Are You Building a Strengths-Based Culture?
As human beings we are conditioned to look for the deficits or the gaps in our skills and strengths. How many times do you come out of a meeting or conversation and focus on what you didn’t say or didn’t do? In fact, a finding from a Hewlett Packard internal report states that women tend to only apply if they feel they have 100% of the qualifications (Harvard Business Review)—focusing so much on what we are missing rather than what we can bring to the role that we let opportunities pass us by. This deficit or lack mindset definitely holds us back as individuals, but when it spills into your leadership and infuses your team culture, then you have a problem.
Back in 2006, I had just returned to my role as a manager after an extended maternity leave. I had a new boss, the department structure had changed and my portfolio was no longer seen as a priority within the strategy. I was definitely feeling insecure about what I could contribute, and I definitely didn’t feel appreciated by the new leader. Thankfully, I was able to access a StrengthsFinder workshop offered on campus and when I saw the report that listed my top 5 natural strengths, it gave me a boost of confidence, and a ton of clarity about what was possible if I was able to find a position that leveraged my natural strengths (Strategic, Maximizer, Ideation, Activator, & Relator). This led to a pretty fantastic leadership role, and after four years in that role I discovered coaching—a career where I found true alignment with my strengths.
After eight years of running my business solo, I am now building my team with the intention of creating a culture that is infused with a strengths-based philosophy. The founder of Clifton Strengths, Dr. Donald Clifton asked the question, “What if we focused on what’s right with people, instead of what’s wrong with them?” With this question at the forefront, I am very intentional about building my teams’ personal awareness of their own unique talents and strengths with the hope of empowering them to bring their strengths to our shared mission. As the team leader, I am keenly aware of my own talents, and also transparent about the areas that are NOT my natural strengths. For example, today I said to Carly (our social media and copywriting whiz) “Consistency is at the very bottom of my strengths hierarchy – if we need consistency I will have to ask you to bring that to the team because it is not how I am naturally wired.” We can have this kind of transparent dialogue because we took the time to learn about one another’s strengths in a recent team retreat. It has empowered each of us to work within our strengths zone and my job as the leader is to ensure that we have the necessary strengths on the team, or have found ways to manage if there is a gap within the group. This isn’t about letting people avoid responsibility for their work, or justifying poor performance. We are using the Clifton Strengths assessment to leverage the diversity of talents within our team and to maximize our impact with a strategic approach for a small, yet mighty team. I want to be a Multiplier leader from the work of Liz Wiseman who says, “Find people’s native genius (i.e. talents). By telling people what you see, you can raise awareness and confidence, allowing them to provide their capability more fully.” That is the kind of leader I want to be.
Here are my top 5 reasons why creating a strengths-based culture matters:
It increases self-awareness for your team members (and you!) by identifying and labeling your “native genius” with language and examples.
This learning builds confidence and that leads to more initiative, engagement and inspiration. (Who doesn’t need that right now?!)
As a leader, you shift the lens to what is right with people, rather than always thinking about what’s wrong. It could be that someone on your team has a role that isn’t aligned to their natural strengths and this process will help you both figure that out, rather than being frustrated with poor performance or a lack of engagement.
Appreciating the diversity of talent within the team can reduce conflict and optimize collaboration, with renewed empathy if things go sideways.
According to Gallup.com, a strengths-based culture is more productive, profitable and engaged. In simple terms, it meets our human need for being seen and valued for who we are and what we bring to the table. After all, isn’t that what we all want?
There is nothing I love more than helping my clients uncover their strengths and optimize their potential. If you or your team is curious to learn more, we would love to connect and put a strategy in place to help you build a strengths-based culture in a time of virtual teamwork and leadership. Click here to book a call to learn more. We can’t wait to uncover your native genius!
Works Cited
Mohr, T. S. (2014). Why Women Don’t Apply for Jobs Unless They’re 100% Qualified. https://static1.squarespace.com/static/52f84192e4b0bae912c881e6/t/564b37e6e4b03f66f2c62080/1447770086778/Why+Women+Dont+Apply+for+Jobs_HBR.pdf