Lead Through Strengths

Latest Episodes:

The CliftonStrengths Report Says You're Awesome! Now What? Oct 18, 2020

Show notes

Once You Get Your CliftonStrengths Report, How Should You Take Action?

Your CliftonStrengths report reflects your greatest strengths. As you focus on applying them to work, you might also wonder how to handle situations that call for talent themes way below your top 5 or top 10.

If you're like most people, you'll want to dial up your bottom talents. Unfortunately, this can be a very draining process with a low return on your effort. Instead, your high-leverage will come from studying the top talents in your CliftonStrengths report — then double down on your superpowers.

If you need to take action on your lesser talents at the bottom of the CliftonStrengths report, there are strategies for mitigating these potential weaknesses:

1. You can partner with others who have that as a top talent.

2. You can stop doing some of the activities that call on the low talent area.

3. You can even do a task-switcheroo with a peer so that you're both in your respective strengths zones.

In this interview, Lisa Cummings and StrengthsFinder facilitator Sara Regan reflect on the value of looking at the full CliftonStrengths report as you navigate through work using your strengths.

Here's the transcript of the insightful conversation between Lisa and Sara:

Lisa: Hello everyone, I'm Lisa Cummings from Lead Through Strengths. So excited today to be joined by Sara Regan, one of our facilitators from Lead Through Strengths, and I'm psyched to bring you some new fresh thinking and tips on applying your CliftonStrengths report (results) at work.

Intentionally Applying Top Talents From Your CliftonStrengths Report

Lisa: So that makes me think of a question on situational fluency. So a lot of people in the workplace, are thinking about —

"How do I read a room?"

"How do I get comfortable?"

"How do I hone my chops in a skill?"

And usually, people think about putting in the hours, putting in the work — doing the hustle behind the thing they want to get good at.

What else could you layer on for them, related to using their results from the CliftonStrengths report?

Sara: Right, I guess a few things. 1) I wouldn't discount just putting the time in but putting the time in a very conscious way. To be reflective about what they're learning along the way, can really help people to build that ability to shift and pivot in a little bit more fluency so that level of consciousness strengths come into play.

There will be people who have certain themes and profiles and talents that allow that to happen more naturally. One of the things I like about strengths is it can certainly help us zero in on what we're really gifted at and where our talent lies.

2) When I'm doing coaching with people, or sometimes working with teams and we're looking at the whole 34, there are some lesser themes and it's sometimes they simply need the awareness. Let's take Adaptability, it is a strength that usually allows people to go with the flow and adjust in a very calm and seamless way when maybe other people are freaking out, or the house is on fire these people maintain that calm presence and can shift.

If Adaptability is number 34 for you, sometimes just knowing that, and knowing there will be situations when I need to really dig deep and so it can bring that clarity of focus of…"this is hard for me, but it's possible." I need to think and act like somebody with high Adaptability. Study them. Listen to a podcast. Learn as much as you can and emulate what you can to do that shift, and then leaning on your other strengths that can help fill in as well.

Now let's say that same person has Learner at very high — will stay curious, keep asking questions, partnering with other people who have different things that you can lean on. That, I find, is what helps people to navigate the unknown.

CliftonStrengths Report: Knowing What To Do With Your Bottom 5

Lisa: I love it. I think you just gave a really good case for getting the premium version of Clifton strengths to get the full 34. You can do it without, but you get that very quick look at what is at the bottom of the CliftonStrengths report. And then instead of thinking of them as weaknesses, you think of them as potential drains or challenge points.

I experienced the exact one that you were describing, but I could only see it in the rearview mirror so I looked back at an old job and I realized, "Oh I was so...soul-sucked."

And I couldn't figure out why because I loved the people, I loved the job. It all looked great on paper but it wore me out and I couldn't figure out why. Adaptability was the explanation for it when I look back, because it's low on my list. I can do it and I would tap into the need to have urgent phone calls and get interrupted constantly.

I did it, well, because I cared about the people that I worked with so that's what gave me the juice to keep going. But it wasn't fun because focus wanted to be like —

"Hey, I'm in my cave working, and I need to have an uninterrupted time to be at my best."

So have you ever found any like that in yourself?

Sara: Absolutely. The situation that came to my mind was thinking about a different leader that I worked with before. He had Positivity as number 34. He became more conscious of when he needed to dial that up. Sometimes, I'm talking about calibrating these things and when we dial them up and dial them back and he had gotten some feedback along the way that people didn't always feel like there was the opportunity to celebrate, or the pat on the back.

Achiever number 1 so we're off to the next project. You don't want to be uncomfortable. They were in place for too long, we need to keep moving. And so for him that was that — that way to think of the specific times when he needed to bring more of that Positivity forward.

Your example was really interesting to me too because I think it proves that point that we can do these as needed with a lot of thought, and some consciousness. We can put the items at the bottom of our CliftonStrengths report into action. But we can't really live in that zone. And if we do, we're gonna experience burnout. We'll be stressed or just not as engaged — and maybe in a way that we don't fully understand. So I think that that can be a really powerful takeaway, and then that seeing the full 34 helps us with that.

Your question about my own personal experience. Consistency is pretty low on my CliftonStrengths report. Context is low. And I know this is interesting too that I have had people who have Context very high, reporting to me. I've also reported to someone who had Context number 1.

So, it sets up really important conversations about how you can get your best work done and how to communicate most effectively. I love it when we can bypass what might be an interpersonal attention or a misunderstanding or just literally not seeing eye to eye. But with that awareness and stepping back, being able to have a much greater appreciation.

The other thing that has happened to the Connectedness believes that the universe gives us things that we need and opportunities to learn. My daughter has Context number 1, and so I had to develop an appreciation for this theme. I can't have bias. I really wanted to understand and I see how beautifully it helps her do what she needs to do.

So there's lessons to be learned I think by seeing that full report and paying attention to when we can dial them up and when we just need to maybe step away from work that really calls us to stay in that that we can assume too much.

Lisa: So many good angles there and more cases for getting the full 34 CliftonStrengths report — because you can identify, "Oh that wears me out to be in that headspace. Wouldn't it be convenient if I used partnerships with other people, rather than feeling like you're head-butting with them, and they drive me crazy. Instead it could be like, oh they like thinking like this. What a benefit we could bring to each other."

So good! One person's trash is another person's treasure.

All right, now that you've picked up some new ideas from Sara, think about this: How does it apply to you? How does this concept show up in you and what could you do with it, given your top five talent themes and how you could apply those at work?

We wish you the best as you claim those talents, and share them with the world.

Learn More About Maximizing Your CliftonStrengths Report

In an earlier Lead Through Strengths podcasts, Pete Mockaitis, trainer and chief at Awesome At Your Job, gave some more interesting scenarios to this podcast's topic when he provided insights on How To Use Your StrengthsFinder Report. Through the CliftonStrengths assessment, he recognized how he had been applying his strengths in his academic and professional life.

But there are instances when a CliftonStrengths report reveals a strength or two that you think are irrelevant to your job, are not supported by the workplace culture or something that you simply don't like. Listen as Strother Gaines talks about What To Do When You Don't Like Your Strengths in this podcast episode with Lisa.

On whether Working On Your Weakness Zone Leads To Burnout?, Lisa presents 3 tell-tale signs you could be and what you can do about it, whether you're an employee, a strengths-champion or a people-leader.

Better yet, if you're a manager looking to power up your team's efficiency and wanting to contribute to overall business performance, Jessica Rhodes shares magical ideas in this podcast episode on How To Use Your Team's Talents To Swap Tasks And Leverage Their Strengths.

Delivering Engaging Presentations When You're An Introvert Oct 04, 2020

Show notes

Your Strengths Have Everything To Do With Achieving Engaging Presentations

Presenting can be a piece of cake for some, but can be a daunting task for others. But whether you are an introvert or someone who loves to be in front of an audience, how well you can capture your audience really depends on how you use your strengths.

Do you focus on "wow"-ing your listeners with your dazzling approach, or do you focus on establishing genuine connection with them?

Get insights from Lisa Cummings and Sara Regan as they champion strengths in presenting.

Lisa: Hi everyone, it's Lisa from Lead Through Strengths. Today I am joined by Sara Regan, one of our facilitators at Lead Through Strengths. You've heard a lot from me over the years and it's about time you get some new angles, fresh ideas on strengths, from other people who bring great content to Lead Through Strengths. Sara does just that. If her perspective grabs you, feel free to request her when you book your training events with us.

Authenticity Through Strengths Makes Meaningful Interactions

Lisa: So speaking of work, something that comes up constantly is people who have to do formal presentations, or they just have to present a PowerPoint in a meeting, and they get really in their head about the idea that they're not a professional presenter. They'll say —

"I don't feel like I have charisma and I'm not that colorful, so how do I use my strengths?

"Is it even possible to use strengths in a way to take a skill that I don't think I would be good at - and come at it from a new angle?"

"Can you deliver engaging presentations if you're an introvert?"

What are your thoughts on that?

Sara: I think strengths can give us a lot of insight, certainly into how to do our best work no matter what kind of work that is, including presenting. And my own experience with this is, I had a lot of doubts initially you know given the work that I did which was more one-on-one, or working with small groups or being in meetings. But it's different than being a facilitator, and being the person who is at the front of the room for sometimes four hours, eight hours.

There's a level of energy that's required there and I really did feel like, I thought a lot about personality and what is the presence that's needed, and I did entertain how can I try to do it more like other people who I admired. And at the end of the day, I really just came back to, I have to do it, how I would do it, which is based on my own strengths.

And so for me, the facilitation style I think one of the ones that probably comes through the most is Relator. So Relator is a theme where I really want to be able to create conditions for people to have a meaningful conversation. I like to keep it real.

