off to you.
Michelle Prohaska 12:08
Yeah, you want to go first?
Dominic Musgrove 12:09
Oh, you ... ladies first.
Michelle Prohaska 12:10
OK. So, definitely the coaching experience for me, I did go through my full 34 with Jon. And we did 3 weekly sessions of that. And it was a really cool opportunity to both get a better understanding of what those strengths are that sit outside of my Top 5, but then also to be able to attribute some of those to my staff. So I oversee a few different teams. I have our Compliance team, our Quality Assurance, our Scanning departments, and then our Internal Audit. And so we got to map out a team grid and see, you know, where everyone's strengths sat. And it was really interesting because we all have a lot of Analytical type of strengths or Deliberative, Responsibility -- kind of those things that when you think of like an auditor, you're like, Yeah, that makes sense. But there were also a lot of strengths that maybe don't sit on my Top 5 or my first 10 that I really got an opportunity to see how they apply to my staff and then in turn use those with them.
Michelle Prohaska 13:06
One of the -- one of probably the best parts that I took away from some of these was just how to incorporate them for my staff. You know, I have some staff that have Belief or Responsibility in their Top 5, Deliberative, Analytical, and so, pieces of -- Woo, we have a couple people with Woo, which -- Jon's a Woo if, you know. So it's, it's, and Woo's not in my Top 5. I joke that Empathy is probably like No. 32 on mine, but I have a couple staff members who Empathy sits very high for them.
Michelle Prohaska 13:34
And so just taking that information and learning more about it and using it to -- how do they incorporate those various strengths into their roles? It was really eye-opening because you see some of the interactions that our team members have with members and how they understand their individual situations. And a lot of it just ties back to that Top 5 strengths and it's kind of that Aha! moment that, Oh, this makes a ton of sense! So it's it was a really good experience through that top 34.
Jim Collison 14:05
Michelle, for for you, did you find, outside of work, did you find that was -- that you could take it home as well and, and use it in that way? Maybe just talk a little bit about that.
Michelle Prohaska 14:15
Yeah. So I talk about my strengths all the time. Josh act ... or Jon actually told me -- sorry, I'm just making up names now! Jon actually told me, he said, you know, yesterday, he's like, "You know, you're pretty enamored with the Learner one. And Learner is my No. 1. And I tell people, it's, it's, you know, when I took that Top 5 strengths, I was like, this makes 100% sense! I had graduated law school, and my husband had told me and Sam was like, So what are you gonna do next? It just flows a lot throughout my work and my home life. It factors into a lot of the hobbies that I have and the things I like to do. And so when I went through coaching, I was actually -- my mom works in the human resources area. And so I called her and I was telling her about it, and she's super excited about it, and it's just it's, it's something that I find myself bringing up a lot. And every time I do, I'm like Jon's probably, like, fist bumping the air right now! But it definitely flows inside and outside of work.
Jim Collison 15:11
Yeah. It's interesting that you say that because you you called out the Learner. And then, I think what happens is people learn that about you. They begin to then find situations where they can take advantage of that or encourage you in that, like, Oh, yeah, of course, she would be -- want to do more of these things. And it becomes a less of a oh, you know, she's always wanting to do this! As opposed to Wow, how can we find more ways to kind of encourage her in that way? Dominic, you're out at a branch, which are you a branch manager? Is that right?
Dominic Musgrove 15:42
Jim Collison 15:43
And so you have a whole different set of challenges because you're in one of those semi-remote locations where it's kind of self-contained. What did you learn about yourself and your management style and some of those kinds of things and the insights when you got your Top 5?
Dominic Musgrove 15:56
Well, I'm actually fairly new to Vibrant.
Jim Collison 15:58
Dominic Musgrove 15:59
I've been with Vibrant for just short of a year, January 2, I believe. And coming to Vibrant, I had never heard of anything like this. The strengths was a whole nother thing for me. When Jon rolled it out in our first two days of training, I was like, This is awesome! I found my points -- I'm Woo, Focus, Competition, Achiever and Context are my Top 5.
Dominic Musgrove 16:28
It's crazy! And actually, Focus and Woo are like the two -- my Top 2, if I'm not mistaken. Focus is my No. 1 and Woo is my No. 2. And I use those both every day in my branch. I have a team that has a lot of the consistency factors, you know, Adaptability, those types of strengths, and which I've been able to kind of manipulate them a little bit and team them up with people who have different strengths from them, as far as trying to get those developed and, you know, understanding what your exact strength is and getting a deeper look into, oh, well, I could have used this piece with this member or, you know, with this situation, we could have worked it out here. So that's the one thing that I do love about my team. They are -- they're adapting to it all. They're learning because I have a fairly new team as well. So ...
Jon Sexton 17:20
I think I think one of the fascinating elements -- Jim, you just hinted that that Context and Woo, and I think I gave voice to this pretty quick, Dominic. You walk in to this branch on Elmore, and No. 1, there's going to be an overwhelming "How are you doing?" and it's just a super great energy, but I might be in just to hang out with the team or to observe. And anytime -- any member service or customer service-type industry, you're going to have challenges that come through the door and people that are frustrated, right. And I can watch Dom start to connect with a member. And when that happens, that Focus kicks in, and that is the only individual in the world. Nothing else comes up at that point. It's just 100% dedication to making sure that that person is feeling taken care of. And that blend with Woo, it's it's pretty powerful to observe.
