CliftonStrengths® Woo Talent Theme

“Go out into the world today and love the people you meet. Let your presence light new light in the hearts of others.” ― Mother Teresa

People with the CliftonStrengths (formerly Gallup StrengthsFinder) Woo theme love meeting new people. To them, these are not strangers: they are friends that they just haven’t met yet. While many would be intimidated by the challenge of breaking through the awkwardness, making small talk, and befriending someone new, those with the Woo talent theme relish these opportunities. In fact, they are often energized by it. They naturally want to know people’s names and ask them questions, bringing an incredible creativity and energy in building rapport. They are delighted whenever they gain a new friend, which is at the very core of this StrengthsFinder theme. Woo stands for Winning Others Over.

Those with the Woo CliftonStrengths theme have an extraordinary ability to draw people out of their shells. When tasked with putting more reserved people at ease during social situations, those with the Woo talent theme can help new people feel comfortable. They are often seen to be welcoming. They take initiative and bring energy to social situations. While those with the Relator CliftonStrengths theme enjoy going deep, preferring greater depth and authenticity in their relationships, those with Woo generally prefer extending the circle wide, and often dislike static or shrinking social networks.

Sometimes, people with the Woo talent theme can be mislabeled as shallow and superficial, particularly if their Woo talent theme is in its infancy stage. Some can even be perceived as social butterflies. However, this is usually the result of misunderstandings. While it is true that those with Woo generally prefer to meet and greet, win over, and then move on to befriend the next new friend, it is not true that they do not desire quality relationships with others. In fact, people with Woo have a very different idea of "quality relationships" - the ability to build rapport rapidly and to open up to each other defines the quality. It would thus help those with Woo to find the right words to explain to others that networking is part of their personal style. Without this clear communication, others might mistake their friendliness as insincerity.

One of my personal friends and coaching client, Natali, has Woo in her Top 5 CliftonStrengths results. She not only enjoys connecting with people face to face, she also enjoys connecting with people through social media such as Tik Tok and instagram.  I am always amazed at her ability to connect with people easily. She has the gift of being able to turn a stranger to a friend in mere minutes, teasing a smile or a laugh out of them and bringing cheer to their lives. Working in a MNC in the cosmetic industry, she continues to use her Woo talent theme to engage clients. She loves making them feel at ease so that she can build trust with her clients. She shares that understanding clients’ needs comes easily when they feel that they can trust her.  

How can a person with Woo turn this talent theme into a Strength? Here are a few suggestions.

1. INTENTIONALLY BUILD YOUR SOCIAL NETWORK 

There is an increased emphasis on networking to grow the personal brand, to gain exposure and to discover new opportunities. Since those with the Woo CliftonStrengths theme are energized at the possibility of turning new faces they meet into friends, they would do well to intentionally build their existing (and probably broad) social network. Professional networking platforms such as LinkedIn are platforms that people with the Woo theme can intentionally employ to their advantages. They can tend this network by checking in with each person at least once a month to see how they’re doing. They could also make it their personal goal to learn the names of as many people as they can, building an index of personal information for each contact that could be useful for work benefits.

2. PRACTICE WAYS TO ENGAGE AND BEFRIEND OTHERS

Practice ways to effectively engage and win others over. For example, research people before you meet them so you can find the common ground. Refine your system for remembering the names of people you meet. Establish goals to motivate yourself to learn the names and a few personal details about as many friends and colleagues and customers as possible. You can help your team and your organization make many valuable connections.

3. SEEK COMPLEMENTARY PARTNERSHIPS

Partner those with Deliberative

People with Deliberative can be described as “socially cautious.” They tend to be private people, selective about those they allow into their inner circle and preferring quality over quantity. They tend to choose their words wisely and are more reserved with their praise as they want their words to be meaningful. In contrast, those with Woo can be described as “socially adventurous.” They love meeting strangers because they see it as an opportunity to make new friends. They tend to enjoy playful banter, as it helps them build rapport quickly. However, because of their natural tendency towards this banter, they can sometimes be seen as superficial, saying things they often don’t mean. Such a partnership would encourage those with the Woo CliftonStrengths theme to not only expand their social networks, but also protect and build their existing friendships with care.

Partner those with Relator

People with Relator are naturally drawn to deepening existing relationships, bringing a genuineness and authenticity that invites enduring, meaningful connections. When in a large crowd, they prefer to connect with people whom they already know. In contrast, those with Woo are excited at the prospect of forming new relationships. In a large crowd, they are drawn to strangers – in their view, new friends they haven’t met yet. This partnership would encourage those with Woo to bring greater depth to their existing relationships, thus building deep as well as wide.

Partner those with Focus

People with Focus are talented in zooming into an overarching goal with laser-like precision. Whether directed with a social or more task-oriented element, they have the innate ability to evaluate, prioritize, and re-direct, effectively aiming their time and efforts toward that overarching goal. In contrast, people with Woo are talented in engaging with large audiences, and are naturally gifted in expanding their social networks. Partnering with someone with Focus would thus empower those with the Woo CliftonStrengths theme to direct their social influence towards building connections that would be beneficial for the team’s overall goals.

Concluding thoughts: Those with the Woo CliftonStrengths theme have an amazing ability to break the ice and turn strangers into friends. They often have a natural ability to build a huge social network. While sometimes misunderstood by others because of their tendency to move from one new friend to the next, it’s important to recognize that they bring tremendous value to a world that in many ways is becoming increasingly more insular and disconnected. If you have a friend or team member with Woo, recognize and celebrate them for their natural talents – they, in turn, will bring a great exuberance and cheer to your world!

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Strategic Talent Them

When I think ‘Strategic’, Zhuge Liang, a famous Strategist in Ancient China, instantly comes to mind. At his peak, he is known as a master tactician, brilliant advisor and insightful leader. However, in my experience in coaching many organizations in Singapore and around Asia, the word "strategic" can cause a lot of concerns for top leaders. Many people, especially top leaders, have a misunderstanding about the CliftonStrengths 'Strategic' theme. It is not common to find that a top leader in an organization becomes very distressed whenever the 'Strategic' theme fails to turn up as one of their dominant talent themes. Many are often confused over the CliftonStrengths definition and the common English definition of the word "strategic". The truth of the matter is that ANY of the CliftonStrengths talent themes can be used to develop good strategies as a leader. I personally have seen some top Singapore leaders lead their organizations and teams strategically using the Ideation, Learner or Futuristic theme. I have also seen how others use the Connectedness and the Input theme. Many top leaders in Singapore do not have 'Strategic' theme as their dominant talent themes. This common misconception can be resolved once people have a better understanding of what the 'Strategic' talent theme is really about.

Those with ‘Strategic’ in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling result have a unique ability to quickly weigh various alternatives to determine the best option. They dislike environments that are rigid where there is a fixed way of achieving an outcome. People who have Strategic as their dominant talent theme are easily excited to examine current possibilities to explore new and better ways to achieve an outcome. This is especially so if others have tried and failed. Simply put, a peak experience happens when the Strategic person generates a brilliant and effective strategy that trumps all previous (failed) attempts.

In my previous business venture, my co-Founder, Jason and myself had the Strategic theme as one of our dominant CliftonStrengths themes. Whenever we got into a disagreement because of our differences in perspectives, we would use our Strategic theme to align ourselves. We asked the question "what options do we have and how can we move forward?" This allowed us to lay out the cards and choose the option that would bring us forward. Having the Strategic theme also helped both of us to know that our different perspectives could be leveraged in light of a common purpose - whatever we do together as a team, it must position the company to move forward and achieve better results.

How can a person with Strategic grow this talent theme into a Strength? I will like to suggest a few ways.

1. CLARIFY. COMMUNICATE. COLLABORATE. 

A Strategic person can grow by adopting this simple 3-step process.

- Clarify the team outcome. 

In a team, different people can have different agendas. Those with the Strategic talent who take time to listen and to clarify the outcome often present greater alternatives and solutions to the team as opposed to those who seek to impose their ideals. Learning to listen to team members and clarifying key outcomes required by the team are critical steps in turning a Strategic talent into a Strength. Legendary American Basketball coach, John Wooden, shares this simple quote -"If, as a leader, you listen to them, then they will listen to you." People with Strategic can make a huge impact to any team when they take time to listen to others and integrate different suggestions into their strategies. 

- Communicate your intent.

Often, the Strategic person sees many alternatives to an outcome and these alternatives can often result in cost savings, time savings and greater efficiency. However, some of these alternatives might be perceived as shortcuts that not everyone can appreciate, particularly for those with the Responsibility talent. A person with the Strategic talent can overcome this challenge by choosing to communicate his intentions early and being upfront. Doing that often allows team members to consider the proposed alternative with a greater level of trust. It is commonplace to hear that those with Strategic talents are not upfront with their thoughts and intentions, only to be wrongly labelled as manipulative and scheming. 

- Collaborate with others.

People with the Strategic talent can often be skilled negotiators given the innate talent to see the end goal and alternatives to reach there. When these people choose to be team-centered (through collaboration) rather than be self-centered, the outcome is often a win-win situation for everyone. Conversely, people who seek to strategically outfox their opponents at every single opportunity might reap benefits for themselves in the short run, but will eventually discover that the trust level between them and others in the team will decrease in the longer run. That, ironically, is Strategic being counter-productive. 