And so, I have found that if I show up as my most genuine and authentic self and not to feel as though I have to dazzle or be flashy, but just be real and create an environment where people can let their guard down a little bit, that's what I find works for me. And I feel like teams respond to that as well.

But I am aware that everybody in the room, this may be some Individualization theme as well, but everybody's walking in and they've had a different kind of day, they've got a different story, they have different background. There will be that apprehension or the skepticism, or someone's new in the role and they're wondering, "These are my colleagues, I'm not sure what to share about myself."

Or there's someone up for promotion and they're wondering, "Gosh, my boss is going to be hearing everything I say about my strengths. What if I'm not communicating this in a way that's going to help me land that job?"

So I feel like I have a lot of sensitivity to that and I like to just get rid of, kind of help eliminate any of those worries, on the front end. So I feel like that's my facilitation style — is to help create the most conditions. And I've had to just embrace it, because I can't be anyone else and if I try, I just don't think it goes as well.

Anxious About An Upcoming Presentation? Consider Strengths-Based Approach And Content Over Dazzle

Lisa: It's true for everyone, isn't it? I mean, I see so many people come in and they're like,

"Oh, well I have to do presentations now and I, (you've mentioned the word dazzle it always makes me think of), I'm going to dazzle you with my jazz hands."

Of course, a few people have that style, but if you try to force it, it just looks weird. And then if I think of my experience with you, I mean, even thinking back to the times when I first met you...you make people feel seen. You make people feel like they're the only one in the room. It's a totally different way to give an engaging presentation.

You're a great listener. I bet your Learner and Individualization combine to make you really curious about people. You're genuine and so many people want that over the stereotypical version of charisma.

But for some reason, that thing got out there like, "Oh, you need to be the best dazzler."

So I love that you live out a style that isn't the one that pops to people's minds, but you can really demonstrate for them, "Look you can present from so many different angles. If you use your strengths, you could have all thinking talent themes. You could lead through Analytical and be the best at taking data and bringing new insights to people through that and stop worrying about the dazzle part. Start thinking about how you could amaze people through the insights you were able to bring and it could be through the content itself."

So I just think you're a beautiful example of, not the first thing people think of, but they're moved when they're in the room with you and how many teams need a real experience or real genuine experience and how you just are the perfect model of delivering engaging presentations through your unique strengths.

Sara: Well thank you, Lisa.

Lisa: All right, now that you have new ideas, it's your turn to go apply this in your life. Let us know as you begin to claim these talents and share them with the world — what it's like for you, what is hard, what worked well, what you loved about the ideas, and we'll see you on the other side.

Bye for now.

More Resources On How To Make Your Next Presentation Engaging

We've mentioned authenticity a few times here as an important component of a great presentation. We highly recommend you also check out Lisa's previous conversation with Strother Gaines, where he encourages using your strengths to maximize the authentic "you" at work. He's a great example of actually having those aforementioned jazz hands to make engaging presentations. He's doing it genuinely - it's not put on.

If you lead through Communication, you naturally have what it takes to thrive on genuinely interacting with other people, which often results in a highly impactful presentation. So harness it! Your audience will thank you for it.

Another gem of a podcast interview Lisa had was with Michael Port. In this episode, you'll discover how to be self-expressed yet also able to flow from situation to situation with fluency, how to connect with the audience before the presentation, and a host of other useful nuggets. Don't leave the episode without checking out his book Steal The Show: From Speeches To Job Interviews To Deal-Closing Pitches, How To Guarantee A Standing Ovation For All Of The Performances In Your Life. Great resources are also up for grabs if you visit the Steal The Show website.

Is StrengthsFinder Legit And Valid? Sep 20, 2020

Show notes

StrengthsFinder Legit? Valid? Accurate?

If you're wondering, you're actually just like Sara Regan, the Lead Through Strengths facilitator in this interview. Before being exposed to the tool, she was a bit skeptical about it.

Usually, before doing some strengths finding with the team, one or two among us are wondering if psychometric tools are accurate. Is StrengthsFinder legit? Is it valid? The CliftonStrengths Assessment has not escaped such skepticism from some of our participants.

You're not alone. Many of us come to these tools with a cautious eye. We want to know that it's more than parlor games. We hope for a tool that allows for more than a 4-hour kumbaya team building event at work.

Most of the time, skeptical people wonder, "Hmmmm, is StrengthsFinder legit, or is my boss making me go to a gimmicky feel-good-training today?" Other times, it's an industrial organizational psychologist from the HR department who wants to know about the peer-reviewed literature on the tool. Either way, people like having the confidence of knowing that the tool is tested and valid.

Here's the transcript of this episode where Lisa interviews Sara about her journey from being a skeptic to someone who fully embraces StrengthsFinder.

Lisa: Hello everyone, you're listening to Lead Through Strengths, and today it's both me, Lisa and Sara Regan. You've heard a lot from me over the years and it's about time to get some new angles from some other facilitators here at Lead Through Strengths.

So let's get right into some fresh angles on strengths, from Sara.

From Skeptical Customer To StrengthsFinder Facilitator: What Prompted The Change?

So Sara, sometimes we walk into a StrengthsFinder event. We're doing CliftonStrengths kickoff, it's a big thing. And you know, there are a couple of people in the room who are really skeptics. They wonder, "is StrengthsFinder legit, and is this an accurate tool?"

Tell me, how did you come to CliftonStrengths, and have you ever experienced that either in your own skepticism or other people in the room and how has that gone for you?

Sara: Absolutely. I think at this point, I almost expect that there will be a skeptic or two in the room. And I, myself, also had that skepticism, when I was first introduced to StrengthsFinder. I think for me it was the opportunity of "let's bring the team together."

I was leading a group of around maybe 25 people or so at that time, and I thought I know team building is a good thing. We do this from time to time. We'll have coffee, we'll have bagels. Maybe people will get to know each other a little bit more. But I didn't really expect there to be much of a profound takeaway.

But for me, I was really struck by reading my own report and feeling like it really did help to highlight some things that I was aware of. So my skepticism really certainly changed after I got to look at my own results. And then in seeing the results of the team members too, I mean it just really dramatically changed the way I thought about my work, my career, the types of things I said "yes" to to the type of things I said "no" to, and how to position other people for success as well.

So even though I was a skeptic, I think I was a quick convert, and really felt like even in my homegrown fashion, I was doing strengths at any chance that I could with new team members or other people that I worked with.

So now as a facilitator, I expect that there will be the skeptics who wonder if StrengthsFinder is legit. I think one of the things that really helps is that people have some of the research underpinnings, and to be able to see that ahead of time there will be people who will want to understand how was this validated, what's the reliability, why did they choose these questions...

So to make that available for people, whether it's before or after a session, that can help as well.

Lisa: Yes, that's great. We always do that in the pre-work where it's like, "Are you one of the people who wants to validate whether StrengthsFinder is legit? Here's a deep meta analysis if you want to look into it. It's a 40 page technical report with all of the design elements and reliability data from Gallup's behavioral scientists. (and for those of you who will gloss over it, just come to the session - you don't have to read it)."

So, speaking of legit...you have a master's degree in psychology, don't you?

Sara: I do.

Lisa: So I can imagine with that kind of point of view, you might have needed to dig in when you first got exposed to the book StrengthsFinder 2.0.

So when you saw your own results, let's say you're fast forwarded. You're good with the tool. Now you've looked at the validity and the reliability statistics and you're feeling good. You believe that StrengthsFinder is legit. Now you look at your own results.

Unravel Your Hidden Strengths Through Your StrengthsFinder Results

Lisa: Did you have any that you were personally surprised by, or even not quite sure that they were "you"?

Sara: I think the biggest surprise for me was Strategic. And as I read the description, I think it's one of the strengths that people have a lot of confusion about because our mind can go many different places about what that word means. But in understanding fully the definition in that Gallup definition of Strategic, I did find that it really clicked for me, and it was a style of thinking about systems and problem-solving.

I think I've always, as I traced back to hobbies and things that I've enjoyed, it has to do with patterns and how things fit together, so it explained a lot. I think at that point of my career, I had been in this role, or in this organization for probably seven or eight years, and I had so many ideas about how to, things that needed to change, and some of my ideas were pretty radical, and about how to reconstruct something, we need to go back to the basics and tear something down and start over.

And I think I was holding back on presenting these ideas partly because they were pretty outlandish, some of them. Some were beyond probably my pay grade or I wasn't, it didn't have a seat at the right table for that. But I began to trust that perhaps some of these ideas about how to solve systemic problems were right on and I think it gave me more permission to share what I was thinking. And then I have some opportunities to put things in practice. And what I found is, I was completely engaged in my work. I loved what I was doing.

And these things were working like they were solving systemic problems. So that was for me I felt like it was so powerful like I think it helped me to lean into my strengths in a way that I don't know that I would have otherwise.

Lisa: I think that's such a cool example of seeing things through a workplace lens where you looked for systemic problems and you gave yourself permission because so many people look at their results and go,

"Oh, this is why I'm always the voice of that in meetings."

"This is why this is always running through my head."

And suddenly, now that they have the result in front of them, they knew this about themselves but they say,

"Oh, that's why I ought to just leverage that."

I also love that you read the results with an open mind. So often, when people are surprised by one of the items, they want to dismiss the tool and say, "hmmmmm, is StrengthsFinder legit? It doesn't seem to capture what I think of myself." Meanwhile the disconnect is usually as simple as a terminology issue. It can also be one of those situations where you believe what the report says, yet you haven't found it valuable at work, so you don't view that thing as a strength.

Sara: Absolutely.

Your Strengths Are Making An Impact In Your Life Outside Work

Lisa: So, I can't help it. You mentioned hobbies and you mentioned patterns, so now that we have one workplace angle on you, will you give us a way that you've seen Strategic show up in your life outside of work and how these patterns came to be?