Jim Collison 18:09
Well, you guys, you bring up an interesting point because Jon, you had said earlier about, you know, the stereotyping of salespeople having to have Competition. And I think sometimes when we think of managers, we think, Oh, no, it's got to be kind of this Strategic or, you know, whatever the deep relational skills, and yet we come in with Woo and Focus, and, Dominic, it sounds like to me, you've kind of learned to harness that in a way that makes you a powerful manager and probably have surrounded yourself in areas where you need help with others to fill in those gaps. Has that kind of been the case in the year that you've been there?
Dominic Musgrove 18:39
Absolutely, I mean, with my branch, I don't think any one of my tellers actually has Competition in their Top 5, and to now see them -- when we get ready to do our morning motivation, it is the biggest competition. Like they can be tired, haven't had coffee, and I mean, they're just going at it and I'm like, where do you guys get this from?
Jim Collison 19:03
Yeah, well, and how great is that? I mean, and that's an area where maybe like Relator can can be used in Competition as they get to know each other. And then they're like, OK, well, we need to bring up, you know, we kind of need to bring up the, the, the productivity here. And let's challenge each other to do that. And so I love the fact that we're looking at the talents of what do we need to complete? What do we need to do? What's the process of getting things done? Jon, as you think about how you've combined that with Q12 and given it another dimension, maybe you guys can talk a little bit about how does that change things for you too -- kind of knowing how you're engaged and maybe how you're not and some opportunities to work on some things?
Jon Sexton 19:42
Absolutely. The Q12 was just a new lens in terms of us being able to understand what is energizing people; what's perhaps taking away from that energy. One of my favorite things about that particular assessment on employee engagement, is that it's simple, right? 12 questions. You can cater; you can add more onto it, but it gets to the heart of, What is it that gives me energy? And what is it that takes it away? What what makes me leave work feeling drained or excited about what I do, right, and the big picture? And as we started to talk about strengths within that context, it's -- Here's why it's important to continue to talk about that.
Jon Sexton 20:16
And the neat thing that we had created, and I'll let the two of you give voice to that, we've started to fold in that the assessment results every 6 months, so we're able to talk a little bit about what those look like. Access gives you the ability to compare one assessment to the last. But what we started to build is these dashboards, so I can see what it looks like as it ebbs and flows over time, which within the organization is also a unique metric to be able to say, What are all of the factors and variables that influence a team's engagement? Yes, the manager is a very important element of that, and Gallup's data and the It's the Manager book, looking at about 70% of the influence on engagement is directly associated with that manager. But there's a lot of ...
Jim Collison 20:56
No pressure, Dominic, by the way, on that.
Jon Sexton 20:57
A lot of things that get tied in there. But there's other factors too, right? There's team changes, there's organizational changes, there's new elements, products that are coming in -- all of those can have a factor. So every time we look at that report and see where it's trending for that individual lead, we're able to zero in on, what does this look like today? And what are your targeted goals to address areas of concern for you?
Jim Collison 21:21
Yeah. Michelle, do you want to speak to that at all, as we think about in your role and what you're doing to have that additional data and then tying it to strengths? How's that -- any insights that you have?
Michelle Prohaska 21:30
Yeah, it's it's been a really awesome metric for us. So I joined Vibrant just short of 2 years ago. My 2-year anniversary is also in January. So I joined them just about 2 years ago, and I started with no direct employees. And then I grew to a team of about 9 employees. And so this -- we took the Q12 and took the results once we started getting data. The first series that we did, my team's results came back and we definitely had some spots of red and some spots of yellow and where we just -- I took a look at it and I'm like, oh God. You know, you're like, OK, what do I do with this?
Michelle Prohaska 22:05
And so that was when I had a couple conversations with Jon. And we really just talked about, OK, in using this metric of state of the team to go back and talk through, Where are our weak spots? And what do we as a team want to work on to get -- to make this better? And how can we improve and enhance? And so it took having some really honest, candid conversations with our staff. And so, you know, I talked through -- I shared that State of the Team metric with all of my staff; we talked about it in person at a meeting. And we we each picked one item of what can we work on? What would we do different, and how can we make it better?
Michelle Prohaska 22:40
So one of our metrics that we struggled on was "I have a best friend at work." That one is, you know, a little one that I think a lot of orgs struggle with a little bit in just defining what that is. And so we talked through, you know, where do we struggle with that? Is it -- we have a remote employee and if they feel a little, you know, kind of that sense of being outside of, you know, the main area. So we kind of talk through how do we -- how do we change that. So that employee comes on site about once a quarter now and comes for a day or two, and just gets to hang out with the team and, and get to know everybody. We go out to lunch, we, you know, try to do something fun. So we just did a white elephant exchange a couple weeks ago. And so it took with the team kind of setting those metrics from what you need from me as your manager and what's you know, impacting you, whether it be systems or access, or, you know, whatever it may be, but then also, what can we do together to improve?
Michelle Prohaska 23:32
And so, the really cool piece of that was that the next time we did the Q12, the results were pretty dramatically different. And so it was this really cool piece to go back and see, it was just that measure of how that change kind of happened. And with my team, it's something that it's probably one of the best parts of why I come to work every day is that I feel like I have a team who is incredibly engaged and feels like family. And so I think a lot of that came directly from taking some of those steps to really better us as a group and as a team, and then eventually also as an organization. So ...