2. WIN THE HEARTS OF TEAM MEMBERS. 

When people follow, they often do so because they want to; not because they have to. The genius of the Strategic talent theme is the ability to quickly weigh various alternative paths and determine the one that will work best and most efficiently. However, in a team, this innate talent is not necessarily recognized should this person fail to understand a simple leadership principle - the right to be followed must be earned. Those with the Strategic talent must recognize that followers tend to follow the guide more than the path. People with the Strategic talent must win the trust and the hearts of team members before they can make consistent and effective contributions to the team. Otherwise, it would not be surprising that the Strategic talent in its infancy stage can cause team members to easily feel that they are pawns in a game or resources for a task rather than people to be valued. 

With Strategic as one of my top 5 CliftonStrengths talents, I engage this talent to intentionally build relationships with my team members. Because it is not second nature to me, I make it a point to take note of others - like their preferences or their birthdays (tip: list it beside their names on the phone contact list). Listening in, sharing my desires and ambitions, as well as choosing to be vulnerable are all part of the effort on my end to demonstrate my intentions openly. Over the years, I have reaped the benefits of building trust in the team. More often than not, whenever I get misunderstood because of the way I share a particular plan or strategy, someone else in the team helps me to clarify my intentions by asking me good questions. As such, the team allows me to contribute my strategies and often adopts them to move forward. That has motivated me to contribute more productively to the team.

3. SEEK COMPLEMENTARY PARTNERSHIPS.

Many Strategic people enjoy beating the system, especially during their teenage years. They get a kick out of discovering ways to outsmart a system that is deemed to be robust. They take pride in their ability to dismantle a system quickly. It is not surprising that people with Strategic talents are often a bane to those implementing rules and policies. However, if left unchecked, this innate talent can lead to one becoming power-hungry and potentially corrupt. Great partnerships formed can help a Strategic person to grow in humility and maturity.

When a Strategic person partners those with Consistency or Responsibility, it often results in healthy tensions that force the person with Strategic to review his or her intents.

- Partner someone with Responsibility.

People with Responsibility prefer not to cut corners. Partnering someone strong in the Responsibility talent allows for discussions that can encourage a Strategic person to consider responsible behaviors. Questions that surface in the thought process may include: Is this the right thing to do? Will taking this shortcut potentially affect our team's good reputation? Will venturing into this grey zone lead to corruption?

- Partner someone with Consistency. 

Those with the Consistency talent prefer to be fair and just. They prefer to treat everyone fairly and hate preferential treatment. The Strategic person who partners one with Consistency can enter into discussions which help to check their motivations and reconsider behaviours that can be deemed as manipulative. Questions that may arise include: What will be a good valid reason for us to make an exception? How can I create a system that treats everyone fairly and yet rewards high performers?

Ending note: Being Strategic does not mean these people think they know best. It just means they see things differently and they enjoy exploring alternatives to get better solutions. Engage the different perspectives they offer and you might just benefit from some Ah-ha moments!

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Significance Talent Theme

"I want to leave a legacy.” 

This is one of the most misunderstood themes and it is not hard to guess why. People with Significance in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results are often perceived as attention-seeking, and this is especially so for extroverts. Some of these “attention-seeking” antics can be attributed to the immature usage of this theme. In its mature stage, people with the Significance theme often leave a legacy.

People with Significance can make a huge difference to individuals and the community by the deep impact they desire to create. This desire drives them. They believe in making a difference to people's lives or doing things that can contribute significantly to the success of a team or organization. Their influence spreads contagiously because of their confident nature. They push forward from mediocrity towards the exceptional. Some of those with Significance can be very charismatic and have a great following. They are often very comfortable being in the limelight and thrive on stage performances and presentations. One interesting observation of people with Significance seems to be, the bigger the crowd, the better their performance. While many will crumble at the pressure of being on stage, a person with Significance simply sees the stage as a great opportunity to impact a crowd. 

Ryan was chosen to be the emcee for a concert in Singapore. He was strongly recommended because of his ability to engage a crowd. One of his CliftonStrengths top 5 themes was Significance. Even though he had the makings of a good emcee, Ryan struggled during the final rehearsal. The empty seats in the auditorium seemed to be a de-motivating factor. On the day of the actual concert in front of a large audience, Ryan was a big hit. He carried the crowd and executed his emcee role with a near perfect performance. His Significance talents were activated simply by being on stage in front of a huge crowd. True story.

Often, those with Significance desire deeply to receive affirmation and be recognized for their contributions. This is the main way they feel their impact is validated. They thrive on the attention given. When they receive positive feedback, they are greatly motivated. While it is generally true that positive feedback works for most, it works doubly for those with the Significance talent. Another way to look at this is that people with Significance are doubly motivated to make a difference and are also less likely to be deterred by the potential costs. With a "We" mentality, people with Significance can be very motivated to do all that they can to see their team become the "DREAM TEAM".  

How can someone turn this Significance talent into a Strength? Here are some suggestions.

1. GO M.A.D - MAKE A DIFFERENCE 

People with Significance desire to help others see that they can stand taller, feel more confident and achieve more than what they believe they can. In other words, they enjoy helping others level up in their performances. To nurture this talent, one with Significance must be very intentional to make a difference wherever they are. 

A few areas that can be harnessed include:

- Be intentional to find out what others in the team are good at and inspire them to work towards their goals and dreams. Making a difference is about doing both the small things and creating high impact actions in the lives of teammates.

- Be intentional to give praise and catch others doing GOOD. Most of the world is extremely skilled in catching people doing wrong. Those with Significance can start a movement towards “Catching others doing GOOD” and champion this cause within their own team and organization. Such a cause will create a culture of honor and respect for one another.

- Be intentional to inspire confidence and hope through meaningful dialogues. Asking questions such as “What is one area of success you have had the past month? or “What are some results that you are thankful for?” are conversational ways to tune mindsets towards success and hope. 

2. LEAVE A LEGACY

People with Significance desire to leave a legacy behind. Useful questions to start off such a process include, "What will people think of me when I leave this organization?”, "What will people say of me at my deathbed?” or “What will my children and grandchildren remember me for?"

Searching questions can lead one with Significance towards crafting a life purpose. Such a purpose in life can springboard into action steps that can help one live out a life purposefully with the end goal of leaving a legacy. An example of a life purpose statement can be “Be a person of Blessing, not a curse”. 

3. SEEK COMPLEMENTARY PARTNERSHIPS 

People with Significance can find complementary partnerships to build on this theme further.

•   Partner people strong in Futuristic

People strong in Futuristic often love to envision the future. Partnering a Futuristic person helps the person with Significance to create dialogues and discussions on what a lasting legacy looks like. Such envisioning exercises fuel both the people with Futuristic and those with Significance. With fruitful dialogues, the person with Significance can think of action plans to intentionally build towards a lasting legacy.

•   Partner people strong in Connectedness

People strong in Connectedness are bridge builders and often see a greater cause ahead of them. They have the ability to think about national, regional and global issues and how these issues connect to the daily work. Partnering those with Connectedness allows the people with Significance to think about and possibly engage in causes that can enlarge the scope of impact. Possibilities of engaging in initiatives that can have a national impact or even a regional or global impact will excite people with Significance. 

•   Partner people strong in Deliberative

People strong in Deliberative create awareness of the risks and potential dangers that arise out of actions, behaviours and/or decisions. Partnering a person with Deliberative allows a person with Significance to learn to moderate behaviours that can be high on seeking personal attention (usually self-centered in nature). This can be achieved through meaningful dialogues or feedback. When people with Significance have high influence in a particular environment, such partnerships create a more robust feedback system and help to ensure blindspots can be unveiled and tackled. 

•   Partner people strong in Developer

People strong in Developer have an innate desire to draw out the potential of people. They thrive in helping others track their growth milestones. Partnering a person with Developer helps one with Significance to identify specific growth steps to help teammates reach their goals and be successful. When people with Significance help others succeed, there is a huge motivation to replicate that process.

Concluding thoughts: Many charismatic people in this world have huge followings. In little red dot Singapore, more and more bloggers are hired by different companies to market their products because of these people's ability to draw crowds to follow them. It is important that the community acknowledges the impact that People with Significance can bring. A positive harnessing of these highly influential people can bring about powerful and positive changes to society and the community. 

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Self-Assurance Talent Theme

"I already knew that."

The Wife calls this the conversation killer. 

When the Wife shares with me a new discovery or something she learnt, this statement "I already knew that" is usually a response that puts her off. Even though that statement is a statement of fact in my mind, it unfortunately communicates the idea of cockiness to the Wife. I come across often as someone who knows-it-all. To make things worse, I'm often at a loss of words when I'm asked to explain why I'm so certain or confident of my decisions or judgments. Many may not understand that I arrive at my conclusions often based on my gut feelings and instincts. As a result, conversations end up with a quick "just trust me" or "I can't explain, I just know it". I'm thankful that the Wife has since accepted this controversial idea of using my gut feeling and instinct in making decisions (which is, by the way, against every grain of her Deliberative Theme). I am still working hard on learning communication techniques to reduce conflicts between us. 

Those with ‘Self-Assurance’ in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling result have faith in their strengths and their judgments. They are often able to take risks, meet new challenges and most importantly, believe in their abilities to deliver. This Self-Assurance may be quiet or loud, depending on other talent themes, but it is solid and strong. Like an anchor of a ship, it can withstand many different pressures and gives the person a self-belief that is often unwavering. As someone with Self-Assurance , I feel confident of my own abilities, instincts and judgements. Even when I don't really know something, the gut feeling is "I'm sure I can figure this out!”  