Sara: I can. It's a hobby that I've gotten away from a little bit just by having a busy life and three teenagers. But one of my hobbies, for quite a while, was mosaic tile work. And so, I love to be able to sketch out a design. And then, I would take my tile in the driveway with a hammer and be smashing pieces of tile, and looking for exactly the color and the texture and the right piece to fit into this larger whole of the design.

And so I did some commission works for a while. I got some things that were being sold in shops, and I loved it. I love to do in this work. And so, it's partly I think goes back to that, "How can I make everything fit and very strategic?"

I feel it's the way I approach my work too. It's I always feel like…(muffled)...optimistic like there is a solution for every problem. There is a way that this will work. I just need time, I need access to the resources, I need to play around with it but I'll get there.

And that was completely the process of doing the mosaic tile work too.

Lisa: That is sooooooo cool. I love hearing about this hobby. Also, I love looking at mosaic tiles because I thought about putting them on a shower floor - making a dragon formation - but all the same color, where the pattern and the angles of the pattern is what makes the dragon pop out to you, except they're actually all the same color. It would be a monochromatic thing.

Someday, watch out, I'll commission you. I'll get, "Come over from Boston. I need a dragon on the ground." After your teenagers are off the payroll, right?

Sara: 'Cause even as I talk about it, I remember how much fun I had. It is definitely one of the things I plan to return to.

Lisa: It's a perfect way to end that question because this idea of strength and how you can reconnect to the things that energize you and how, when you tap into it, it's not just saying,

"Oh yeah, this hobby or this skill energizes me."

"Oh, that's why I like that thing that I didn't expect to like that much, just because it uses this pattern in my mind."

So cool.

This speaks to an unexpected angle of the question "is StrengthsFinder legit." It's a powerful angle because often the reports from the CliftonStrengths assessment will give you a spark. You then think, "hmmmm...that's totally true in my personal life, but I don't really use that one at work." If you have those thoughts, you might have a spark for some seriously untapped potential. Maybe you have a strength that you can unlock at work if you look for ways to apply it.

---

Okay, now it's your turn. You have some great new perspective from Sara to go apply in the workplace. We wish you the best as you take these ideas, and you learn to spot them in yourself, and then apply them to your life to make the workplace a better place. Most of all, you may believe that StrengthsFinder is a legit tool, but there's something bigger: it's believing that your strengths are valid. It's believing that you have a contribution you can offer the world. You have untapped awesomeness inside of you, and we look forward to hearing how you offer it out to the world!

Want To Explore More Of The "StrengthsFinder Legit" Question?

Some time ago, Lisa delivered a podcast episode that answers the question, Is StrengthsFinder A Personality Test? The podcast debunks any quick assumption that StrengthsFinder is just another one of those personality tests being used by managers. Instead, it asserts that it's a performance-based tool that focuses not only on what is needed to do the job but on how to do it well.

So does StrengthsFinder work? In another episode, Is There Proof That Strengths-Based Development Works?, Lisa provides answers anchored on 1) proof points through some Gallup research and 2) a visual way to imagine why strengths make sense.

Lisa's resource for this episode is the classic book Soar with Your Strengths: A Simple Yet Revolutionary Philosophy of Business and Management by Donald O. Clifton and Paula Nelson, which uses a metaphor to bring us the powerful lesson of focusing on strengths rather than on fixing what's missing or broken about us. It's a quick read. Warning: yes, the metaphor uses little animals like rabbits, which seems elementary at first blush. That's exactly why it works though - it's simple and totally understandable.

Want to know how else StrengthsFinder can provide practical value for you and your team? Listen to Lisa's interview with Adam Seaman: Why Use StrengthsFinder For Your Team? or her conversation with Pete Mockaitis on How To Use Your StrengthsFinder Report. These are StrengthsFinder-focused conversations that can show you the practical side of living a strengths-focused life.

Using Your Strengths For A Productivity Gut Check Sep 06, 2020

Show notes

Lead Through Strengths Facilitator Strother Gaines Shares How CliftonStrengths Can Help With Productivity.

When it comes to work or personal goals, it is one thing to plan out all the things you intended to do and another to carry them out as committed. How we manage time, and how consistently or effectively we accomplish the tasks in our calendars, often determine the level of our productivity at work.

Are we prioritizing the important and urgent issues when we need to make that decision?

Productivity is tough. Time management and calendars and overflowing to do lists create a lot of angst. Good news! You can use StrengthsFinder to help you do a gut check on your productivity and effectiveness at work.

Here's the transcript of Lisa's interview with Strother as they further explore this topic.

Lisa: You're listening to Lead Through Strengths, where you'll learn to apply your greatest strengths at work. I'm your host, Lisa Cummings and I'm also joined again by Strother Gaines, one of our Lead Through Strengths facilitators, who is here for the last interview in his series.

Next up, we'll be introducing you to another one of our facilitators. In this last one with Strother gotta tell you, my favorite thing is how he's calling me on this topic, commitments and calendar, and Maximizer be damned. It's the one that gets me. It's productivity and his "C's" that he'll tell you about.

I have so many commitments in my head about what I want to get done, what I hope to get done or to fulfill these high expectations, or this giant amount of potential all around us that I know could be realized.

And it leads me to turn these ideas into commitments in my head. And when I allow them to become commitments in my head, and then I don't prioritize them as things that get done on the calendar because one human can only accomplish so many things, and I start to feel like productivity is a mythical force that cannot be attained. I'm the example of the person who would come up with the work of 10 humans for each one human, for every one human.

Strother does a really good job of taking you through this prioritization exercise. And it's not just like the day-to-day prioritization of how you choose how you're going to spend your time and be productive over a few hour block. But it's looking back over your life and asking yourself:

"Am I prioritizing the things that I say are important to me as a person?"

"Am I living the life I say I want to lead?"

"Am I showing up with the values that I say I hold dear? Am I showing that I hold them dear?"

It's the deeper level stuff. It's not just, "Do I do what I say I'm going to do?"

And it's not just a matter of whether you can prioritize one activity over another in a given day, as urgencies come up. It's not just a matter of holding productive meetings.

This is not that tactical. This is a much more strategic view of your life. And it's a great way to do a bit of a self-audit and see —

Are you living a life that is true to the one that you say you're setting out to live?

The 'Big C' And The 'Little C' In Commitments And How Intention Makes You Productive

Lisa: I love how you talk about calendars, burnout, "Big C, Little C..." Talk a little bit about how, when it's tough to manage time, and you're doing an audit of yourself and you're trying to get real with why you're overbooked all the time. Tie that into strengths and how you can take a good honest look at yourself leading to what you really do when you're at your productive-best...or...not!

Strother: This is Lisa, ladies and gents, this is her own individual issue but...

Lisa: I may or may not have this issue personally (wink, wink).

Strother: She's working on it. We're doing a lot of work on her big picture productivity. Big C, Little C is something that I use all the time. The Big C, the C is commitment and what are your larger commitments. The Big C is the big stuff that aligns with your values and how you want to live your life.

The Big C is what you'd like to put down when you're telling people, "What are you committed to?" Family, growth, strength...

Lisa: Dog rescue...

Strother: Yeah, these are the things that I am very committed to them. And so the Big C is usually the high-minded, and it's the thing that would get us the thing that actually we do want because we don't have these high-minded commitments if we don't value them.

The Little C is what I would think were your commitments if I followed you around quietly for 48 hours. What would I think you were actually committed to.

I wasn't able to interact with you. I couldn't talk with you. I was judging exclusively on my webcam vision of you for 48 hours. What would I say you were committed to?

For a long time, one of my struggles is the phone addiction piece because you know, you're in the lift, you're on your way somewhere, you've got a little break. You don't have enough time to really do deep work. So you're just going to pull out your phone, check in, scroll, all those sorts of things.

And that would have been...

Lisa: People would say you're committed to Instagram. You're totally productive with your social media games.

Strother: You're committed to your phone. Yeah, you're on it all the time. Piddly little iPhone games. I used to play iPhone games all the time. And I had to delete them because I recognized so much of my time….if an external Alien Force was coming down to see what I was doing, and they'd be like, "You do that thing a lot. What's that thing?"

That's not forwarding the high-minded ideals that actually matter at the end of the day. It's not productive in a life sense. So when you are calendaring and seeing... The question that I think is most powerful in coaching, that I resisted very much when I first started coaching, but now I really do like it is:

"What's that in service of?" rather than asking "Why do you do something?" Because that puts us on the defensive to defend why we've made that choice, saying — "Well, what's that in service of?" "What do you hope to gain from doing this thing?"

And sometimes we can't help but be reactive.

You have an inbox that's full. It's just a crazy day. It's not to make you wrong for ever doing that. But when you can be intentional, and you can tie your actions to a Big C as opposed to a Little C or no C at all, which is probably even worse when you're just like, "Whatever, I'm totally reactionary all the time."

But when you can put intention behind it and tie them in, then the things that you do take on, the things you allow into your calendar, and sometimes that is intentionally blocking the calendar, so that nothing may enter that space, giving yourself as you've called it the white space in the calendar where you're like,

"No, this is a protected time." And I recognize if I don't put in something that says "Block this" that I will fill it with everything.

Keeping A Commitment To Yourself Means You Can Keep A Commitment Towards Others

Lisa: I literally had to call it "untouchable." And it's a message to self, not just to other people. Literally untouchable. This is where I'm forcing productivity on the non-tactical items.

Strother: Don't mess with it.

Lisa: And if I break that commitment to myself, what kind of commitment could I ever keep if I touch the untouchable? That doesn't sound like productivity at all.