Jim Collison 24:07
Michelle, you mentioned, you know, you've had at least two iterations of that, and some change, maybe more. Do you -- are there any metrics tied to you? Or do you -- are you shooting for anything in those when -- because a lot of folks talk about ROI in this. It's great that we know, but when we think about the return on that, how is that returning? How are you seeing the return on investment personally on your team?
Michelle Prohaska 24:29
Yeah, definitely with my team, I think the the huge return that I've seen is just a willingness to go that extra mile; willingness to take anything on. And it's just a completely different dynamic when you feel like you have someone in your group who is not just your coworker, but also your friend, and someone that you can talk to and you can work through things with. You know, one of the really cool pieces to my employees is is as they've come on to my team is has been kind of that piece of at some point almost every single one has iterated just that it's this different feeling because you feel like, I genuinely enjoy coming to work every single day.
Michelle Prohaska 25:02
And as a leader, my take is that every person that I have on my team probably does something better than me. And that's good! Because I want to hire them for that. So I have, you know, people who are -- Kate is on my team, she's an Achiever, and she has the Woo factor that I don't have, and so she tends to, you know, bring that fun element to our team that probably really boosts us up and makes us a really loud place. We're not your typical compliance and audit kind of team. You know, we just we have a lot of fun with it. Abby, who is our Fraud Manager, she has, you know, the Empathy and Individualization piece and just that ability to relate to people. And so she's dealing with a lot of situations that are a little different and can, you know, take those and, and understand each individual situation, while also walking them through how she can help.
Michelle Prohaska 25:52
And so it's just those different pieces that you see come out in your staff that is really awesome and I think makes me a better leader and hopefully helps us to contribute more overall to our organization than we would if we hadn't.
Jim Collison 26:04
Dominic, in a second and asked you about KPIs tied to the Q12. But Michelle, you're not a typical revenue center, so to speak, right? Do you have or do you try to tie any productivity measurements to the team to say, are we -- cause the whole, the whole goal is to increase productivity, right? Yep. Do you have any kind of those measurements?
Michelle Prohaska 26:24
So we do some tracking in terms of efficiency across our team. And overall, my team has has a really good level where we are kind of independent and separate. We do we do do some QA tracking; we've done that efficiency initiative across our organization that we still continue with. Really, for me, where I have looked at, you know, over the course of the 2 years, I've had two employees move on to different roles or different organizations, and probably my measure of success is that their time here has been something that makes it really hard to leave.
Michelle Prohaska 26:54
And so I think when you look at that, and it's, you know, using -- changing that team dynamic, so that when you come to work every day, and it feels like the place that you genuinely want to be every day and you want to do your best work because you are happy coming to do it -- it's it's not really a tangible metric. But it's one that is definitely been a shift across our team that I've seen and definitely enjoy.
Jim Collison 27:18
Well, retention is is one of those metrics, right? And it's very expensive, about 1.5 times the salary, their salary to replace them when they go. And so retention can be one of those KPIs that you use. Dominic, out in the branch, I'm sure you're held to some financial KPIs, and some, maybe some other pieces that are out there, you can talk, maybe talk a little bit about that, and how do you use that engagement metric to kind of push that productivity forward?
Dominic Musgrove 27:44
Well, we do kind of track of some sort -- we do have a kind of efficiency tracker, which we do kind of, you know, make sure that we're keeping on track with everything. But really my thing with my branch and trying to get them to adapt and be a family mainly is was just -- I'm sorry, so sorry, I've lost where I was going with this.
Jim Collison 28:07
No, let me let me bring it back to it because I think I know where you're going and then just interrupt me when when it when it comes back. But both of you, you know, as you're building engagement in a branch and that starts bleeding over to your customers. Like when they feel like the branch is a family and they are a part of that family, you know, a credit union's job isn't always to be the at the the highest profitable level; it's to serve the customers in a way that increase their own financial wellbeing, right, when we think about that. And so when they come to the credit union and they're being served in that way, the -- your KPI is really repeat business, right, or repeat customers or how the customers feel about that. So as you're creating this environment of family, do you feel like that's changing the effect that they're having on the customer?
Dominic Musgrove 28:58
Yes, yes. I mean, even the the development that they have with each member, we have people, you know, we have new staff that comes in. And when those members come in, they try and treat our new staff as if they're family. It's just it's come across the whole -- sorry, it's come across in the whole branch really. And then when you walk into our branch, you actually walk into our family photo center.
Jon Sexton 29:18
Dominic Musgrove 29:18
Where you see all of our baby pictures and not only that, you do see some of the pictures from when staff members came in. You know, we celebrate mortgage payoffs. We celebrate, you know, those big wins. You know, we know that member's child has gone off to college and is getting ready to graduate -- you know -- getting ready to graduate from high school. And those are the wins that I see with our team here. We try to, you know, incorporate that family dynamic and just making sure that everybody's opinion counts.
Jim Collison 29:45
As I was on the Gallup Federal Credit Union here -- on their board, we would actually then count number of services per family unit or however that worked out to kind of know an effectiveness; not necessarily track a dollar amount, but how many of our services were we using or were they taking advantage of?Because we'd mark that -- that was kind of, that was kind of the customer engagement and a metric, right, that you that you could follow there. Dominic, have you seen then as that as you've been there for the year, and as you've had a couple -- have you had two iterations of the Q12, then, go through?