I love pioneering work and going into new grounds. I get drawn towards taking on challenges, especially those that I feel others don't seem to dare try. Many of my proudest achievements are results that bore fruit because of the risks that I chose to take. I often feel the certainty within me allows me to be courageous in embracing challenges and overcoming them. One of the "risks" I chose was to start Strengths School™ together with my business partner, Jason many years ago. I remembered leaving my job as a church worker to become a full time certified coach and trainer in Singapore. Being an entrepreneur was an idea that I had toyed with in my mind since I was in secondary school. Back then, many had questioned my decision of doing a start up at a time which coincided with my second newborn child. It seemed to others to be a decision of a very high risk. I did not share the same thoughts. My decision was made based on my gut feeling (with great support from the lovely Wife of course).

How can someone turn this Self-Assurance talent into a Strength? Here are some suggestions.

1. GROW THE INNER LIFE.

Self-Assurance as a CliftonStrengths theme works primarily on the INTERNAL certainty or capacity of an individual. That is in contrast to themes like Command or Significance which are influenced more by external circumstances. Even when there are external uncertainties or chaos, people with Self-Assurance can be confident as long as their inner compass stays focus and rooted. What can often make the gut feel go off-tangent are primarily issues that deal with the inner life or the internal certainty of an individual. Examples of such issues are struggles with guilt, unforgiveness towards self and others. 

There was a period when I allowed a past failure to affect me. I started to operate in fear in a lot of daily decisions. I lost confidence in my own gut feel and intuition. This was only brought to my attention when a mentor pointed this out shrewdly and encouraged me to re-examine my focus. I realized that when a person with Self-Assurance operates in infancy, this person can often operate in fear of people or in total arrogance without regard for others.

A few reflection questions here provides some handles towards examining the inner life:

- Am I holding on to any kind of bitterness?
- Are there any past fears or failures that have deeply shaken the confidence I have in myself?
- Are there any areas I should forgive myself in?
- In what areas do I struggle with guilt?

2. DIFFERENTIATE INNER STRENGTH AND EXTERNAL VALIDATIONS

People with Self-Assurance are more effective when they focus on their knowledge, skills and experience and what they can offer from within them. However, doing so is not easy when external factors are not in their favour. But keeping focus often allows people with Self-Assurance to overcome the external setbacks by digging deep into their knowledge, experience and skill sets.  

Example: In a presentation, People with Self-Assurance are able to perform at a very high level even when technical difficulties or unexpected situations arise. The confidence from within allows them to overcome any setback by drawing on their internal strength. Often the ability to influence or to make an impression lies in the confidence shown by the individual who refuses to be overwhelmed by external situations that are not in his/her favour.  

3. SEEK COMPLEMENTARY PARTNERSHIPS

•    Partner people strong in Deliberative

People with Deliberative are usually risk-averse and think deeply into the areas that could go wrong. Partnering with Deliberative allows Self-Assurance people to identify areas of potential challenges. Since people with Self-Assurance innately have a great appetite for risks, these partnerships allow for greater clarity of decisions made when it comes to taking “calculated” risks. When it comes to decisions that can potentially affect a huge number of people, a Leader with Self-Assurance will do well to seek out these partnerships. That will allow for greater level of accountability and governance and make the decision-making model more robust.

•    Partner people strong in Includer or Harmony

People with Includer or Harmony in their top 5 are people who are usually more team-oriented or community-based. They use more words such as “We” or “Our Team” as compared to a person with Self-Assurance who tends to use words such as “I” or “My team”. 

Partnering with Includer or Harmony allows Self-Assurance to grow into a more team-oriented, community-based individual. This partnership challenges the Self-Assurance to be more aware of team dynamics.  Decision-making processes can then have greater involvement or input from members of the team. Learning to listen to the concerns of others, including the intuition of others will allow for a more robust decision making model. 

Ending note: Those with Self-Assurance can sometimes come across as people who are not easy to work with. Given the right environment to flourish, the biggest value that a Self-Assurance person brings to a team is the boldness and courage to pioneer new grounds and embark on new initiatives.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Restorative Theme

"This needs to be fixed."

Those with Restorative in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) results enjoy problem-solving. When approaching any situation, simply thinking about "what's wrong?" energizes those with Restorative and empowers them to think about solutions to move forward. The genius of Restorative talents is in the ability to see problems and obstacles as part of life. While others shy away, the solution-oriented minds of those with Restorative naturally gravitate toward these challenges.

People with Restorative enjoy bringing things back to life. They enjoy fixing things. Many who have this talent are often regarded as helpful - they enjoy lending a hand when they see their friends facing difficulties. For those with Restorative, one of the key approaches to building relationships is in helping others fix their problems. However, in the infancy stage, people with Restorative can be prone to fixing the immediate problems without considering how others feel. This is especially so for those who have fewer dominant themes in the relationship domain. Practicality takes priority. 

As a Singapore CliftonStrengths Coach, one of my goals is to provide a range of resources to help different people who desire to grow their talents. The writing team behind my CliftonStrengths articles includes one who has the Restorative talent. She often uses her Restorative to spot mistakes in the articles I write and she enjoys fixing them. Such a talent really makes a difference! I find that I am often more motivated to write articles because of such partnerships.

How can a person with Restorative turn this talent into a Strength? Here are some suggestions:

1. TEACH OTHERS TO FISH

One challenge faced by those with Restorative is that they often help others solve problems rather than teaching others how to solve the problems for themselves. People with Restorative often give advice about how things should be done, and how problems can be overcome. Restorative people are so good at what they do that others often get paralysed or projects break down when they are not around. As such, those with Restorative commonly face the danger of developing a "Savior mentality".

What could be more beneficial is to teach someone to fish rather than giving them the fish. It is important that people with Restorative do not feel pressured to rush in and give solutions especially when they are taking a supervisory or leadership role. There is a need to intentionally help others identify issues that they are facing, and have them take ownership of these issues. Giving others a framework for problem-solving is one way people can be taught to fish for themselves. Such a process of developing others might not be the most efficient in the immediate term, but bears long-term growth and results. 

2. STAYING HUMBLE

Spotting problems is what people with Restorative do best. They have the innate ability to spot problems and fix them before they escalate further. People with Restorative tend to be practical and enjoy solving the immediate problems that they face. However, those with Restorative can be easily anxious or frustrated when issues are unresolved.

Many of such unresolved issues are problems related to the nature of human beings. Some hurts and pain take a long time to heal or to be restored. Many problems manifest out of deeper inner hurts. Hence sometimes, trying to fix a person's immediate, visible problem is like giving a painkiller to someone who is suffering from a very bad toothache: Without getting rid of the bad tooth, the relief is only temporary. The challenge is that the extraction of the bad tooth takes time and often requires a specialist. People with Restorative need to realize that the problem they see cannot be fixed immediately or by them. Staying humble allows one with Restorative to be patient and to pool together other human resources to overcome such challenges.

Another potential pitfall lies in the habit of seeing what's wrong with people more than what's right. Those with Restorative need to strive to see the good in people rather than to spot the issues. In working relationships where conflicts are regular occurrences, self-awareness and humility are critical so that the Restorative person does not focus only on others' negative sides.  One recommendation to keep oneself humble is by considering others better than oneself. Such a paradigm empowers us to reflect on areas where we can learn from others. It also helps to guard against pride and the temptation to focus on weaknesses in others.
Read: Developing Humility

3. SEEK COMPLEMENTARY PARTNERSHIP

Partner with Maximizers
Maximizers intuitively examine what's good and think of ways to turn something from good to great. Those with Restorative enjoy examining what's bad and think of ways to fix the problems. Such a partnership aims for excellence in projects while ensuring that the hindrances are overcome. The end result can be an astonishing near-perfect performance!

Partner People with Ideation or Strategic
People with Ideation or Strategic enjoy exploring possibilities and love thinking out of the box. People with Restorative enjoy coming up with quick practical solutions to problems faced. Such a partnership creates creative problem-solving approaches to challenges faced by the team. This gives a team greater capacity to handle complex challenges faced in large projects and increases effectiveness - to produce excellent results.

Partner People with Positivity
Those with Positivity believe that the world should be filled with joy and laughter. Bringing joy to others is part and parcel of life. People with Positivity tend to be more optimistic and hopeful - "Things can only get better!" Those with Restorative believe that the world is filled with problems and dealing with problems is part and parcel of life. They tend to be more realistic - "Problems need to be fixed." Such a partnership breeds a healthy balance of optimism and realism in any relationship and is much needed.

Concluding thoughts: People with Restorative are often the ones who mend the cracks and fix the issues before a process or a project breaks down. They are the ones who take care of all the issues that can hinder a project from reaching success. You can count on them to fix the different problems faced and not to let the little mistakes slip. 

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Responsibility Talent Theme

Those with ‘Responsibility’ in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results have an innate motivation to take ownership of anything they commit to and follow it through to completion. It is not surprising that they feel very guilty when they cannot deliver what they said. You can likely take them at their word as they often pride themselves as dependable.