Strother: And I mean, I need to start to reveal a little bit of this. Like, I remember how hard that was for you at the beginning. We've had that technique for a while where you're like,

"I'm gonna block out an hour here and now and I'm gonna make sure..."

And then we'd get back on the phone and you'd be like, "I didn't do it."

And it's because I had this really good reason, and there always is a good reason.

Lisa: "My favorite customer called..."

Strother: "I couldn't say no..."

Lisa: "I love them... What am I supposed to do? My productivity on strategic projects should not trump a client's simple, urgent question."

Strother: The thing is you always have the choice. You all, like you are in control of your decisions. And if something did come up, and it was like your appendix has to come out, obviously, touch the untouchable.

But it is when you've set those commitments in place and you say, "This is how I want to live my life. This is what productivity is."

Again, it's almost like a stoicism piece pulling back from the emotion of the immediate emotion and planning things out in advance before you're there.

So then when you get there, it's the whole idea of like, set up your running shoes before you go to bed so that when you wake up, they're there. And you don't have to make that decision. If your calendar is already booked, you don't have to make that decision. And if you do, you have to really own what that means and go in and saying —

"I'm touching the untouchable and this is what that's in service of. And I have deemed that that is more important for me right now."

When that pattern just continues and continues and continues then you might need to put something new in place. If that doesn't again...

Lisa: It's not working.

Strother: Right, it's not working.

Lisa: Because really what you're saying is, "I am breaking my commitment to myself. And if I can't keep a commitment to myself, who can I keep a commitment to?"

Ultimately, no one. You're trying to keep it for everyone and that's probably why you're doing it.

But in the end, you're not keeping a commitment to anyone if you can't trust yourself. You can trust yourself to be productive with your 3-item to-do list, but you can't trust yourself to earnestly live out the life you say you want.

Strother: Put the oxygen mask on yourself first before you help the kids.

Lisa: Yeah. Yeah, it's a difficult one to do.

Strother: It's so hard because you care about the kids. But if you passed out as you're putting along them, like, then they're dead too. So it's not... What a dark way to it…. "And then the children are dead.."

Lisa: And the episode is over because the children are dead (reader note: that was sarcastic humor that works better in the video version).

Strother: There's nothing else, burn it to the ground.

Lisa: And this is it you've been listening to Lead Through Strengths where all of the children are dead, but your strengths are alive.

But really, thanks for listening to Lead Through Strengths where you can apply your greatest strengths at work.

Hope you get at least one tip that you can take today in terms of keeping your commitment to yourself, keeping your commitment to your strengths.

And if you want a little help with that, get Strother on the house. He's good at keeping you honest at doing this stuff. Bye for now.

Have Deeper Conversations On Productivity And Other Strengths: Ask Strother To Facilitate Your CliftonStrengths Training

So what did you think about while you were listening? Did you have an oxygen mask moment? Did you think of a thing where you went —

"Yeah, yeah, yup. I have not been setting boundaries... I'm taking on this thing for Joe in this thing for Susie Q and this thing for Ahmet at work and the look, I have not taken on the things that I say I want... Why can't I let my own things be my urgencies right now? Why am I constantly busy, but struggling with productivity?"

This goes back to that urgent and important quadrant concept from Stephen Covey, it goes way back.

And Strother has a way of making it really practical and real. If you want to have some important conversations like this, either one-on-one coaching or CliftonStrengths conversations with your team, about what your priorities are, but beyond the moment-to-moment priorities to reach the goals, your priorities as people so that you really understand each other and what drives each person on the team, consider bringing Strother in for one of your events. He facilitates both in-person and virtual events.

At the time of this recording, virtual is hot. So, feel free to come on over and request Strother for one of your events so that you can make the most of the environment that we're in.

With that, you've been listening to Lead Through Strengths and we look forward to hearing how you have begun to claim your talents and share them with the world.

Dig Deeper Into Productivity Through These Resources

In his book Smarter, Faster, Better, Charles Duhigg defined productivity as a choice between being "merely busy" or being "genuinely productive."

When you're someone who leads through Discipline, Achiever or Responsibility, chances are you are committed to completing tasks and achieving your results at the deadline intended, but you might get in the trap of completing many projects without experiencing productivity in your bigger life goals (because you've let other people's priorities take on a disproportionate chunk of time).

If this sounds like you, learn about the circumstances that could lead to your talents being starved, fed, honored and insulted. Focus on letting your natural talents shine in order to live your best life. These pages on will be helpful to you whether or not you lead through Discipline, Achiever, and Responsibility.