Dominic Musgrove 30:21
Jim Collison 30:21
Any difference between the very first one and the second one that that helped you as a manager?
Dominic Musgrove 30:27
Definitely. It was a very drastic, very drastic change from Q1 to Q4 now. And we -- I scored an overall believe 4.71, if I'm not mistaken, on that. With one of our lowest scores, which Michelle had mentioned this was, Do I have a best friend at work? That had actually jumped about, I think, one and a quarter points from the previous quarter, which really helped out a lot. I think, as we brought the new staff in and getting to have those, you know, team bonding experiences. I take the staff out for, you know, different little things -- we'll go out to dinner every now and then, or even, we'll take the kids to the trampoline park, you know. And I think just having those little pieces there has brought them together a little bit more. Granted, we kind of shift around people here and help other branches out. Which brings us back to the org itself, where we get to know other people outside the org as well.
Jim Collison 31:27
You know, what's great about that question, Q10, gets a ton of questions, you know, objectionable like, why is this "best friend"? It's crazy -- that kind of thing. But just the fact that it does and you start thinking about it and that having this idea of having friends at work changes the equation, Jon, I'm sure you see this across the Oregon -- the leadership development. That's the only question we've talked about. There are others about being able to, you know, Do I have the right materials and equipment to do my job? And the most important, Do I know what I'm doing here? Jon, as you've rolled this out across the the org, have you seen any changes orgwide, where maybe those start to roll up all the way to the corporate level?
Jon Sexton 32:08
I think across the board, we're constantly telling the story behind those questions -- not trying to engineer responses, but helping folks understand what they mean. And as you were talking about that, this resonated when we first rolled out the assessment, I've got a colleague that is moved on to a new opportunity, but we would talk all the time about her strengths and what that looked like. And she was infamous for saying, "I hate that 'best friend at work' question. What does that even mean? My best friend doesn't work here!" And, and I'd have so much fun with addressing that with her and I said, "You know what, Shelly? I'm going on the bestie campaign, and you and I -- we have a lot of fun anyway, so now we are officially besties!" To this day, when I run into her, when we interact on social media, it's like, "Hey, bestie, how you doing?"
Jon Sexton 32:49
So it was a, it was a 6-month dynamic where I would just make it a point to go overboard with celebrating things that were going on in her life or if it was her birthday, I think I came in with kazoo and performed Happy Birthday. And I just said, "Hey, Q12's coming!" And I'll never forget, when we had that second assessment, I think was it was our second assessment, she walked in and just said, "You know what, I bumped it up a little. But I'll keep thinking about it." And it was more, "I will think about it." And part of it is just having that conversation -- as it rolls up through and we zero into that with all of the teams across our organization, part of it becomes, as a lead, I get my results, I see what those look like and as a new leader, my initial inclination can be, well, this is this is personnel information. I don't let anybody see this.
Jon Sexton 33:38
And it's reinforcing that idea [of] No, this should be very public with your team. You should talk through all of these results. Be open and honest about where the challenges are and where the successes are. Ask the team what it is that they want to focus on or where they feel there's gaps. If you don't feel there's an opportunity to do that within the team setting because there's too many challenges, what does a one-on-one conversation look like on that front? Who are your informal leaders or influencers that you can leverage to start to give voice for that within the team and start to create buy-in with any given initiative that might be going on in the big picture. So that's where we really start to see it trickle on throughout the organization is as we get really good leader buy-in, and as they start to implement it within their team, that's when it comes to life, if you will.
Jim Collison 34:22
Michelle, have you found that, now that you've got these two data points? And there's more -- it's more than that, but let's just say strengths and engagement together -- have you done any work where you've needed to move or change the roles of individuals on your teams to kind of tune that up a little bit? In other words, we, I know we've got you in this role, but you're so much better at this. Dominic, I'm going to ask you the same question. So be thinking about an answer there. Have you seen that or maybe some job crafting, you've been able to do some job crafting or just kind of shifting roles and responsibilities?
Michelle Prohaska 34:52
So across my team, most of the roles and responsibilities have actually stayed the same, but kind of where we've taken some initiatives in just looking at how we define the role and what goes into it -- so one of the things that I started doing with my team over the last few months is actually some of the feedback was "more connection." So we started doing these Risk monthly meetings. And it's an opportunity for my entire team, which includes our remote employee, remote team member to join in. And it's kind of funny because they're not necessarily intended to be strengths-based, but that's kind of what they've ended up being.
Michelle Prohaska 35:26
So one of the things that we did is we actually sat down, went around and talked about what each person's Top 5 strengths were. And then the the engagement activity that Jon had given me had four questions to it. And you know, it was, "You get the best of me when ... " and then you filled that in. You know, "Here's the value I bring to the team." "This is what I need from you, and then you can count on me to do this." And one of the really cool things that kind of organically came out of that conversation is we actually switched it up so that we weren't writing it about ourselves. But we kind of put everyone a little bit on the hot seat and your team members responded to that question for you.
Michelle Prohaska 36:03
So it was this really cool piece where you knew what their strengths were, and you said, Where do you see that in how they operate? And so it was this really awesome opportunity for them -- and for me -- to take away a ton of insight into how they operate and what flows into their daily tasks and the manner in which they do things. And it was this really awesome session, because I don't think that anyone could have walked out of that meeting not feeling really good about themselves, because your coworkers saw those strengths and saw how you exemplify them every single day. And it was just a really cool opportunity.