A large proportion of the global population possesses the Responsibility talent theme. I am glad to see this statistic. I cannot imagine a world without people who take ownership of their commitments. My wife, Michelle, is such a person. Responsibility is the top talent theme in her CliftonStrengths results - her innate motivation makes her one who carries out what she promises. She is one person I know I can fully count on. People with Responsibility tend to be the pillars of a team.

Conversely, there are challenges for many, like myself, who do not have Responsibility as our dominant talent. Firstly, in my personal experience and conversations with many in Singapore, those with the Responsibility talent theme often subconsciously view others through Responsibility-tinted lenses, judging those who fail to keep their word. Similarly, Singaporean managers and leaders with the Responsibility talent may subconsciously create a non-level playing field in a team and prefer dependability over other traits such as creativity or charisma. In CliftonStrengths lingo, execution talents like “Responsibility” or “Achiever” can be viewed by these leaders to be more desirable than influencing talents such as “Woo” or “Significance.” In the local Singapore Schools, I found it very interesting that multiple Head Prefects or Head of Student Council that I know, has Responsibility as one of their dominant talent themes. 

Secondly, as the wife often remarks - apologies are not enough. Excuses and rationalizations are totally unacceptable. Every seemingly valid reason I give her when I fail to complete a task is simply an excuse to her. Many, like myself, struggle to partner those with Responsibility. This often comes down to the high expectations demanded of us. It sometimes takes one honest mistake to be labeled "irresponsible," even if we succeeded the other times - no excuses.    

Many with Responsibility have a love-hate relationship with this particular theme. Because of this unique wiring of ownership, these individuals take on more than they should and feel a great sense of burden within their hearts.

How can someone with Responsibility grow this Talent Theme into a Strength? 

1. LEARN TO SAY “NO” OR “CAN I COME BACK TO YOU?”

Those with the Responsibility talent theme tend to say “yes” to others. They hate to reject and constantly feel that being helpful should be a given. This unique wiring wins them many friends. On the other hand, this very trait also causes them much burden and tension. As a person who innately desires to help others, a practical and wise way to avoid unnecessary stress is to ask for more time while considering a request. That beats saying “no,” an answer that those with Responsibility dislike giving. With some time to make a decision, there can be careful consideration.

Life is a zero-sum game. When something piles up, something else has got to go. Consider what needs to go when you say "yes" to someone. Pay attention to your capacity as well as your own physical and emotional health. Quite commonly, those with Responsibility forsake their own time to recharge and rest. Make your rest a priority. It is not rocket science that the chances of failed commitments increase when one fails to look after his health.  

2. KNOW YOUR VALUES AND SHARE THEM.

Our commitments are related to our values. Two persons with the same Responsibility talent can clash extensively because of differing values. A person with Responsibility who values family will leave work on the dot and possibly rush home to prepare a meal for the family or spend time with them. Contrast that with another team member with the Responsibility talent who values career. Such a person might stay long hours, take on more tasks, and be perceived as one with ownership over his work. With such differing mindsets, a partnership between two individuals may lead to many conflicts.  

Knowing what we value and sharing this with other team members allows for dialogue. These dialogues can create greater understanding between team members, and conflicts reduced. When approaching projects or tasks with tight deadlines, it is important for people who naturally take high ownership not to quickly jump to the conclusion that others are ineffective if they are not as on the ball as themselves. There must be efforts to clarify gaps to create trust in the team.

3. HAVE A PARADIGM SHIFT IN UNDERSTANDING TRUST.

Those with Responsibility tend to equate trust with task completion. The view that “trust needs to be earned” is often a perspective embraced by someone high in Responsibility. However, an alternative view of trust can reduce heartache. The alternative view, “trust is to be given,” seeks to value others’ intentions above task completion. Paradoxically, this view creates greater trust in a team. When a person with Responsibility (especially the manager) shows grace to the individual despite his/her inability to complete a task, they can become more motivated to fulfill the commitments they have agreed to because of the trust shown. For people with Responsibility, such an alternative view of trust also enables one to embrace others who do not have "Responsibility" as one of their dominant strengths and expands the individual’s capacity to lead by example. 

4. SEEK COMPLEMENTARY PARTNERSHIPS

Partner individuals with Self-Assurance

People with Self-Assurance get drawn towards taking on challenges. They have a bigger appetite for risks compared to the average person. By contrast, people with Responsibility prefer to do things right rather than do something that can end up in a mess. The appetite for risk-taking as compared to those with Self-Assurance can be significantly lesser. Such a partnership is invaluable in a setting where pioneering into new grounds is often needed to remain on the cutting edge. Discussions that surround the plans to launch into new grounds become more robust as a result of this partnership.

Partner individuals with Developer

Developers enjoy seeing people grow and discover their potential. Developers thrive in giving others new opportunities to try different kinds of tasks even if these tasks could be new and challenging. They enjoy encouraging and spurring others on personal development and growth. People with Responsibility can sometimes find it hard to let go and delegate duties, particularly if they feel others will mess up. They can end up doing a lot of micro-management to see that the tasks are done right. In doing so, they can end up neglecting the development of people. Such a partnership can push towards the right balance between people development and the completion of tasks within a team.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Relator Talent Theme

"Let's go for coffee."

Those with ‘Relator’ in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results have an innate motivation to go deep in any relationship. Intuitively, they understand that anyone can be an acquaintance but deep lasting friendships take commitment from both sides. Once they decide there is someone they want to invest in, they open up themselves incrementally, choosing to be vulnerable. In such contexts, being genuine and authentic is second nature. This is also how they test if the friendship is reciprocated. Those who do, end up in their inner circle. These friendships tend to be intimate and enduring. Those who do not, on the other hand, run the risk of losing the trust of a Relator over time. 

Relators seek deep friendships regardless of setting. Deep friendships with fellow colleagues can keep a Relator very engaged in the workplace. “I am happy to go the extra mile for a friend who happens to be a colleague”. This statement might not resonate for everyone, but Relators will probably agree. 

Conversely, Relators may struggle to meet new people. At their infancy stage, Relators tend to be labelled cliquish. Newcomers may find Relators unwelcoming, especially in big group settings. It is not difficult to figure out why. Their tendency to group with familiar faces means that it takes a lot more for new people to break into their circle. Relators usually take a longer time to warm up to people. This challenge needs to be overcome, especially at the leadership level, where there is an increasing need to build relationships quickly and to make team members or business partners feel cared for. One way for Relators to widen their circle of trust is to schedule 1-to-1 time with individual team members. Another way they are likely to be more comfortable meeting new people is through introductions by their close friends. 

How can a Relator grow this unique talent into a Strength? Here are some suggestions.

1. CAPITALIZE ON 1-TO-1 TIME. 

For a Relator, 1-to-1 time is when his/her emotional tank gets topped up. This is a safe environment that is critical for Relators to open up and have deep meaningful conversations. 

This is also how the relationship progresses naturally for a Relator: the more 1-to-1 time a Relator has with his/her family members, colleagues or friends, the more productive a Relator becomes. A deep desire to hang out or to do things together with these close friends mean that lunch and dinner schedules are often filled with these meet-ups. Managers who are Relators can become more productive with regular 1-to-1 schedules with team members. Trust deepens and transparent and honest conversations can take place. I have witnessed how mature Relators lead teams built on mutual trust and transparency. The manager becomes more than a boss to the team. He is a trusted aide and friend. 

2. LEARN OTHERS' LOVE LANGUAGES

It is not a given that Relators understand how to build a deep relationship with someone even though they naturally desire to. It will be extremely helpful if they pay close attention to discovering how the person they desire to build a deep relationship with receives love. 

"The Five Love Languages" by Gary Chapman provides some handy tools for the Relator. In a nutshell, different people have their love tanks filled up differently. It is very important to communicate in the love language that makes them feel greatly appreciated. Some enjoy quality time together. Others feel very loved whenever they receive words of affirmation. An act of service by a close friend may just be what some others need. Some feel greatly appreciated when they received gifts. And there are those who feel valued by a simple physical touch such as a hug or a pat on the back.

A Relator who is able to understand and appropriately 'speak' the love language of others effectively will grow in his/her ability to build depth and trust in relationships. This approach ultimately leads to greater personal productivity for Relators. When the innate desire to create a genuine relationship with someone else is satisfied, the self-motivation within Relators grows. 

My wife, Michelle, is a Relator. She shares with me one of the best way to recharge is to spend time with her close friends during a weekend. Because of that, I make an intentional effort to have us schedule time with some of her close friends to hang out. Sometimes I will make arrangements to take care of the kids while she has her Relator time. She now enjoys her weekends so much more.

3. SEEK OPPORTUNITIES TO PARTNER TRUSTED ONES

Relators are most productive in environments where they can work with trusted partners. Often, they are more productive when they work closely with a trusted boss or colleague compared to working independently. Relators should intentionally seek out opportunities at work to partner trusted colleagues. At home, Relators can do the same. Instead of merely being in each other’s presence, actively partner your spouse (or loved ones). This can include hosting a gathering for close friends, planning outings for the family or signing up for courses together. The more quality time is spent with close ones, the more Relators increase their personal productivity. 

4. SEEK COMPLEMENTARY PARTNERSHIP

Partner those with Woo
People strong in Woo are people who are energized in engaging new people and forming new relationships. By contrast, Relators take a longer time to warm up to new people and they prefer to continue to build stronger ties with their current circle of friends. In a collaborative work setting, those with Woo are stronger in networking and are always on the lookout to build relationships with potential new clients. Relators are considerably stronger in follow-up and are often better in the client relationship manager role. Such a partnership is powerful in a work setting, particularly in client facing kind of roles.