Superpowers At Work – How To Wield Them And Amp Up Your Work Week Aug 23, 2020

Show notes

Your Superpowers At Work - New Ideas For Finding Them And Using Them From Lead Through Strengths Facilitator Strother Gaines In this episode, Lisa Cummings and co-host Strother Gaines discuss, through analogies and practical examples, the impact of knowing how to wield your superpowers at work. If our previous episode suggested ways of striking a balance between making your strengths known and not sounding arrogant about it, this topic is all about using your superpowers at work with out overusing your power. Listen as Lisa and Strother explore one of the important paths towards professional maturity, through which StrengthsFinder has been guiding so many. You can also watch the video version of the interview on our YouTube channel. Lisa: You're listening to Lead Through Strengths, where you'll learn to apply your greatest strengths at work. I'm your host, Lisa Cummings, and you know, I'm always telling you about how energizing it is to lead through your strengths every day at work. But sometimes, the truth is, it feels like the work culture is not aligned to our strengths. And it's really soul-sucking. And we don't know how to ask for what we need, because you don't want to look like you're throwing a temper tantrum. You feel like you have more potential yet you don't know how to let it out. Heck, you might even feel like you have some superpowers to unleash at work, but you don't know how to make them known or useful. So if you're in that situation where you're thinking — "Yeah, the culture and what would put me at my best, they're not fully aligned. And I get by because I'm trying to be a good team player. "But yeah, there are some things that really get me down whether that's too many distractions, or how many details someone goes into or won't go into." There are many, many colors of this example. And I'm here in this interview with one of our facilitators, Strother Gaines. And we're chatting about this topic of superpowers at work - and how you might contribute with them without sounding like you're arrogant. We go through a few examples of people and how they have asked: "What?" "How?" We go through a few practical examples of where people are frustrated by this at work and how they have signaled to their team some of the needs that they have or how they've explicitly asked for them without sounding like a bratty jerk. So without making you wait any longer, we're just going to jump right into an example that I experienced in a workshop where someone was not liking her superpowers at work (AKA her list of talent themes) because she wasn't getting what she needed at work and she felt like she wasn't able to express them or figure out how to express them. So watch for this thing. You've heard me call it the volume knob, and you'll hear Strother talking about controlling your powers. Finding Opportunities To Leverage Your Superpowers At Work Lisa: I'm thinking of a person who looked at her list of strengths from CliftonStrengths, and she sees Communication in her Top 5 and she's like — "Number 1, number 2, number 3, number 4 ….. yes, yes, yes, yes. Those are sooooooo me." "And then Communication — whelp, I have been told in the last few performance reviews that that's actually one of my weaknesses. So I'm not going to claim that one as a strength. That's actually been my greatest weakness." And if you think of it like the "This or That" situation, I feel like when I look back on the situation that she was describing to me, she was saying — "I'm going to give you all my Communication all the time, turned all the way up...or down. Since they don't like it up, I'm shutting off my superpowers at work because they're not welcomed here." Strother: Yeah. Lisa: "I'm not speaking. So..." Strother: Which is great in the meeting, and people love that like…no. Lisa: Yeah, suddenly you went from, "Hey, you don't give anyone room to speak in a meeting," to getting feedback that "Hey, you have a resting, grumpy face." Yeah, just literally shut down." Strother: Yeah. The on or the off, I think it's...you're totally right, it's back into what is the appropriate level right now. And as you become more adept at your strengths and you give them the space, I think that we struggle with that because in order to learn, it's like your mutant powers. I was just watching the old X-Men cartoons...and they really apply to superpowers at work. This is a weird deviation. You're like, "Yeah, where are you going with this?" And the old X-Men cartoon starts with Jubilee just sort of coming to terms with being a mutant and she has this sort of fireworks powers. And she just doesn't know how to control them. So they kind of help sometimes and sometimes they just go off and destroy everything and she hates them, because she hasn't learned to wield them yet. And you can't learn to wield those powers if you're too protective of them. She has to swing the pendulum too far to see — "Oh, that's….and now it's too much. I got to learn to pull back my fireworks because if I go that far, it hurts people." And so in protection of ourselves and other people's, and not looking stupid and not feeling silly, and all those sort of things that we protect against, when you have it, in particular, strength that has a bias against it, like Competition or something like that, where it's like, "Well, you're just being a jerk," we're nervous to swing for the fences, because we see really clearly what it's going to look like if it goes wrong. But you have to allow yourself that grace and that flexibility to learn how to control your superpowers at work, or you're going to waste them. So swing for the fences, let the pendulum swing in both directions until you find that nice, juicy middle ground where you're actually leveraging them appropriately. Lisa: Yeah, what a great way just to give yourself permission to experiment with it. And to not think that there's only one way to do it because Competition doesn't mean I'm shutting down or I'm challenging you to a gunfight. It doesn't have to mean this or this all the way. It can be simple things like — "Hey, when I lead through Competition, I'm keenly aware of our standing compared with our competitors. And it means that I make really cool bubble charts that show how we stack up in the industry. And the fact that I'm driven and motivated by that makes me a better performer." And so I think when people go from the "This or That" pendulum, they shut off the ability to even play with the middle and say — "What else could it mean? How else could I contribute through my superpowers at work" And what else? And what else? And what else? Strother: Well, you and I do, both of us, when we facilitate, oftentimes will do that activity "This or That." The thing is you ask people, "you do this, you do that," and then they spread themselves out throughout the room. And it's very rare that you'll get people who are like, "I'm the full polar." And sometimes it happens, and that's an identifier for people and they really care about that. But most people do fall somewhere in that mid-ground. And so in that respect, it's easy for people to see that it's shades of gray. But when it's intellectual, and you're not in like the actual physical practice of the strength, people are like, well, it's "I'm one of the poles," and you're probably just not. Show People How You Perform At Your Best And Solicit Support To Make It Long-Term Lisa: Yeah. Well, let's end with an example like that. So I did that exercise. And I remember this event vividly. The woman led through Intellection. And it was a question in my "This or That" exercise, I was having them line up on a continuum, whether they do their best thinking when they're in the midst of a group conversation, or if they're able to be alone and do the deep thinking. And she literally slammed her body against the sidewall to show — "I am so far on the... I need to be by myself." But she was in an environment where she was not allowed to work from home. And she didn't have any physical space where she could be alone. At the same time, she felt that her superpowers at work came out when she had space to be alone and think. Yet she felt like she was always getting barraged with "Collaborate!" and "Group work!" and all of these things. But she's saying — "I can't be at my best like that — and I need you to know it." And so that was a moment where she could bring it out and say, "I need more alone time... I need to go in my cave to think." But how do you do that where if you just decided "I'm gonna maturely bring that up at work. I feel like I don't have a physical space to do that," without sounding like you're having a temper tantrum and stamping your feet and saying, "I need my corner office where I can be alone." You know, how do you raise it...? She's afraid that if she brings up her superpower at work she will actually seem like she's anti-teamwork, and that's not a message anyone would want to hear. In fact, it could be a ding on her personal brand rather than an unleashing of strengths. We know StrengthsFinder can help a lot with these conversations about what we individually need to be at our best. But once you realize "I have this need, but I don't know how to bring this up with my peers or my leader without sounding selfish or like a child or absorbed in me and not thinking about the business needs or how the culture actually works." So how do you face that? Strother: I think the first piece that we, anytime we're asking for something like that, framing it in what's in it for you instead of for me. If I come to someone and I say — "Well, I need a corner office because I really need time alone and I just need you to make this accommodation for me." Like, "Deal with it. You're not gonna get any good work for me until you do it." Like, "Even if I have that corner office. I'm already like I'm not.... No." Lisa: You just sound like a brat or a diva. Strother: Yeah, I don't want to give that to you, because you're just complaining right now. But if you can frame that for me in, "Here's how I produce my best work." Especially if you've done like a team StrengthsFinder type thing where everybody kind of knows, and we're all sort of moving into that methodology, we get it. "Let's find a way to activate your CliftonStrengths and activate mine." "How can we make space for everyone?" If you're lucky to have that culture, then frame it in that way. Say — "Hey, you want the best work from me? We've found that one of the things I found in my report is that I do my best work like this. And I don't feel like we have access to that. Is there any way? What could we do?" Lisa: What could we do? Strother: Instead of "Do this," say, "What can we do to make this work?" And then it's a co-creative process. Then you are collaborating and you're giving them the opportunity to throw something out there, which maybe you've not considered either. Apply Your Superpowers At Work *For Work*, Not Just For Yourself Lisa: Yeah, maybe you don't have a corner office. So you get to go down to the park outside and instead of someone thinking that you're just messing around out there for an hour, you're actually at the park alone doing your thinking time and you come back and when you show that produce better work that way, then people will say, "Oh, okay, yeah, go to your thinking in the park. Because right, we want that brainpower that comes back when you do it." Strother: And don't let your anticipated thoughts of what you think people will think about you, stop you, because I think oftentimes we're trying to project ourselves into other people. And we usually get that wrong. So when you think, "If I went to the park, I bet they would think that I'm lazy, or I bet they would think I'm just slacking off—" Then tell us you're not. A lot of times we're very nervous to throw those things out there, especially if it feels like an accommodation, or something that not everybody gets. People feel like, "Well, I have to do things the way they've been done." There's no rule that says we have to do things the way it's been done. And if you can frame it in "Look at what you get from me." Even when sometimes you might have to have a little data to support it, like, "This week, I tried out this thing, and I found that I produced so much better or it was easier work with me or I had an easier time in this way... Here's the data from my experiment. Can we make this more long-term?" So there's lots of ways to make it less like jump your feet and being a brat and more like "How can we build this together?" Lisa: Make it about the business, not about you. Make it a pilot. And use your superpowers at work in service of the team. And I like what you brought up about: "What else could we do? How could we accomplish it, given what we have available to us?" And then knowing things like, you may not get the whole thing that you want. Certainly getting a physical office space, that's a big request. That's probably not likely. But what if the concession is that the team understands, "Hey, I'm going to put these big ol headphones on, and it's my one hour tiger time, and I'm not going to answer Skype, no instant message, no text. I'm going to shut out the world just for one hour a day." And that's not something you've ever been able to have before and suddenly you're super productive, then your team's gonna want to honor that one hour. That seems very reasonable compared with you just deciding that "Well, I can't be productive here so I'm going to pout." Be Inoffensively Transparent Strother: I had a client who, on the door of their cubicle or like the entrance of their cubicle, had a traffic light magnetic piece and he would put the magnet on the line like — "Could you come talk to me?" was on green. "Am I deep on something? Don't come in." was on red. So he let people know, "I'm in a deep workspace. Don't interrupt." Because I think that is a challenge at work, it's that constant, like, "Wanna gonna go grab coffee?" "Can I ask you a quick question (that will turn into a 20 minute chat)?" "Hey, can I grab you for just a second? Can I talk to you for a second?" And his solution was, "I'll just be very clear and very transparent. Right now, no, you can't." And they loved it because they knew when it's green, cool, great. And when it was red, he's busy and I'm not offended because that's not, "I don't want to talk to you." It's "I'm not talking to anyone right now because I produce better work that way." Lisa: And even knowing the talent themes like having the conversation where this is a team event so that someone can see, for example, someone who leads through the superpower of Focus at wor…

Full show notes at the publisher

How To Start Living Your Best Life By Tapping Into Your Strengths Aug 09, 2020

Show notes

To Live Your Best Life, Know Your Intention And Be Clear With What You Want

Lisa: What about the conflicts you have in your head as well, so they're not just with others? You know, you fight your own things that you wish you would do, maybe when you're not aligned with the personal leadership you want to demonstrate, or the life you say you want to live, but then you think —

I have big bills, or I have practical things, or I need to get this deliverable done.

So I'm just going to work 14 hours a day, just as an interval, I'm just gonna do it for a couple of weeks.

But then it becomes your life.

So when you battle, that sort of thing, you're facing burnout, and really, you're battling you and the baggage that you bring with you roll after roll after roll, it's the same stuff.

What do you do to get inside of your head and let your strengths out in those situations?

Strother: It's back to that planning piece.

Again, knowing the intention and being super clear. I think a lot of the times we have these visions of what we want our job to be like or our life to be like, but we're not crystal clear. It's a hazy, blurry... something like that. And we hesitate to be very specific because life is dynamic and things change all the time.

What if you suddenly have a kid? OR,

What if there's a giant divorce? OR,

What if there's something that changes?

So we don't want to put something down. We don't want to plant a flag in the ground and say, that's where I'm going. Because it could change.

It's actually really valuable to plant flags, even if you're going to uproot them later and move the goalposts because it gives you something to go towards. It gives you a filter.

I love the metaphor of filters in our lives. And again, from a non-emotional place putting these filters in so anytime you have a choice to make, anytime you run into a problem where you keep doing the same thing, you pour it into the top and you let it run through all the filters.

It has to meet this requirement. It'd be really nice if it met this requirement. This is the very specific thing that I definitely want to go towards.

And once you let everything sort of filter through you go —

"Does this serve it or not?"

And hopefully those filters will be able to knock out any behaviors that aren't serving that longer goal or that larger goal. But if you're unclear in where you want to go, then every time you make a new decision has to be a completely new process.

So being really clear what you want and where you're going helps you when those types of conflicts come up.

Got Goals That Are At Odds With Each Other? Renegotiate Rules And Discover New Options

Lisa: So now if I get really tough with it, here's a situation that this is the kind of thing that people come up to me after the event. And I'm sure they do this to you too.

Strother: Yeah, I love it. But...

Lisa: Like, "Yeah, okay, I have a clear vision of the ideal life. Here's that flag you told me about it. And I think I know what that flag is. I want to have this role. And in five years, I think I could have that role. I could get the promotion. I could go start that company. I could do that thing.

Let's say it's a specific promotion, specific role they want. And they believe that in order to get it, it also requires a certain level of workaholism or some other things that would then go against maybe a family value that they say they have as well. And these two things seem at odds with each other and they're like,

"I want this but I don't want to leave behind my family or these other things?"

How do I figure out how to prioritize or what to do with that when my goals almost seem at odds with each other?

Strother: No, I feel like it's the real question because that's the hard piece. It's so wonderful in the sort of concept where we're like —

"Oh, we'll just leverage your strengths and everything's just gonna shake out great."

But then you bought up against that. And I think that the first piece in unpacking that is, one of the phrases that I use all the time is —

"Have you set up an unwinnable game for yourself?"

And I think that helps people see, like, if you're saying,

"Well, this is the outcome that I desire, and also this, this and this are in place…"

Well, you've set up an unwinnable game, there's no-win scenario for you in this because you're already setting up.

I will be unhappy in some areas, whether it's usually the workaholic side of things. I'll just spend tons and tons of time here and fall on that sword.

And I think that when you've set up an unwinnable game, it's time to just renegotiate the rules of it. And I think when you have it, the challenge here is that —. this is the thing I hate about personal development, I bet you've found this too — personal development always kind of defaults back to that feeling of like,

"Be big, but not too big, small, but not too small. Do this…"

But it's never a clear "this is how this works every time."