Michelle Prohaska 36:35
So that has definitely flowed into my understanding with my team of, you know, how they prefer recognition or praise or what they need from me in order to feel successful or feel like, you know, they are driving value. And so that's been a really, really awesome piece to get out of that conversation.
Jim Collison 36:50
That's a way to get development and recognition at the same time. That's kind of sneaky to do it that way.
Michelle Prohaska 36:59
Yeah, and it was a really cognizant, it was, it was an Aha! moment for me because I like praise, but I'm not driven by praise. So I'm kind of that "work in silence" type. And on the flip side of that, a lot of my team, they just needed that encouragement, that support and that you're you're doing things, you know, you're doing a good job. And so it was definitely a sneaky way of not realizing that I was giving that to them necessarily, but it's, it's driven this focused effort to be more present and to be a little more cognizant that that may be one of my blind spots, but it's something that they really get value from.
Jim Collison 37:35
Yeah, well, one of the questions in the Q12 -- praise and recognition in the last seven days -- and that's a great way to ensure you're getting those opportunities for them to do that and get development at the same time. So super great job. Dominic, when you think about you're in that same spot using, those two data points, how have you seen that work for you?
Dominic Musgrove 37:56
Well, I've actually had a few people move on from my team and actually come to corporate. One person in particular is Erin. When I first came to Vibrant, she was kind of my right-hand, go-to person. She knew everything about the branch; she knew what was going on in the branch. And I seen in her that she could have the ability to, I mean, she could run anything. She was so organized. That was her No. 1 thing: organization. I think that was like her fifth one on there. But it was great. And from there, I was able to kind of, you know, ask her those questions, important questions. I said, "What do you want to do? What -- what -- where do you see yourself, you know, within our org? And I think asking that question to everyone on my team and has really brought some insight to me, as far as, you know, where can I develop them? And where, what pieces of this Q12 am I missing, you know, what pieces are they missing out on? And then what other strengths we can grow. But with Erin, I mean, the organization tool, she's actually been able to move to our corporate center now and be our ...
Michelle Prohaska 38:58
Dominic Musgrove 38:58
Jim Collison 39:01
How great is that, right? When we think about the needs of the organization, and you're on the ground to see that and you could be selfish and say, No, no, no, wait a minute, I need you here. Or, you might have a greater impact on the organization as a whole -- and it'll probably come back to you, by the way, at some point, right, that the universe kind of has a way of orchestrating that, where it comes back. But you say, "No, I think there's a better -- we got a better spot for you." And and that gives it -- and that just creates better engagement along that way.
Jim Collison 39:29
Jon, when we think about keeping this going, and we've had some great examples already from from all three of you talking about how you're doing that. But from an organizational standpoint, how are you guys ensuring -- because this is the hardest thing for orgs to do -- they, you mentioned this at the very beginning of the program, like, we didn't want this to be a "one and done." And so organizationally, what are you doing to ensure that this, this becomes more of a lifestyle rather than a "something we just do to get a score"?
Jon Sexton 39:57
Yeah, I think a big part of that is just keeping the language on the fore, right? Consistently talking about what strengths looks like in the organization, what it looks like for our leads; we're thinking about different ways to incorporate that into developmental opportunities. Michelle gave voice to that idea of, What are the tools that trickle out at different times to make sure that we're keeping the conversation current? This -- we -- I'd mentioned earlier, we do a lot of storytelling, that's probably my Communication coming out full bore; I love to tell a good story and I love giving that voice to others. Sometimes there can be some, some hesitation on, OK, what do you want me to talk about? How do we, how do we do this? Just tell folks what you love about your job. How do you get to shine? What are the strengths that come out within that? And that lens of our team members giving voice to their strengths is much more powerful than me posting videos of me talking about, This is what this strength looks like in our organization. When I hear it from the person that works two -- two rows down from me or in a different area of the building -- or in another branch, for that matter -- it's a way for us to bring those stories to life.
Jon Sexton 41:06
Another element, we talk about that branch dynamic. There are folks in this organization that people may not interact with on the daily; they may not interact with them within the year, but they know who they are, because they're intentional about posting and engaging on these different elements within our internal social media.
Jon Sexton 41:23
The other piece that we've done, golly, in the past 6 weeks is we're trying to think about ways to make sure that there's developmental opportunities for this across the board. So one of the challenges that we knew we wanted to zero in on was, How do we create a deeper level of understanding and buy-in from our leaders in the organization? That was our primary focus, because they can, in turn, reinforce that with their respective teams, constantly helping our executive team give voice to why this matter, what it looks like in the big picture. I'll come back to ROI in a second on that. But there's this element of getting really great buy-in there.
Jon Sexton 41:57
Once we got that buy-in, it's making sure that our staff members and our team members all over the organization have opportunities to learn more about this as well. We posted a few times in the past, golly, couple months, we did a series where we looked at our Top 5 in the entire organization. So what were the most frequent strengths in in our org across the board, and then we pulled some of the Theme Thursday webcasts with you and Maika, and I just watched that with anybody that wanted to come for that particular strength. And then we we spent 10 minutes watching the mini-webcast. And then as a group, we just talked about, if you have that strength, what does it look like? If you envy that strength? Why do you envy it and what do you wish you had when it comes to those elements? And then how do we support one another within that context.