Partner those with Includer
People strong in the Includer theme are always looking to expand the circle. They enjoy engaging those who are left out and inviting them into the different groups and communities. Relators usually operate in the exact opposite fashion, preferring to keep the circle small to build deeper and more genuine relationships with those in the group. While including new people into communities is a powerful way to engage newcomers, it is also equally important not to cause the existing group dynamics to be disrupted or potentially weakened. Such a partnership between the Includer and Relator is very helpful in providing perspectives that are contrasting in nature and leads to more robust decision making.

Partner those with Focus
People with Focus prefers to zoom in and focus on prioritising the important tasks as work demands often portray most tasks to be urgent and important. People with Focus prefer to filter out the not so important tasks in order to quickly complete the important ones and achieve the desired outcome. Relators are more attuned towards the wellbeing of an individual amidst the tight timelines and stressful targets to reach. They believe that slowing down to show care and show concern for a close teammate is a very important aspect of work partnerships. Such a partnership helps to balance the priorities in a work team and brings a greater overall effectiveness. 

Ending note: Relators do not necessary relate well to everyone. But they do have an ability to go very deep in those relationships that matter to them and build loyal and trusting friendships. "Good friends know stories about you. Great friends live these stories with you."

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Positivity Talent Theme

"We can do this!"

People with Positivity in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results enjoy seeing others smile; they relish the moment when others' eyes light up. They love to see people being encouraged. They enjoy being in environments that are full of laughter and full of positive energy. They like to keep things light-hearted and can keep their sense of humor even during intense discussions. Leaders, who have the Positivity talent theme, believe that meetings can be very productive without being overly serious or bordering on being solemn. They intentionally create space for laughter and fun during meetings and discussions. People with Positivity are often seen as being optimistic about life and see the glass as half-full. This quote by, former British Prime Minister, Winston Churchill - “a pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty" - sums up the belief of those with Positivity. 

The genius of Positivity talent theme is found in the highly contagious positive emotional energy these individuals give off. People's spirits are lifted up because of the presence of those with Positivity. Those with Positivity are generous with their praise and the smile on their face is their signature. They offer encouragement to diffuse the negativity of setbacks. They inject positive energy and fun into work situations to make others feel more enthusiastic. They love to celebrate birthdays and other important events. They enjoy highlighting personal and team successes to make sure people see the victories and are kept motivated to move forward.

When I first co-founded Strengths School with Jason Ho, we faced many challenges in the course of business and weathered the usual conflicts among colleagues. Thankfully, I can always count on Mr Positivity Jason Ho to lighten the mood. From buying snacks to cracking a random joke, from celebrating a success to giving encouragement, Jason never fails to create laughter in the office every day. That’s his natural leadership style. The positive energy in the office keeps everyone relaxed amidst the pressure and bonds the team.

How can a person with Positivity turn this talent theme into a Strength? Here are some suggestions:

1. DEVELOP AN ATTITUDE OF GRATITUDE

Positivity comes out best when the mind is free from worry. Even those with Positivity can find it hard to focus on positive thinking when their minds are cluttered with anxieties! It is easy to become anxious in a world where the list of demands keeps growing. People feel like they have 'not enough' - not enough time, not enough talent, not enough resources -and comparison against others fuels anxieties and unnecessary worries. 

One practical way to resist the "lack" mentality is to find something to give thanks for every day. This discipline helps one to be grateful for the things they have and reduces the temptation of constantly wanting more. By developing an attitude of gratitude, those with Positivity empower themselves to keep their spirits high. They can then be the voice of hope and encouragement to many, especially those overwhelmed by (often unnecessary) worries.

2. AVOID THE NAYSAYERS

People with Positivity can be easily drained and affected by those who regularly exhibit toxic behaviors. Naysayers typically use words that are unkind, malicious and critical. They are consistently complaining, which can drain others emotionally and mentally. With naysayers, even encouragements can be labelled as pretentious and affirmations seen as flattery. 

People with Positivity will do well to avoid naysayers and to engage them 1-1 only when necessary. In situations when naysayers cannot be avoided, it will be helpful for people with Positivity to build in a feedback mechanism by inviting close friends or trusted aides to sound out if they sense that the positive energy and the optimistic spirit is lacking. With greater awareness, people with Positivity can become more aware of how the much engagement with different naysayers can dampen their spirit. Engagement levels in terms of time and intensity with these naysayers can then be adjusted accordingly.  

3. SEEK COMPLEMENTARY PARTNERSHIP

Partner those with Restorative
People with Restorative are able to spot and tackle problems that arise. People with Positivity are able to be good cheerleaders who strive to keep team morale high. Such a partnership in work teams helps to keep spirits up even while addressing problems, so that team members don't become demotivated when facing challenges.

Partner those with Command
People with Command create clarity for themselves and for others by polarizing right and wrong behaviors. They give their frank and objective assessment when deciding who to trust. Sometimes, they are misread as being heartless. People with Positivity prefer to see the good in people and are often more trusting. Sometimes, they are misread as being naive. A partnership between those with Command and Positivity creates a powerful dynamic that helps overcome each other's blind spots.

Partner with Developers
Developers enjoy seeing people grow. They highlight milestones of progress in others' journey. They believe that every step taken towards a goal can be celebrated, no matter how big or small. By partnering with Developers, those with Positivity can be intentionally engaged to bring their contagious positive energy to the people who might be struggling in the journey to reach their goals. Such a partnership empowers those with Positivity to do what they are good at - giving a sense of optimism and hope - while those with Developers can channel the positive energy to little initiatives that spur others on towards growth.

Concluding thoughts: I live in a very competitive environment in Singapore where tangible achievement and concrete deliverables are prized. However, I sometimes feel that team morale is an area often neglected by leaders. Nonetheless, it is widely acknowledged that productivity can be boosted by raising the spirits of the team. By leveraging on their natural talent to spread positive energy contagiously, you can count on those with Positivity to boost morale and create an environment where work is fun and enjoyable.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Maximizer Talent Theme

"We are what we repeatedly do. Excellence, therefore, is not an act, but a habit." Aristotle

Those with the Maximizer CliftonStrengths theme in their top 5 CliftonStrengths results have a high regard for excellence. "Good to Great" is a tagline that they can often identify with. People with the Maximizer theme hold themselves to high standards and might be misconstrued as "perfectionists." There is a great drive within them to keep improving what they are doing. Good seems never good enough. Sometimes, this urge to improve drives them crazy.

Maximizers dislike people who try to "fix" them and make them well-rounded. Intuitively, they understand the Pareto principle (a.k.a. the 80/20 rule), which states that 20% of our efforts yield 80% of the results. They have a strong preference for working with the best people and they believe in optimizing resources to get the best results. They also intuitively understand how to get the best out of others.

As a Maximizer, I discovered that the more I felt my strengths were engaged in my work, the more motivated I become. I seemed to be naturally connected to the idea of strengths as a Maximizer.

I also had another realization: the way I wanted to be engaged in my work as a leader was exactly the same way that those I led wanted to be engaged - through their Strengths (or Talent Themes in CliftonStrengths lingo). This is particularly true of the generation of younger employees rising up as leaders in the marketplace: most recently, the Gen Z.

These discoveries led to much personal reflection. One thought stood out: “How do I engage these emerging leaders and mentor them into their fullest potential?” This question guided my thoughts on leadership development and engagement.

How can a person with Maximizer turn this talent into a Strength? Here are a few suggestions.

1. Engage your team members by leveraging on their talents.

When asked about managing outrageous talent, renowned soccer coach Jose Mourinho said this: "The toughest thing is when you don't have that talent! I never understood when people said that can be a problem, or that you can have one special talent but not two or three or four. I want 11 special talents!"

Intuitively, I understood what Jose Mourinho was talking about. There are many employees yearning to be engaged in a greater measure in today’s fast paced world. Many have great talents that might not be harnessed because of their noticeable weaknesses in certain job tasks. A large number end up leaving their organizations because they don't feel that their companies manage them in a way that motivates them to do outstanding work. In fact, according to a 2017 Gallup report, about 60% of millennials in the U.S. workforce say they are currently looking for a new job opportunity. (This figure is even lower in Singapore -- only 16% of millennials in Singapore are engaged in their workplaces!)

No one is perfect. The Maximizer in me reckoned that since it is so easy to spot weaknesses (of which I have no lack), I might as well try to spot talents in order to engage these younger staff under my influence. I decided that if I communicated my belief to these young leaders and sought to engage them based on their talents or strengths rather than their flaws or weaknesses, they may open themselves up to me and allow me to establish trust with them.

Since forming this conviction, the most powerful statement I now use in my attempt to engage the younger staff is, “I believe in you!” This phrase is supplemented by the many opportunities I've given to these emerging young leaders. I actively seek to offer them roles and responsibilities to reinforce the belief I have in them.

This approach is not without its challenges. Most of the time, I am choosing to go against the grain of the prevailing leadership styles around me. Rather than saying, "prove to me you are mature and you shall be given a greater leadership role," I chose instead to say, “I trust you and I believe in you even though you have many flaws. Take on this role, let us walk together and count on each other.” This approach, though extremely challenging and at times heart-breaking, has yielded much fruit.