And we all want that. We want that clarity. But when it comes to this type of piece, when you're in that unwinnable game, oftentimes you have that clear picture, you also have preordained the path, and you have a hard time letting go of what you see as the way to get there.

And there may be all sorts of different offshoots. And if you do have these tension points, there's both the ability to triage like,

"Is one slightly more important?"

"Is there a lean here that I can lean into so I won't default to this most of the time"

"And if not, how can I restructure the entirety of the concept of what I'm doing to make it work? What would I need to do to do that?"

"Does that mean I have to change an hourly rate? Do I need to get a new skill? Do I need to pick up something, bring in some type of support structure, someone who takes care of the house while I'm doing this thing?"

There are always options. And a lot of times they feel like they're inaccessible for one reason or another. But it's usually because we're holding on too tightly to the first vision of how it should go. And anytime you, or I was….. the phrase I love is, "should-ing all over yourself."

Like if you feel like you should do something that's a red flag for me as a coach to look and be like,

"So why should you do that? What's going on there?"

And there's usually a way that you haven't thought of that you can pivot and try something new.

The 'This Or That' Dilemma Vs. Embracing Life's Gray Areas

Lisa: Yeah, there's another thing that you do as a coach that I think is so good, which is about making things mutually exclusive — where if I've already decided that if I want this path, it has to be like this. And if I have this, I can't have that.

And then you lock yourself into it's "this or that," right? And there's I don't know why humans do this, but we're so drawn to "this or that" kind of thinking and you are so good at catching people on that. This is not mutually exclusive, of that. They could actually live...

Strother: ….exist together. Yeah,.

We live in that... we crave... let's back to that. Don't tell me "do a little bit of this and a little bit of that."

We want a clear boundary. We live in a binary mindset. And it's really actually difficult for us to move into that shades of gray, because our brains naturally crave,

"Well, pick one!"

"Which one?"

"That one." And then the tension ramps up and we get emotional about them. We're like -

"That one!"

It's like "you have to turn this off!"

And so I think that, the more you can just acknowledge the duality of the world, and that things are constantly, a friend of mine did say that he was talking to me, he said:

"Life is just so dynamic."

And I'd never….. It was almost a sad… He was like, "He's just so dynamic right now."

And I was like —

Lisa: "That should be good!"

Strother: I was like, "that's a brilliant way to put that though." Like when life is challenging and things are unclear and there is all of this gray area in your life. It's just your life is being really dynamic right now.

And that's sometimes hard to be with, but it also usually has the highest payoff, is that you can live in that dynamic place for a little while. You usually create some type of result that's so much better than "this or that."

Which would you like?

You're going to get something that encompasses all of your wants and all of your desires and all of your intentions, as opposed to...

"Well, I pick that one. That one is good."

Your Best Life Starts Where You Align With The Best Version Of Yourself

Lisa: This is one of my favorite things that Strother brings to coaching to StrengthsFinder events. He is always catching people in a moment where they get into "this or that" mode, where, if this then not that, and we get into this mutually exclusive kind of thing in our head, and we do it around lots of scenarios.

"Oh, if I pick this role, well, I'm not living that passion."

Or, "If I change course this way, that I'm not going to have that thing."

And we try to narrow it down and simplify it so much that we actually get stuck very often. And Strother is so good at helping people become unstuck and helping people see that you can take small steps in many directions, to really feel like you are aligned with the best version of you and those small actions over time add up and add up and add up. And one day you look up. If you're setting the intention to do this over time, and you notice a year later, "Wow, I feel really good. I'm living a good life."

Want To Further These Conversations? Consider Strother To Your Strengths Events

So, just to give another shout out to Strother for doing this episode, I really appreciate you Strother if you're listening, that you bring this conversation to me, to our clients, and to the concept of StrengthsFinder, because it really is one where people wrap themselves around the axle about it.

So if you are a listener, who has been in that mode with yourself where you're like, "Oh, I don't really know what my passion is," or "I made the wrong choice when I started my career," give yourself some grace. Apply some of the things that Strother mentioned in this episode about stepping into who you are in those smaller ways.

With that, thanks for listening to Lead Through Strengths. If you've been adoring these concepts that Strother has been bringing to you, feel free to request him when you do your training events with us whether that's an in-person event or a virtual event, depending on the time that you're listening to this, Strother does them all.

And with that, we have two more episodes where he is my guest. And the next go-round, we're talking about how to figure out how to talk to your manager and the team around you when you need some things from them or from your environment so that you can show up at your best but you don't want to sound like a brat who is needy and entitled.

So we will see you over there in the next episode. Bye for now.

More On Letting Your Natural Talents Lead You To Your Best Life

The next time you catch yourself in the "this or that" predicament, remember you can always dial up your strengths to get you unstuck. If you lead through Adaptability and Arranger, most likely you can easily adjust to detours and unexpected changes around you because you thrive in a dynamic environment. As simple as tuning in to your top 5 talents can direct you to meaningful life choices.

You'll definitely pick up some gems from Lisa's conversation with Scott Barlow, where he guides listeners who find themselves asking that familiar question: should I stay or go now? Learn why your best life is worth the risks, as long as they are aligned with your dreams. As a plus, you can get his eBook on What Career Fits You for free.

Ignite Better Team Collaboration Through Strengths Jul 26, 2020

Show notes

Conversations About Turning Conflicts Into Strengths Collaboration - With Lead Through Strengths Facilitator Strother Gaines

In any work environment, especially widely diverse ones where people with different backgrounds, cultures and management styles work together, conflicts between or among employees can arise. At the same time, every customer seems to come to us hoping for better teamwork and collaboration.

While conflicts are inevitable, they can actually be an opportunity to exercise strengths so that these conflicts turn into a collaboration.

Listen to Lisa Cummings and Strother Gaines as they navigate this conversation about turning conflicts into strengths collaboration:

Lisa: You're listening to Lead Through Strengths, where you'll learn to apply your greatest strengths at work. I'm your host, Lisa Cummings and actually today, I'm back with another episode where Strother Gaines is joining me for a conversation on strengths. And in this one, it is all about conflict and collaboration.

Most people I talked to want to be known as having good emotional intelligence in the office. And when you feel those moments of conflict, that's when it gets most trying. And when we're doing our StrengthsFinder events or CliftonStrengths events with customers, one of the things we hear about often is opposites.

They'll say —

"Oh well, I feel like I think totally different from all these other people on my team. I feel like we live on a different planet sometimes."

And if you have some of those moments where you really feel that you've come to things in a very different way from your teammates, it can definitely make you feel like you would be in conflict.

The good news about strengths is having these strengths conversations, they allow you to see the positive intent from the other side, and not just the positive intent but actually the positive outcomes from being able to use your strengths and then their seemingly opposite way of coming at things and using that to be a more collaborative and effective team.

So without making you wait any longer here's my conversation with Strother.

Planning Ahead Of The Moment Is Crucial To A Collaboration That Works

Lisa: How do you start to take these things where you might have opposites. So let's say you're a —

"Process it in the moment, talk it out, come up with the ideas right now."

And somebody else is the opposite.

"Hey, let me do my best thinking on it. Let me take a minute with it, give me a beat and then I'll come back and I'll give you much better work that way."

So I think people can figure out, "Hey, we head-butt."

Or, "We don't think the same way."

But then what do you do with it? Because I love to tell people,

"Hey, that's the perfect partnership, you can plan in advance to be the yin yang to each other. This can actually be great for your collaboration at work"

But then when you're in the moment, and it feels like conflict, what do you actually do or say, to ***invite the difference*** and not be defensive or not kind of push your way on to someone?

Strother: I think it's setting that conversation up before it gets emotional. This is something that I recommend across the board - partnerships, companies, coworkers, everything before we're in it, before it's —

"You need two weeks ***but I want to do it right now."***

Having a conversation where we recognize when we get to that place, this is what we're both going to want. So what should we do?

Let's plan now, before we're both emotional about it, before we're trapped in it and it's like,

"You never do anything the way I want you to!"

Sitting down and saying,

"You need this. This is what you would like. I'm going to want this, what can we do?"

And then we're not governed by that moment. And we get into that moment you sort of do that in emergency break glass, where you're just like,

"Look, we're there. Activate protocol seven."

And then we've agreed, and we're going to run through with that instead of letting our emotions sort of drag us all around. We already know how we're going to collaborate and work together as a team - before the emotions get heightened.

Allowing Your Logical Mind Over Emotions Can Result In More Effective Collaborations

Lisa: That's so good. That's Marshall Goldsmith level.

Don't get hijacked by the emotion in the moment. Plan what you're going to do in advance. Yeah. Because then your intelligent thinking is there.

Strother: Let that logical mind come through and make a plan before you get there. Emotions are wonderful. I love emotions. But we oftentimes are like,

"Well, when I get there, I'll be able to ***rein it in."

Usually not.***

Lisa: ***Makes me do a shut down.***

Strother: Yeah you're like,

"Well, now ***just fine, whatever you want. We'll do whatever you want."***

And not shutting down looks different for everybody. But if you use that logical, brilliant brain of yours beforehand and just put stuff in place, it's so much easier to deal with it when you are hijacked.

Lisa: Which is going to happen...

Strother: Oh yeah. When you try and avoid that emotional hijack, you're actually shutting yourself off to a lot of the things that are the red flags for you. These are important things. This is your body saying you need to pay attention to this.

So you don't ever want to turn off the emotional response, but you don't want to be governed by it. *** Everyone thinks —

"Well, I don't want pain receptors."