Jon Sexton 42:43
And the other piece, we just started this a few months ago, we have a new advan ... Exploring Leadership Course is what it's called. I built out a curriculum and I lead this group. We identified some high performers in our organization that we feel could have some really great leadership potential and we identified that through an application process. So if someone has an interest in leading others, how do they have an opportunity to give voice to that? How do we identify those folks based on their application materials that we want to get in this program? It's a 6-month intensive learning process that has a very strong element of strengths from the perspective of how do I understand myself? And then how do I use that as a lens to understand others? So for the first time, staff members that are not in leadership positions are starting to get their full 34 report, to dive in there and to use it as a means for developing a deeper understanding of what they do best, and, on the flip side, what they know is going to drain their energy.
Jim Collison 43:36
Michelle, Dominic, would you guys add anything when we think about keeping it alive and making it more than just an assessment? Anything you guys would add to that as far as what you've learned to kind of keep it rolling on a day-to-day basis?
Michelle Prohaska 43:48
Definitely for us, it's it's just been definitely those initiatives that Jon has kind of go in that the state of the teams that we do after we have those Q12s. And then the monthly meetings that we've built in. So we just tried to really keep that going within our teams. And it does become a topic of conversation. I think as you learn more and more about each other and how you work, it just kind of naturally bubbles up a lot of times. And I think when you when you keep it, top of mind, it's one of those pieces that also influences how you work. So my second -- so I have Learner, Achiever, Maximizer, Communication and Consistency. So, Achiever is my No. 2, and I have an employee on my team, Kate, Achiever is her No. 2. And so one of the things that, like, just having that knowledge and using it day to day, what we've learned is, like, we are the "Yes" people. So generally, we will continue to say "Yes," and I think in combination with learning, anytime there's an opportunity to do something different, like "Yeah, let's do it!"
Michelle Prohaska 44:47
But one of the things that I've had to be cognizant of because we both have those strengths is just that just because you have Achiever, you have to then kind of prioritize and figure out that sometimes it will mean you put too many things on your plate and how do you kind of counterbalance that? So it's something that we, as we just talk about it on a rotating kind of consistent basis, it just stays top of mind and kind of flows into your daily interactions with each other. So ...
Jim Collison 45:13
Dominic, anything you'd add at the branch level, keeping things rolling?
Dominic Musgrove 45:16
Yeah, we just -- the one thing is, the one thing that I see us doing all the time is just repeating to ourselves what we have. We also do take this take the StrengthsFinder book every now and then, and just kind of look at, you know, what is my strength?
Dominic Musgrove 45:29
Jon actually just came by recently and gave me this lovely little printout, going over a few things as how to relate a strength to different situations, pretty much. It was like a -- it was beautiful. We were actually able to sit down and I showed it to all -- every team member and showed them where they fit within our team and how that strength went to their everyday life. I have a few gals who have, you know, other things going on outside of work and I'm like, well, see that that relates to that there. You should really try and dive into that a little bit; so just always trying to make sure that you're using it in work and outside of work. So that way, you know, you know, you know what, you're what you are, really.
Jim Collison 46:09
Yeah, yeah. No, it helps keep that conversation rolling, right? Just that conversation -- you show the name tags in the very beginning, posting those in a public place. At Gallup, I can't get through a day without having maybe 5 strengths conversations. We talk about it so much. We have a club, we have a happy hour on Wednesday for Arrangers. So, like, if you have Arranger in your Top 5, you get invited to this -- and anybody can come if they want -- but it was a group of us Arrangers who -- I have it No. 1 -- who said, Hey, let's just get together and, like, it'd be fun to get together and have these similar conversations. So that sounds like your Achiever, Michelle, when you talk about, you know, finding that Achiever. A good, a good way, sometimes to group up the likeminded folks and talk about how have I been successful with this? Speaking of being successful, Jon, you started a video series. I think you alluded to it. You're doing it publicly. But it's it's Vibrant employees and you're kind, of kind of interviewing them. Talk a little bit about that. And can -- where when I go to see this, if I, if I, like for my own organization, if I wanted to do something like this, how did you get it started?
Jon Sexton 47:13
Yep. So actually it was, we went to a local association -- a talent development meeting. And there was an individual that presented a little bit on here's how we create good video content, and what does it look like? And I remember sitting in this presentation, and the one thing that I really keyed in on was, this individual started to talk about the importance of sound quality. If you've got good quality, you can have OK video, but the sound element is going to be really important to keep folks engaged.
Jon Sexton 47:42
And I watched that and my supervisor was with me, and we were sitting watching, and we came out of that session and both of us said, we create some pretty fun video already. What would this look like if we started to implement it in a way to tell that story and start to amplify things within the organization and externally as well, because there becomes an important element of brand and you hinted at this, Jim, as people understand that we're invested in our team -- and the team members, in turn, are invested in the people that we have an opportunity to serve -- that starts to, that starts to resonate, and it starts to spread.