I stand proud as I see many transformed lives, many of whom have become leaders in their respective spheres of influence today. They may have started in their roles “judged” by many to be incapable or unsuitable (because of their immaturity) and have overcome to become stronger leaders. I used to mentor one very talented and highly influential youth named Samuel. Against the odds, he overcame a few moral failures in his life, accepted the painful consequences of his actions, and bounced back stronger. Today, he inspires many younger ones through his life.

2. Leverage on Strengths as a new approach to teamwork.

As a leader with Maximizer, I also realized I intuitively seek mature leaders with particular strengths (that complement mine) to build a dynamic and strong leadership team. I have no doubt that the best team is an all-rounded team, at least in my mind. One of the best memories at work was picking a group of young individuals who were passionate in their beliefs to be part of my core team. They had little experience but were keen learners. I saw each of them capitalized on their strengths to serve others and the vision of the larger organization.

As a team working together, we were highly dynamic and deeply connected. Collectively, the team was strong across all four CliftonStrengths leadership domains. Each individual contributed unique perspectives and talents in our decision making processes. The one strong in Responsibility ensures every program ran smoothly and was strong in following through. The one strong in Woo and Connectedness made sure the team was well-networked and connected to stakeholders. The one strong in Empathy and Developer made sure the emotional needs of the team were highlighted and supported. The one strong in Analytical and Learner highlighted key patterns and data for the team to work on. As a Maximizer, I leveraged on each person’s strengths and drew out their best for the team.

I am deeply convinced that other than the conventional approach of leveraging on skill sets and work experiences, there is another approach to strong team performances: leveraging on each other’s unique Strengths. A strengths-based approach to teamwork and engagement allows different people to contribute in their own unique and impactful ways. In today’s complex world, a strengths-based approach is the foundation to strong collaboration. In giving opportunities to do what they do best on a regular basis, individuals are encouraged to continue to use their strengths to serve their respective communities with greater joy and passion.

3. Own your Strengths journey and lead by example.

Leadership is most powerful when we lead by example. As a Maximizer, I realize that I am poor at receiving criticism (at least in my mind – my immediate reaction is often poor). Somehow, my facial expressions or the “defensive response” I give to others tend to be a huge turn-off for many wanting to give me feedback. I do suspect that as a Maximizer who takes pride in being excellent, being told that I am "not good” in something can be very damaging to my confidence.

This ability to accept criticism and feedback might be an area that people with the Maximizer theme needs to strengthen. The goal can be to be strong in receiving feedback with an open heart. I have discovered that when I receive feedback and advice from others, I also end up validating their strengths, which in turn allows me to build the cohesion of the team and develop each individual in increasing measure. I believe strongly that a person of great humility is the hallmark of a true Maximizer.

4. Seek Complementary Partnerships

Partner those with Developer

People with Developer tend to be patient and nurturing, and they get excited at seeing small signs of growth in those around them. They enjoy taking something from 1/10 to 2/10, then 3/10, and so on. In their view, every individual is a work in progress, alive with possibilities -- and Developers are their greatest encouragers and nurturers. In contrast, those with the Maximizer CliftonStrengths theme focus on taking something that is already good and making it even better. Their greatest triumph comes from taking something that is 8/10 and polishing it until it becomes 9/10 or 10/10. At times, because of their focus on excellence, a Maximizer can be misunderstood as discarding or neglecting seemingly low-performing individuals (particularly when the Maximizer talent theme is in its infancy). Thus, partnering someone with Developer allows for an expansion of their leadership capacity, building their ability to mentor their team members.

Partner those with Learner

Individuals with the Learner CliftonStrengths theme are open-minded and focused on personal growth. They tend to feel that there is always more to learn, and because of this they dislike the perception that they are the best in the field (even though they very well may be). They enjoy the challenge of going into an area they know nothing about and gaining competence in that new field. People with the Maximizer theme, in contrast, tend to focus on what they're already good at, honing those skills to perfection. They have a keen eye for talent and tend to focus on working with the best in their field. Such a partnership would empower the Maximizer to develop a greater openness to trying new things and entertaining new possibilities, adopting an attitude of "always learning something new every day" and thus aiding personal development.

Partner those with Restorative

Individuals with the Restorative CliftonStrengths theme tend to focus on what is broken, bringing to life systems, processes, relationships, and workflows that did not function well before. They bring a tenacity and courage to problem-solving -- so much so that they feel energized at the prospect of having problems to solve. They enjoy taking something that is -5 (broken) and restoring it to 0 (working state). Those with Maximizer, on the other hand, tend to focus on what is already good and desire to polish it to perfection. To Maximizers, it is not worthwhile spending so much time fixing something that is broken; they'd rather find something that is already working and then improve it. This sometimes means that they tend to avoid particularly problematic areas in favor of endeavors that they feel are more worth their time. Such a partnership would sharpen the Maximizer in recognizing that certain problem areas are unavoidable, and in order to bring the team (and the project!) from good to extraordinary, they must develop a process to address these areas of concern.

Ending Note: Ever since I became a Gallup Certified Coach, I am even more convinced that intentionally leveraging strengths is actually a very difficult process and counter-cultural. We seemed to live in a remedial culture. I believe with my heart that it becomes increasingly important that we move from focusing on weaknesses to building on others' strengths -- which is the crux of the Maximizer talent theme.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Learner Talent Theme

"That's interesting! I never knew that!"

People with Learner in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results have a deep desire to learn new things. They are energized by the process of journeying from ignorance to competence. The subject matter does not need to be a work or school requirement for their interest to be piqued. In fact, it can be considered random in the eyes of others. The genius of the Learner talent theme is that the desire to learn is often matched by the intuitive ability to pick things up quickly. 

Those with Learner deeply resonate with the idea of lifelong learning. From a young age, their curiosity leads them to seek answers to questions that intrigue them. They enjoy asking questions. Many of them will sign up for training courses and participate in various activities in order to gain new knowledge and skills. As students, those with Learner tend to be more motivated by their own curiosity than to please others or to earn good grades. The idea of learning carries on even after graduation. For the Learner, it is important that tasks at work give the opportunity to pick up new skills and new knowledge. When they acquire new skills and observe their own growth, they feel more successful and their desire to learn increases. Learners can quickly become disengaged in their job if they find themselves in a place where they are plateauing.  

When I co-founded Strengths School with Coach Jason Ho, we employed Alicia Ng as the Research and Development Analyst. She has Learner as her top CliftonStrengths theme. She recalled one of her best days at work was the day she got to work on a research project. That project required her to learn how to use a video camera and to record a live interview. In the process, she learnt the different aspects of video recording, how to coach someone to “act naturally” in front of the camera, and how to do video-editing. She shared that it gave her great satisfaction when a job task allows her to watch and learn from others, and subsequently empowered her to complete the task on her own. She prefers challenges that increase her learning over easy work (those that does not enhance her skills and knowledge).

Other articles I have written on Learning
Read: The 15 Beliefs that will stop you from Learning

How can a person with Learner turn this talent into a Strength? Here are some suggestions:

1. TEACH OTHERS

Learners will naturally absorb new knowledge and pick up new skills to satisfy their intrinsic desires. However, for one to intentionally grow this talent into maturity, one of the key ways is to impart the learnings to others.

“While we teach, we learn,” said the Roman philosopher, Seneca. It is reported through research that students who tutor others, work harder to understand the material and apply it more effectively. Teaching others brings learning to an entirely new level of competency. Many students who teach others score higher on tests than students who are learning only for their own sake. Scientists called this “the protégé effect”. Learners who teach others are more likely to grow effectively and engage this talent productively for work. 

2. SET INTEGRATED GOALS

For Learners, the goal of learning should be tied to a wider objective. For example, students can be coached to tie their natural goal of learning to the goal of achieving proficient grades in school assignments. After a piece of schoolwork has been graded and returned, Learners can be encouraged to seek out clear feedback on what they have done well and which areas of learning can be improved. This way, instead of seeing grades as separate from the learning process, the grades received will become more meaningful and useful to Learners as a reflection of their progress toward learning goals. Learners will be better able to connect their desire to learn with the aim of improving their grades in school.

In the workplace, the goal of learning for an individual can be tied together with the goal of performing well for the team or organization. For different job tasks, Learners should identify areas where they are motivated to gain further knowledge and skill sets in order to increase their performance. Training courses and mentorship opportunities can be undertaken for the Learners to meet their need for continuous learning and improvement. At the same time, individuals and bosses can agree upon areas of evaluation and feedback that will review work performance as well as learning goals in an integrated way. The synergy between the work objectives and the learning goals is more likely to generate outcomes that will benefit both the individual and the wider team. 

3. SEEK COMPLEMENTARY PARTNERSHIP

Partner those with Focus
People with Focus instinctively evaluate whether a particular action will help a person move toward his goal. Partnering those with Focus allows the Learners to clarify their learning goals and better direct their planned actions. This ensures their learning is focused and will move them toward their goals compared to learning in an haphazard manner. This is especially important in environments where lots of learning opportunities exist. The hunger to learn and absorb new knowledge can actually work against them if there is no clarity of learning goals. Directed learning or focused learning will increase the Learner's effectiveness.