But that's a horrible disease that people have when they can't feel pain because their body is just being… they broke their arm, they don't know. If you translated it to work, you'd be wanting to opt out of collaborations altogether and simply work with someone else. Unfortunately, you don't get to pick who you need to collaborate with at every moment, so you need the pain receptors to tell you to work your stuff out.

You need those emotions to flare up and say, "Hey, pay attention."

But then if you can snap back into your logical brain, you're gonna have a better outcome.

Learn More Ways You Can Use Your Strengths, Invite Strother To Your Team Events

Lisa: I love how Strother framed that up as an emotional flare-up and how wise it is to think through your agreements you're going to have with each other before you're in the moment, before you're amped up, about a conflict.

Being able to have those mature conversations when you're not in the moment, it is a total game-changer. Rather than avoid each other, you can use your opposite preferences to be a collaboration high point.

I've seen Strother work with customers where he has enabled people to open up a conversation that they have not been able to resolve on their own. They had these pent-up frustrations with each other, that annoying department or that annoying teammate. And strengths can create this vehicle for you to actually understand why someone thinks the way they do or why they relate to the team in the way they do or why they bring this totally different priority to bear.

If you've been adoring Strother's style in this interview series and you want to bring him into your event... If you do a team building or you're building a strengths-focused culture in your organization, feel free to request him when you contact us. He does both in-person and virtual events.

Of course virtual as of the time of this recording are very hot and they could be very timely for bringing a team together when they're under lots of stresses, not just the butting head type of stresses that they're having with each other.

With that, thank you for listening to Lead Through Strengths. We look forward to talking to you next time and helping you claim your talents and share them with the world.

And boy, oh boy, next episode, we're gonna help you do that in spades because the conversation is around, genuinely trying to live your best life. It's a good self-audit to say,

"Hey, am I going all-in in my life? Or am I dialing it in?"

You'll get to find out next time. We'll see you there.

Other Resources To Help You Turn Conflict Into Meaningful Collaboration At Work

Preventing conflict: Lisa takes you into a deep-dive into the subject matter of conflict in this earlier episode. When you and your team understand the root of most conflict at work, you'll be able to win over moments of conflict together -- or even better, prevent them before they happen. Now that's collaboration!

Work relationship goals: Lisa's previous conversations with Jason Treu and Gary Ware will guide you toward building healthy team dynamics that result in meaningful relationships. If you're hearing a lot of "Yes, but" in your meetings, these resources will be worth your time.

Avoiding conflict? Meanwhile, this tends to be a hot button for people who lead through Command and Restorative. If you've ever felt yourself holding back, you have to honor your strengths again. Your team will surely be nourished by what you offer.

More from Strother: to see the full playlist of our interviews, check out these other five videos we recorded with Strother.

How To Not Sound Arrogant When Building A Career Brand Around Your Strengths Jul 12, 2020

Show notes

Lead Through Strengths Facilitator Strother Gaines Shares His Thoughts On How To Not Sound Arrogant When You Offer Out Your Strengths

In this episode, Lisa Cummings and co-host Strother Gaines talk about the different ways you can present or offer your strengths at work and how to not sound arrogant in doing so.

How you can be received or appreciated for your contribution at work depends on how you are able to maintain that delicate balance between wanting to be known for your strengths and not coming off as full of yourself.

Customers come to us every day feeling excited about their StrengthsFinder results, yet simultaneously being afraid of turning everyone off. They want to know how to not sound arrogant or bratty or braggadocios when they try to get known for their top talents.

Here's the transcript of the interview with Lisa and Strother Gaines as they explore the topic:

Lisa: You're listening to Lead Through Strengths, where you'll learn to apply your greatest strengths at work. I'm your host, Lisa Cummings, and I'm also back with my co-host Strother Gaines, where we are talking about that situation where you want to build a personal brand or a career brand around your strengths, but then you're worried because you don't want to sound like a jerk and you don't want to sound like you're walking around the office saying —

"I am really good at these things. So assign me these things."

So it gets a little precarious because you want to be known for it, but you have to figure out how to talk about it without turning everyone off around you. Basically, you'll want to practice talking about your awesomeness while also balancing how to not sound arrogant when you bring them up. So I won't keep you waiting any longer.

Here's my conversation with Strother, one of our Lead Through Strengths facilitators, talking about how to navigate this tough situation.

Wanting To Toot Your Own Horn? Learn How To Not Sound Arrogant With It

Lisa: Imagine the tall poppy syndrome that you've heard of, or "the nail that stands up gets hammered down." All of the things that say, "No, you need to be humble. You should keep it to yourself and make sure that you're a very humble person."

But then at the same time, how can you make your differences your differentiators if you're not willing to experiment with them and let them out?

So what does it look like to not be tooting your horn in a way that's obnoxious but you're actually offering them out as a contribution? How do you even begin to figure out what is what?

Strother: So in the South, it's called "getting too big for your britches." It's what we would say. And I got a lot of that actually leaving Kentucky when I left because people are like —

"Well, you're abandoning everyone and you're leaving these things and you need to come back and do the thing that everybody does." For some people, that's actually really rewarding to be a part of that.

Consistency is my last strength in my report, and I don't like to repeatedly do the same thing. But for someone, if that's your strength, live in it. Someone needs to be able to do it.

Tooting your own horn, when it comes from a place of, "This is my contribution. This is what I can give, and this is how I'm going to help the situation," as opposed to, if I frame it in, "Look at me. Look at me. Look at me!" — it does come off like, "You're a jerk!"

Definitely, no one wants to work with that guy.

But when I frame it in, "If you'd like to leverage me appropriately, and you'd like to see me do my best work, putting me in this scenario, giving me an opportunity to do this specific thing, which is something that lots of people don't like to do..."

It's when I think about public speaking. So many people are terrified of it. And I would so much... Excel Sheet versus Public Speaking? Throw me up on the stage!

So it's finding where you have those natural fits and just making it accessible to the people that you collaborate with, giving them the option rather than demanding that they do your thing. If you've been fretting about how to not sound arrogant when you talk about your skills and talents at work, the solution is all about offering them as a contribution rather than framing it as a selfish need to let them out.

What To Do When You Don't Like Your Strengths Jun 28, 2020

Show notes

Lead Through Strengths Facilitator Strother Gaines - Helping You Figure Out What To Do When You Don't Like Your Strengths

This episode is all about the situation when you don't like your strengths — or you don't think you like someone else's strengths.

It's easy to stereotype one of the CliftonStrengths talent themes, good or bad, when you only take a cursory glance at it. It's also easy for your talent to masquerade as a weakness if you have the volume turned up too high for the situation.

Here's the transcript of the interview with Lisa Cummings and Strother Gaines as they explore the nuances:

Lisa: You're listening to Lead Through Strengths, where you'll learn to apply your greatest strengths at work. I'm your host, Lisa Cummings.

I'm always saying it's tough to find something more energizing than using your strengths every day at work. And today, the topic of the podcast episode is about those moments when you're asking yourself ⁠—

"Oh, should I not use my strengths at work?"

"Are these not good ones to have for a given job?"

Or, "I don't know that this talent theme is going to be well appreciated in the work culture that I'm in, so maybe I should just bring it down a little bit because I don't think people at work are going to appreciate it." This will help you figure out whether it should go into hiding when you don't like your strengths.

The format is going to be a little bit different in the following series coming up for the podcast here. I actually have Strother Gaines joining as a co-host, he's one of our facilitators here at Lead Through Strengths.

So many times now people are experiencing facilitators other than me when they do training classes on CliftonStrengths, StrengthsFinder, strengths leadership development, etc. And so I thought, wow, our customers and our podcast listeners need to get to know these amazing facilitators. So, coming up over the next weeks and months, you will be getting to meet many of them.

In the next six episodes, you'll meet Strother, where I'm having a conversation with him.

Having A Case of 'Bad' Talents? Don't Like Your Strengths? We Get You

Lisa: We're talking about that thing today, where you get your list, and you're loving a few of them, but one of them is leading you to think ⁠—

"I don't know about that one... I don't think I would call it a strength... I think I want to get that one back."

"Can I see my #6, 7, 8, 9, 10? Can I choose from some other ones?"

So when I jump into this interview with Strother, you'll see that we are cracking up a little bit because I had just been a klutz in the office and caught my pocket on the table in the office.

And so we're busting a gut a few times in these episodes. I'm going to do an intro for each one, I'll do a closing for each one. And if you hear us jump right into some laughter, well, yes, some shenanigans are probably going on me being a klutz, or us goofing around.

If you want to see some of the shenanigans and silliness - things we were doing where we're playing around in the office - then make sure that you go to YouTube and look at the video version. At the end, I'll include some of the outtakes so that you can see them there.

So let's jump right in to talk about what to do when you don't like your strengths.

Shifting Perspective When You Don't Like Your Talent Themes

Lisa: Let's say you take the CliftonStrengths assessment, and four of the five of them you're like ⁠—

"Oh, yeah, these are so me... I love that, but that one -- well, I mean, it's kind of me, but I don't really like one of my strengths…"

Or, "I don't really think that in this workplace they're gonna love it. I don't want to be seen like that... I don't know if that would be valuable here or even accepted here if I let that one out."

So what's your opinion on that? What do you do with it?

Strother: Well, I totally had that happen in mine. I have Significance in my Top 5, and to me when I read Significance, it came across as like, "Tell me I'm pretty… Tell me I did a good job..."

I need everyone else to tell me, like, "This is a good thing." And one of my greatest fears in my work is that I required external validation. Everyone tells you to find that joy, find all of that inside of you. And then my StrengthsFinder came back and it's like, "No, you actually need people to tell you what's good. And I was like, NO.

But then, after I sat with it for a long time ⁠— you encouraged me to, like, "Stay with it for a little bit..."⁠ — I started to find that it influences so much of the types of projects that I take on, and it helps me actually delineate what I would be good at, what I would be excited about, and what I'm not.