Jon Sexton 48:18
And so what was interesting, I talked a little bit about some of the things that we were doing on that at the CliftonStrengths Summit this past spring, and actually ended up engaging with a number of representatives from different credit unions that said, those videos are amazing. How do you do it? And I said, Well, here's the list of equipment we invested in. Pretty low investment, we could probably go higher end. But we're finding the things that we're leveraging as of today is helping us create some really good, engaging content. We know video and the digital platform is very important for that storytelling lens and it just became, Hey, who wants to do an interview? Let's start with a handful. And as we started to air those internally, again, it goes back to that sense of, I don't necessarily have an opportunity to interact with Avi out in Reno, Nevada, but I hear him give voice to the initiatives that he's driving out there and how he gets to use his strengths. And all of a sudden, I feel a different level of connection with that individual, even though I maybe have not interacted with him.
Jon Sexton 49:16
And then again, externally, it's just interesting how people will say, How do you do this, and it's, Well, have a dedicated resource. Identify a strengths champion or a certified coach that you can start to give more opportunity to engage your team with. Jim, you gave voice to that concept of job crafting, and I couldn't quit thinking about that when you referenced it the other day in another, in another podcast. I was just fascinated with that idea, because I thought about coming here. When I first came into the organization, I was doing a lot with traditional HR and training and administration and pretty quickly, our team identified, Man, people come to you for coaching all the time. What if we turn that into a dedicated resource? And I said, ah, "I'm in!" Because I think it'll be really powerful and really fascinating. And it's just constantly thinking about different ways that we can implement that in the big picture.
Jim Collison 50:03
Jon, I think the easiest way for folks if they wanted to see that, they're listening to this and they want to see examples, maybe go follow you on LinkedIn, is that the best way and you post them there? Or are they somewhere public?
Jon Sexton 50:12
So you can, you can follow me on LinkedIn. Or you can search my name on Vimeo. And it's a, it's a Vibrant account, but I post all of our videos on there in a public manner. So weekly, you can see whatever's coming out next, but if you wanted to root through and kind of check out the entire catalog, all of that's available on my Vimeo page, and all of those videos run anywhere from about 6 to 10 minutes. We try to keep it pretty, pretty drilled in there. So it's not overwhelming with the information, but it's a good way to highlight all the outstanding talent in our organization.
Jim Collison 50:43
I love that you're doing it publicly. I think it's -- videos are a bad idea, just to be honest, but, you know, I'm just kidding! Michelle, Dominic, do you guys, do you get a chance to use those in your -- you know, we hear all the time, Hey, I'm using Theme Thursday. Do you guys use your own internal videos? Do those get discussion? Are you finding a way to take -- to find value in them at the local level?
Michelle Prohaska 51:04
Yeah, so I did one of Jon's first videos. But ever since then, every time one comes out, it's actually kind of cool when one comes on the bulletin board. We all message each other. And we're like, OK, when are we watching it? And we actually watch it as a group. So we get together to -- we sit around someone's computer and all pull up a chair and hang out and watch it. And it is absolutely a really cool opportunity to get to feel like you're getting this level of interaction with someone that you don't see on a daily basis. So whether it's our team out in Reno, or some of our branches who, you know, we may see once or twice a year, it's, it's just a really awesome opportunity to get a feel for what their job is and what it's like and what makes them enjoy every bit of it, every single day. So it's, it's something that we absolutely use at the local level. And we're always waiting for the next one to come out. So Jon can't stop them anytime soon!
Jon Sexton 51:55
I think the one of the cool things is you hear -- there's the element of strengths; it's important. But people have really started to tell amazing stories. And so I start to learn not only about Dom's strengths and about the things that he drives on a day-to-day basis, but I mean, you had a powerful element in your video where you talked about the impact of your grandmother. And it took all of my being -- I'm an emotional person -- to not just lose it, because it was such a powerful story. But then people in our organization look and say, that's Dominic, right? That's not the branch manager of Elmore. That's a person and that's doing some really powerful things.
Jon Sexton 52:32
Or we had a personal banker that talked about this idea of, Man, I had an opportunity to serve a member and she gave voice to this, this, this story that they had passed away. And she got the news because she was working with him on setting something up and he said, You know, I don't know whether that's going to pan out. And she started to well up and, again, just broke down in talking about this connection that she had developed with this individual. And it helps us paint this picture of this focus on relationships that we're constantly trying to delve into, whether it's interpersonally within our teams, or again with the people that we have an opportunity to serve, and sometimes how we collaborate and coordinate with with other organizations as well.
Jim Collison 53:12
Dominic, on the corporate side, sometimes it's easy to make these videos and just watch them because you're, you're in an office or in a cube. That's not always in a branch. That's not always possible to do those kinds of things. Are you -- how are you encouraging folks to watch them? Or how do they consume them?
Dominic Musgrove 53:25
Well for my branch, I actually elected a few people to do videos. Because I kind of felt like, you know, they didn't know people. And when I did my video, I mean, as many people who contacted me about my video, I just, it was astounding to me, like I didn't even know half these people. And they were just so interested in my story. So I'm kind of rolled out -- my team was like, Hey, a couple of people are going to do this here. And they really enjoyed it. I mean, Melissa's actually just was just posted recently, and we all got to sit down -- we do exactly what Michelle did -- so we have a huge speaker in our lobby, so we get to hear it throughout the lobby there. And we enjoy just, you know, seeing who a person really is. Because out of those videos, that's what you get, you really get to see like, OK, this is their job, but also, you get to see that person.