Partner those with Individualization
People with Individualization focus on the differences between individuals. They instinctively observe each person’s style, each person’s motivation, how each thinks, and how each builds relationships. Partnering those with Individualization empowers the Learner to understand the different ways people learn effectively so that approaches can be customized. This partnership can be especially helpful for teachers with the Learner theme. For managers with the Learner theme, leveraging the knowledge and keen observations of those with Individualization will provide greater understanding of the learning needs of different staff.

Partner those with Connectedness
People with Connectedness can intuitively make sense of how things are interlinked and related for a purpose. Partnering with Connectedness helps Learners to explore taking the knowledge and skill sets that they have to serve a wider group or community. Often, with the help of those with Connectedness, Learners are able to see more connections between themselves and others, and appreciate how the different learnings they have picked up can be instrumental and powerful to impact society. Through networking with others, Learners can be encouraged to impart their knowledge and skill sets to those who are hungry to learn more.
 
Concluding thoughts: People with the Learner theme contribute powerfully to any organization because of their desire to gain new knowledge and perspectives and their ability to take on new challenges. You can count on Learners to be the stabilizing core of any dynamic team because of their natural ability to quickly learn the ropes and carry out the necessary tasks effectively.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Intellection Talent Theme

"Let me think about this further."

People with Intellection in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results love to think. They enjoy exercising the “muscles” of their brains, stretching them in multiple directions. In contrast to those with the Input theme, who learn and grow by acquiring new information, those with the Intellection CliftonStrengths talent theme learn and grow by asking questions and thinking through concepts. People exceptionally talented in the Intellection theme are characterized by their intellectual activity. At their best, people with Intellection offer great advice and often come across as wise to others. The desire to contemplate and reflect also means that they are often the ones who will take time to inspect their own lives. This constant inspection of life events brings those with Intellection to a higher level of self-awareness.

People with Intellection have a need to understand people, situations, or ideas on a deeper level. They generally need space and time alone to muse and reflect. The genius of Intellection talent theme stems from the deep processing that occurs when they think. Wisdom and clarity result from their ability to muse for long periods of time.

Depending on the other CliftonStrengths themes found in their dominant strengths, this need for mental activity may be focused: for example, they may be thinking deeply to solve a problem (Intellection interacting with Restorative) or they may be thinking deeply about a philosophical issue and wanting to learn deeper (intellection interacting with Learner). However, this mental activity may also very well lack focus. The Intellection theme does not dictate the topics that they like to think about; it simply describes their fondness for reflection and introspection. To a person with Intellection, thinking is synonymous with doing; in fact, they tend to dislike thoughtless approaches to any given scenario. They love the theoretical because they believe that it is the precursor to the practical, and they pride themselves on being a source of understanding and wisdom to their friends and family.

In my time at Strengths School™ Singapore, I worked with two different Gallup Certified Coaches who both have Intellection in their dominant CliftonStrengths themes. As I interacted with them and observed their different behaviours, I found that they were people who were very comfortable with solitude. They seemed to be those who have a constant hum in every moment of their lives. They would at times take time out away from the team during lunch hours, preferring to muse on new information and ideas. They shared that they enjoy thinking through different questions and testing out answers in their minds.

How can a person with Intellection turn this talent into a Strength? 

1. PRACTICE PUTTING YOUR THOUGHTS INTO PLAIN LANGUAGE

The genius of the Intellection talent theme is in their ability to think deeply about situations, projects, and issues. Yet because of the depth of thought and command of language they bring to the table, they can often be intimidating to those with lesser talents in this theme. It would therefore be helpful for them to practice putting their thoughts into plain language so that others can better understand their thinking. For example, whenever they have insights they would like to share with others, it would be helpful to have a process by which they identify any outcomes they would like to achieve by sharing their insights, or perhaps find stories that would help people better relate to their points.

2. IDENTIFY LIKE-MINDED PEERS YOU CAN CONVERSE WITH

People with the Intellection CliftonStrengths talent theme do not feel threatened whenever others challenge their thinking. On the contrary, they feel stimulated by it, as they take it as a sign that others are giving consideration to their thoughts. In fact, whenever they find like-minded peers who are able to engage with them in intellectual conversations, they enjoy these exchanges and find themselves energized by the discussions.

It would thus be helpful for those with the Intellection theme to find a group of friends – though not necessarily all in the same group – with whom they can engage in intellectual discussions. These conversations will excite them and sharpen their thinking.

3. SEEK COMPLEMENTARY PARTNERSHIPS

Partner those with Activator
People with Activator have a powerful ability to translate thought into action. They bring energy and momentum to their relationships and workplaces. In contrast, people with Intellection are energized by the process of thinking. They bring depth of thought to conversations and feel stimulated when they are tasked to think through projects well. Partnering an Activator would push those with the Intellection theme to act on their thoughts and ideas, thus not letting great ideas stagnate in the think tank while also allowing projects to move forward intelligently.

Partner those with Communication
People with Communication are talented in finding the right words to make their messages come alive. They enjoy using simple words that will communicate the message effectively and with great impact. They love sharing stories and ideas with people. In contrast, those with Intellection enjoys thinking deeply and unpacking ideas. As such, they have a tendency to use slightly more complex words that requires some level of unpacking. Such a partnership encourages those with Intellection to find the best words in communicating their insights to others, allowing more of their wisdom and deep understanding to impact lives. 

Partner those with Focus
People with Focus enjoy zooming in on their overarching goals to make sure that every decision they make is aligned with the overall direction they want for their lives. The genius of the Focus theme is in their ability to concentrate intensely on a task or direction, thus enhancing the speed and quality of their performance. In contrast, people with Intellection enjoy asking questions and processing information and data, examining issues from multiple angles. This partnership encourages those with Intellection to focus their ability to think deeply and thoroughly on the overarching goals they have for their work or lives.

Concluding thoughts: People with the Intellection CliftonStrengths theme bring a depth of understanding and wisdom to their workplaces and relationships. Their ability to find viable solutions to challenges and more effective approaches stem from their deep thinking. They may sometimes appear aloof and distant even though there is close physical proximity. This does not mean that they have disconnected; rather, it is more likely that they are simply thinking through something that was just said. Be prepared to give those with Intellection time and space to think – they will appreciate the latitude, and your conversations will be all the richer for it!

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Input Talent Theme

"Let's Google that!"
 
People with Input in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results love to do research and collect ideas, quotes and useful articles. They might also collect tangible objects such as cards, books or photographs. Whether it is collecting information or objects, those with Input do it generally for two key reasons: One is the natural curiosity for the countless ideas the world presents. The other is the desire to share their different discoveries with others. The genius of Input talents is in the active and resourceful curiosity, which leads those with Input to become a storehouse of knowledge. 

People with Input often absorb all the data they can find about a subject matter they are concerned with. Friends sometimes see them as Wikipedia in human form. They know the little intricacies of different topics, especially those in the areas of their passion. The vast amount of information they accumulate empowers them to be a great resource, and their knowledge value-adds to any team they belong to. There are times people with Input might be labelled hoarders or junk collectors because of the large amount of items they have collected and kept. The Singapore Singlish language termed such people as the "Karang Guni Man". Some are seen as ‘bookworms' for the enormous amount of books they have read - and kept. Many do not understand that people with Input thrive on collecting powerful resources they deem useful, and at the appropriate moment, they enjoy pulling things out to help others who need it.

One of the remarkable people I have met who has the Input talent was a man who used to work at the National Cancer Centre in Singapore. Even though he wasn’t a doctor by profession, his Input talent motivated and empowered him to research and absorb the vast amounts of data connected to the different kinds of cancer. Many often mistook him to be a doctor because of how much he could share with others about cancer. He often took time to educate people about cancer and in living a healthy lifestyle. This is what it means to use the Input talent productively - to share with others the knowledge gained, to make a difference in the lives of others.  

How can a person with Input turn this talent into a Strength? Here are some suggestions.

1. GATHER REGULAR FEEDBACK

One of the valuable things worth collecting for those with Input is usually feedback from people. Getting feedback from people not only presents greater opportunities for learning, it also creates an avenue for blind spots to be discovered and tackled. This leads to personal growth.

We can intentionally ask for feedback from people we work closely with or people we have lots of interaction with. The more frequent the feedback, the more productive a person with Input can become. In a team, Leaders with Input will also do well to gather feedback before proceeding in key decisions. Gathering feedback and making sure people are heard will be a powerful way for leaders with Input to build a trusting relationship with others. 

One way to get good feedback is to learn to ask good questions. Good questions help to draw out critical data and insightful feedback from people, so that the information gained is relevant and helpful. This way, learning is maximized.

2. DEVELOP A STORAGE SYSTEM

People with Input will do well to sharpen their ability to store their collections. One of the worst feelings for people with Input is knowing they have a particular resource to share, but realising they are not able to find it! One of the key abilities or skill sets to pick up is the ability to organize and store information such that the resource is always ready to be shared. Make use of technology to help. A person with Input can leverage on powerful tools such as Evernote that allows data storage, note-taking, and filing. 

One thing to note is that even with good storage systems, people with Input can still find themselves in a clutter. This clutter can be in the human mind or in a physical storage space. Part of the reason for the clutter is simply the massive amount of collection and absorption that takes place every day. A good discipline for those with Input is to set aside regular time to clear the clutter. 