I'm not great at something that I'm not passionate about, and I don't like creating something that doesn't have that feedback loop where I get someone else's opinion or other people are collaborating with it. It's re-visualizing how you conceptualize that strength. Find a way that you can tilt that so that it is still you...

Your 'Bad' Strengths Are Good Enough To Make You Stand Out

We've talked a lot about "basements and balconies." Do you have a strength that's in the basement, and that's where you're viewing it from? What does it look like when it's fully actualized, when you're actually taking control and being intentional about it, instead of letting it run the show underneath all of the things, that when you look at it, you go, "That's the thing I want."

Then it's a lot easier to bring it out, even in a culture that might not support it, because that's your unique offer. This is a tricky situation - training participants will often say that you save a talent for your home life because you don't like your strengths for work purposes.

If it's something that doesn't show up a lot, if you have a rare strength, you're going to stand out. And standing out can be challenging sometimes, but it's also the thing that's going to get you noticed. Most of the time, anytime you want to move forward, first you have to get noticed. So use it, like leverage that weird thing and make it your strength.

From 'Irrelevant' Strengths To Workplace Impact

Lisa: I love how Strother framed this one out for you, as a way to bring your unique offering to the workplace. We always talk about your differences being your differentiators. So, instead of thinking of a strength as something that you need to squash down and say, "Oh, maybe I have a bad strength..." ⁠— which is an oxymoron ⁠— use your strength fully, figure out how to mature it, and get the most out of it.

Now sometimes people feel like they have skills that aren't relevant on the job. This is definitely a case where you might wonder what to do when you don't like your strengths because they don't feel helpful in your current role.

For talents, we're talking about something different. We're talking about how you naturally think, or feel, or act when you are at your natural best, and you wouldn't want to squash those out ⁠— because it would be squashing down the best of you.

With that, thanks for listening to Lead Through Strengths. You've been getting to meet Strother Gaines, one of our facilitators from DC. In the next episode, you will hear us talking about how to not feel arrogant when you're talking to other people about your strengths. We'll see you there.

Want More Ideas For What To Do When You Don't Like Your Strengths?

A while back, Lisa interviewed Ben Fanning on what to do when you think your job isn't a good fit for your talents. Ben was funny and insightful. He gave lots of ways to reconnect with what you like about work, build a personal brand around strengths, and to mold your job in that direction.

Ben wrote a whole book on the topic called The Quit Alternative. The book is excellent, and it hits on a common situation where people think they might need to quit their job to be content again. If you read Ben's book, you'll almost certainly think that the grass isn't greener on the other side — it's greener around the corner of the same company.

Another episode you might like to explore is the one where Lisa answers the question of what to do when you only have 2 of the colors in the CliftonStrengths lineup. This is another situation that makes a typical training attendee say that you don't like your strengths.

Core Concept #9: CliftonStrengths Blind Spots – Starved And Fed Talents Jun 14, 2020

Show notes

We have now reached the ninth and final core concept in our STRENGTHS series, where we've been discussing the importance of engaging in strengths-focused conversations with your team over time. If you've been following this conversation, congratulations on getting this far! And if you've been applying even just some of our tips and taking on our tiny but impactful challenges, then you're well on your way to becoming experts at finding CliftonStrengths blind spots in your team and building on everyone's natural strengths!

Before we dive into the final topic of this series, here's a quick recap of the core concepts that we have already gone through. Notice the magic word that the initials of these topics spell (STRENGTH).

S.E.T. (Skills. Experiences. Talents)
Troublemaker talents
Regulate by Situation
Easy Buttons
Not an Excuse
Gimme That Escalation
Takes Time and Intention
Honored and Insulted

And now, in this episode, we explore the breadth of what we call the Starved and Fed Continuum -- turning our magic word into STRENGTHS. It's just one letter added, but it makes all the difference, especially in the context of teams. The more strengths-focused you and your colleagues are, the stronger your team will be.

In any team or group, your differences are your differentiators — and this is the foundation of this core concept. And when you think of your differentiators, these come to life and look like your strengths when you've been feeding, nurturing, and developing them over time.

Feed Your Talent The Same Way You Feed Your Body

What would it be like if you were starved for food as a human? Physically and even mentally, you would feel weak, which would most likely impact how you feel or think. You're not at your best. Being hungry can cause you to be grumpy and to ill-treat others, which can negatively affect how you relate to other people. In short, you wouldn't be able to show up in your full force.

But on to the other end of the continuum, you're well-fed. On this side, you've been nurturing your body right -- not overfed or stuffed to the max that you need to loosen up a button on your pants. Just well-nourished and well-taken care of.

Let's use that as an analogy for your strengths, particularly your CliftonStrengths blind spots. You can ignore your strengths or starve them out because you don't think they would be valuable in your workplace or you didn't know it was one of your strengths. What happens next? They just shrivel up -- it's not going to look like when it's at its best.

On the other hand, if you've been developing yourself by feeding and nurturing your talents, what you look like at your best keeps getting better and better. When you feel well-fed, well-nurtured, you feel strong, and your STRENGTHS strengthen your performance. That's why this all matters in a workplace context.

Jack-In-The-Box: What Happens When Your Natural Strengths Are Squashed Down

You may remember having or seeing a Jack-in-the-box toy as a kid. It's this little box which has a handle on the side that you can twist. As you keep twisting it, Jack surprisingly jumps from inside of the box. That's half the fun of it all when Jack jumps out suddenly and scares you.

It's the same thing with your strengths. If they have been squashed down, like in that box, you don't know when they're going to come out. They can jump out when you least expect it and scare people who may not find it cool, like when you scare them with your unmatured, talent themes. When that happens, collaboration becomes a challenge and it can lower down the equity of your career brand.

Your CliftonStrengths Blind Spots Want Your Attention And Nourishment

Sometimes, we are driven to hide our strengths because we feel they are not suited in the kind of work environment that we have.

Here are real-life examples from a person who leads through Connectedness and another person who leads through Command.

Scenario 1: Letting Connectedness shine in a 'tough' culture

Someone from a previous Stronger Teams session came forward with a concern on the report about her talent theme, Connectedness. While she liked that the report said she's kind, gentle, and that she can see the ripple effect of her action on people, she found that the descriptions sounded "soft and wimpy". For her, being viewed that way might not sit well within the tough work culture she belongs to if ever she will let that part of her out.

She had valid concerns; however, it may not be enough to starve her talent just to fit into a specific work culture. There's so much more dimension to Connectedness that she can explore, one of which is the fact that she was very well networked.

What Can She Do?: It is common among many who lead through Connectedness to see all of the connections among departments and people and the effect of what they're doing. This person can see the ripple effect of each team's work as though she is watching from a higher place. It will not be a surprise if she notices and says things such as:

"If we make this decision here, it might be a challenge to roll it out to this particular department. Given the potential effect on their work, they're going to put up as much resistance as they can during the implementation."

This ability to make these web-like connections is what you can highlight when you lead through Connectedness. As you're able to really relate well with a vast network of people, you're able to establish where there was going to be a challenge in project implementation. This is quite practical.

So, rather than starving out a talent because it doesn't seem to fit the company culture, direct the development at the part of it that would be most valued by other people.

Scenario 2: The newbie is a strong leader inside

Another real-life example is from another person who leads through Command. He expressed his concern on being conflicted, knowing that he's a natural-born leader but at the same time he's young and in an entry-level position.

Some of the things he said:

"I feel like when I'm decisive here, it feels unwarranted, and people look at me weird."

"I feel like I don't need a bunch of the inputs from other people and expected to go get them."

"I'm not really sure how to wrangle this all in or make it valuable here."

This guy therefore felt that he needed to push down his talent until he's gained a certain status in the organization. Also, he didn't seem to want to show that he was too cool for his entry-level job and therefore needed to skip all other positions just to be in a leadership status.

What Can He Do?: There are other dimensions of the Command talent theme that he can explore. A sample case he was presented with was in the event of big changes happening in the organization where: a) he's behind it and b) other people are complaining about the effects of the change. In this scenario, he can easily leverage on his influence to convince others into embracing the more positive impact of the change.

Roll out short and powerful demos. He could be part of the peer group and is giving others a demo about how good and important it is on the other side.
Summarize to make it clear. He could also often be in the meeting and summarize into fewer words what someone else would take 10 minutes to get out. He, of course, has to do it in a well-honed and kind of not too overbearing manner, lest he embarrass them. Maybe he could say the following:

"Yeah, that makes me think of the team motto which is _______________," or "This could be our headline. As we roll this out, I see this could be kind of our mantra as we get this going".

How Conversations Can Help Feed Or Starve CliftonStrengths Blind Spots

It is a natural tendency for people to see something about their talent theme and think it may not be of value to others that they try to stuff it down. Natural talents refer to how you naturally think or feel or act when you're at your default. The thing about them is that they always come out anyway, no matter how much you suppress them. But when they do after so much squashing down, they come out unrefined, which may not look good on you.

The most important thing, before you ever decide to squash down your talent for whatever reason, is you're able to explore some of these nuances of what your talent themes look like when they're at your very best, versus what they look like on the full end of the continuum where you're not at your best, where everything seems to go wrong and these talents have really been starved out.

This kind of introspection can be effectively facilitated if you have consistent strengths-focused conversations within your team – quite another reason why meaningful conversations really, really matter.

I hope that you liked these nine core concepts that spelled out the word STRENGTHS, and that you pulled at least one thing that was an unconsidered angle, something that gave you a new way to apply strengths with your team that you hadn't before. Get in the habit of recognizing what works in other people because when you notice what works, you'll get more of what works.

Our TOPPODCAST Picks

Follow Us

Stay Connected

Related Podcasts

Links

Stay Connected