Jim Collison 54:15
Yeah, you know, it's, it's why I do what I do and get the opportunity to do this around the world with all kinds of Gallup customers that are doing this and be able to highlight you guys. And, you know, I would encourage anyone listening to this in an org to do this. Like Jon, you're hiding, you know, I always say you're hiding your engagement in plain sight. And I think that's a great, like, why would you not want to share that information? And, and you probably haven't any problems. There's no company secrets you're giving away. You're putting them out in public; people can watch them anywhere.
Jim Collison 54:47
And I think others can get encouragement from those as well. You're basically kind of taking a derivative of what we've created on Theme Thursday or Called to Coach and then really spreading that engagement across the org through this YouTube, Vimeo, whatever, whatever folks use to get it done. I think that's a great idea. I've been watching you do this; I watched the very first couple that you did. And I'm like, Oh, this is kind of cool. And, and so if you want to get some great ideas on how to do it, just go out and connect with Jon on LinkedIn or find them on Vimeo and kind of study what they're doing there. Jon, great job on getting that going; to Michelle, both to you and Dominic, thanks for being on those. Doing it. Somebody's got to actually show up and do an interview. That's the hard part.
Jim Collison 55:30
Jon, I want to say thanks for helping us today. An hour goes very, very fast, doesn't it, when we're doing this? I want to say thanks for organizing and help it. Hopefully everyone noticed the festive Christmas sweaters that we are wearing. If you're listening to this on audio, you missed the whole thing. You have to go out and watch it on our YouTube channel. Jon, I'll give you 1 more minute. Anything we missed or last comments before we kind of wrap it up?
Jon Sexton 55:54
I -- just a real quick snapshot of what this looks like when you tie engagement and strengths together and you look at that data longitudinally, one of the cool areas where we were able to create long-term buy-in from our leadership team was painting the picture of how does engagement ebb and flow? And from looking at that data -- I had an opportunity to tell the story at the summit last year, but -- we have a lead named Claire Roth. And I'm able to take her data and show that wherever Claire goes, engagement follows, and she's one example of that. But it was a way for us to say, How do we know that a leader is effective? It's not used to determine whether or not they're effective, but sometimes you just see an overwhelming pattern of, Watch this! We'll drop this person here and amazing things start to happen.
Jon Sexton 56:37
And so that's where also it can get really, really fascinating. And as different leads look at OK, how do I start to drive more of that? It creates a buy-in, not from a competitive lens, but that's really cool for folks to see and to think in-depth about how they start to drive that more within their team.
Jim Collison 56:52
That's a great idea. I hadn't thought about measuring it at the individual level from seeing the impact they make as they move. That's pretty interesting. That's a new thought for me. Good. Well, thank you guys -- all three of you -- for coming on today. If you guys will hang tight, I'm -- I'll wrap things up here and we'll let you go at that point. But hang tight for me one second. With that, we'll remind everyone to take full advantages of all the resources we have available, now at Gallup Access. Just go to gallup.com/access, or really our resources page, which is gallup.com/cliftonstrengths. Tons of resources available. Hopefully you guys are taking advantage of those out there. We created a bunch of new ones when we made the -- you guys didn't go through that. But we migrated everybody else onto Access with you, and lots of new resources on that page. So if you want to check it out, again gallup.com/cliftonstrengths. You can send us your comments or questions. Send those to firstname.lastname@example.org. You can also catch the recorded audio and video of this program as well as all the past. We have hundreds of hours of these available for if you want to listen to them. And now this one will be added to that group as well, and we're excited about that. You can catch them on YouTube. We use that a lot. Go to youtube.com and search "CliftonStrengths" is the best way to do that. If you're interested in becoming a Gallup-Certified Strengths Coach, we have a whole list of courses that lead to that. Head out to our courses page: courses.gallup.com. And we have some amazing things coming in 2020. So if you haven't subscribed to us or paid attention to what's going on, you'll want to do that now. Head over to our Eventbrite page: go to gallup.eventbrite -- I'll wait while you do this -- gallup.eventbrite.com. Follow us there, and every time I update a new offering, you can join us live. We've got a lot of great content coming on Called to Coach; a lot of great learning. We'll have some more great interviews just like this one. Brand new season of Theme Thursday that is coming, and a brand new studio, so you guys get to be on the last Called to Coach in Studio B here. And we'll go into Studio C, which is going to be my office, just to be clear. And then in summit, we have brand-new studios with an "s" coming. I'm super excited to talk about that. Jon, you do this long enough and maybe they'll build you a studio at Vibrant to be able to do these things. It's only taken 7 years.
Jon Sexton 58:53
Is it studio C or Studio Collison?
Jim Collison 58:56
Well -- oh! -- well, we'll determine that as we get into the new year. Join us in our Facebook group facebook.com/groups/calledtocoach. If you're listening live, and Patricia says "Merry Christmas to all!" We'll bring her up since she did that. We want to say that, Merry Christmas to all. Happy Holidays to everybody that is doing it. We wish you safety. We're going to take a couple weeks off here and we'll see you back in the new year, in 2020. With that, we'll say Goodbye, everybody.
Jon Sexton's Top 5 CliftonStrengths are Includer, Positivity, Woo, Communication and Strategic.
Michelle Prohaska's Top 5 CliftonStrengths are Learner, Achiever, Maximizer, Communication and Consistency.
Dominic Musgrove's Top 5 CliftonStrengths are Context, Achiever, Competition, Focus and Woo.