3. SEEK COMPLEMENTARY PARTNERSHIPS

Partner people with Focus
People with Focus have the ability to stay on track towards a goal amidst distractions. Partnering people with Focus allows those with Input to determine key areas of priority that they can invest in. Working with Focus helps those with Input to stay on track and become an expert on a particular subject matter. People with Input gain a lot of credibility by directing their research on a particular focus, and becoming a knowledge expert in that field.

Partner people with Connectedness
People with Connectedness desire to network and to share with others. They also have an innate ability to connect the dots. Partnering people with Connectedness allows those with Input to explore different networks and groups where the resources gathered can be channelled and shared to benefit a greater community.

When the Input talent is in its infancy, it tends to result in lots of hoarding without any productive use of the resources. The idea of hoarding without sharing will ultimately lead to a standstill, like a sponge. It reaches its limit when everything that is absorbed is not squeezed out. By partnering those with Connectedness, people with Input can become more mindful of those who can benefit from the knowledge that they have gathered, and generously share with these people. 

Partner people with Empathy
People with Empathy have the innate ability to understand how others feel and make sense of the emotions. By partnering people with Empathy, people with Input are able to take the feedback collected from teammates or subordinates and better understand how they feel, and why they feel certain ways. This allows those who lead with Input to strengthen bonds and trust by exploring action steps that address both the practical and the emotional concerns of a team. 


Concluding thoughts: People with Input process large amounts of information and store useful data to share with others. Where knowledge is highly valued (I find that true especially in Singapore), these people empower their teams to soar by their ability to quickly collect, process and share resources.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Individualization Talent Theme

People with Individualization in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results have a unique ability to recognize how special and unique a person is. They instinctively see the differences between people and how one is wired differently. People with Individualization instinctively observe each person’s style and notice the little intricacies about different ones. They like to find out each person’s motivation and what is important to them. People with Individualization also enjoy discovering and understanding others' strengths. In short, those with the Individualization theme are gifted at spotting the individual in a sea of people.

Because of their wiring, those with the Individualization talent theme have a natural aptitude for talent sourcing. Like casting directors, people with the Individualization CliftonStrengths theme are talented in using their understanding of individuals to position them to do what they do best. When people with Individualization are tasked to form teams, it is as though they’re putting jigsaw puzzle pieces together to form the whole: they can instinctively see how a team might be able to work well together based on their complementary strengths and skillsets. In fact, many with Individualization have affirmed the use of the Strengthsfinder tool for working teams. Using CliftonStrengths, people with Individualization can draw out the best of each other. Many leaders who have the Individualization themes employ the CliftonStrengths tool to discover the strengths of each team member to tailor an engagement approach specifically. 

People with Individualization enjoys customization. They enjoy personalizing rather than having an one-size-fits-all kind of approach. Some are very gifted and have an ability to pick for their friends just the right birthday gifts. The genius of Individualization talents is in the ability to notice and appreciate the unique characteristics of each person, and to customize an approach accordingly. It is often not hard to spot those with Individualization. In their natural state in appreciating the idea of uniqueness, they also desire to be unique. This desire often cause those with Individualization theme to stand out among a group. In the infancy stage and often among the younger people, this behaviour of wanting to be different, can sometimes cause tension among a team.

In the team I led in Strengths School previously, the Individualization theme was a common one found among the staff team. As a team, we enjoyed customizing our workshops for different companies and teams. In fact, we customized a very special Strengths tag for each workshop participant. We also designed a personalized CliftonStrengths Mug (Singapore version) as a Corporate package for our different clients.

One of the CliftonStrengths Coaches I worked closely with, Mandy Lin, has Individualization as her Top Talent Theme. With her Individualization, she is keenly attuned to the little quirks and personality traits that make each person special. It is as though a spotlight comes on whenever she identifies something that sets an individual apart, highlighting the characteristic and bringing her attention to it. Whenever we partner together to run a CliftonStrengths workshop in Singapore or overseas, Mandy uses her Individualization theme to engage different participants. She will adjust her engagement method to suit different individuals. She also observes keenly and can often give me timely feedback on how I can adjust my facilitation style to be more effective in the workshop. I remembered a particular partnership we had, running a CliftonStrengths Leadership Workshop for a big Multi-National Company in Shanghai, China. It was a great success. My Strategic theme paired powerfully with her Individualization theme.

How can a person with Individualization turn this talent theme into a Strength? Here are a few suggestions.

1. KNOW YOUR OWN STYLE

Growth always begins with ourselves. The more those with the Individualization CliftonStrengths theme can articulate and celebrate their own individuality, the more they communicate the underlying message that everyone is unique and the differences are to be delighted in, not feared. For example, answer questions such as these: What’s the best piece of affirmation you’ve ever received? How often do you like to check in with your manager? What’s your best method for building relationships? How do you learn best? By doing so, you help cultivate an environment in which you honor the differences of each person you encounter.

2. HELP OTHERS FIND THEIR UNIQUE STYLES

Because those with the Individualization CliftonStrengths theme are intuitively attuned to the unique characteristics of each person, they would do well to help others become aware of their own unique needs and talents. For example, they could ask their colleagues and friends the same questions mentioned above, then help them plan their future by starting with their strengths and designing a future based on what they do best. Plus, when working in a team or interacting with friends, those with the Individualization talent theme could help their colleagues and friends become aware of each person’s unique motivations and needs.

3. SEEK COMPLEMENTARY PARTNERSHIPS

Partner those with Consistency

People with Consistency believes that fairness means that everyone should be treated in an equal manner. This mindset empowers them to treat people of different race, stature, culture with the same respect and honor. They enjoy the idea of having a one-size-fits-all approach and believe that no one should be discriminated. People with Individualization on the other hand believe that fairness means that everyone should be treated differently according to their personality, gender, culture, stature etc. Such a partnership ensures a good balance view of fairness

Partner those with Includer

People with Includer like to make sure that there are no one left out. They enjoy being in big group gatherings where everyone is engaged. They tend to have a group mindset. People with Individualization like to focus on individuals as they seek to bring a personalized approach to engage different individuals. They tend to have a individual mindset. Such a partnership can bring a good balance between group and individuals.

Partner those with Harmony

People with Harmony are talented in helping groups avoid areas of contention and find common ground. They believe that conflict and friction are unproductive, and are gifted in enhancing collaboration within groups. People with Individualization, on the other hand, tend to put together teams consisting of members of contrasting but complementary talents. Because of their differences, this sometimes leads to conflicts within teams. Through such a partnership, those with the Individualization talent theme are empowered to create greater synergy within interdependent teams uniquely suited to complete their missions.

Concluding thoughts: Truly, those with the Individualization CliftonStrengths theme are extraordinary individuals, able to pick out what sets each person, team, or even industry apart from others. While sometimes misunderstood and mislabeled as “over-customizers,” particularly if this talent theme is in its infancy stage, those with Individualization should be treasured for their ability to identify and celebrate the diversity found in humankind.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Includer Talent Theme

People with Includer in their top 5 Gallup CliftonStrengths (formerly Gallup StrengthsFinder) profiling results resonate with the philosophy of “stretching the circle wider.” Whether at work or in social gatherings, those with Includer naturally look for people on the outside or on the fringes of the group, drawing them in so that they feel like they’re part of the community. In contrast to those with the Relator CliftonStrengths theme, who want to deepen existing relationships, Includers gravitate towards those who are not yet closely-knit into the existing community and seek to bring them in so that they can feel the warmth of the group.

Because they are wired to include as many people as possible, those with the Includer CliftonStrengths theme tend to dislike cliques and groups that exclude others. Instead, Includers are keenly attuned to the subtle cues of those who may be feeling left out, even if those individuals are in the middle of a group. The most remarkable part of the Includer talent theme, however, is in their proactive approach to bringing people into the group. They do not merely sense when people feel left out or marginalized, but also take action to build relationships with the “invisible” and neglected minorities.

Because of their naturally accepting and inviting nature, those with the Includer CliftonStrengths theme often have the ability to get along with people with very diverse backgrounds, religions, nationalities, and opinions. Their core belief is that everyone is equally important, and therefore that no one should be left out. This may create tension in certain situations, particularly when people of vastly different opinions are brought in and have to make key decisions together. In fact, Includer at its infancy is often labeled indiscriminate and indecisive because of their ability to value a wide range of opinions. However, at its maturity, the Includer CliftonStrengths theme is a powerful ability to hold a team together, giving a voice to the voiceless and empowering the disempowered.

As a relationship and life coach, I remembered an interesting issue shared with me by two different Includers that caught my attention about this particular theme. Both the Includers shared that they struggle to decide who to include and leave out of their guest list as part of the wedding preparations. In Singapore where the cost of throwing a wedding banquet is very high, it is almost impossible to invite every single friend to attend the banquet. Through this sharing, I gained an insight into some of the challenges many Includers face on a personal level. 

How can a person with Includer turn this talent theme into a Strength? Here are a few suggestions.

1. DEVELOP STRATEGIES TO HELP THOSE NEW TO THE GROUP

Because those with the Includer talent theme thrive on integrating those on the fringes of the group, it would help to refine the strategies they use to do so. For instance, what are a few ways they could make the group a non-threatening, welcoming place for newcomers? Alternatively, if in a leadership role, how might the Includer motivate the group to create an atmosphere where newcomers feel a sense of belonging the moment they walk in? Includers have a natural sense of what makes an environment warm and accepting, so they would do well well to intentionally invest time and skill sets into developing concrete ways to create such environments.

2. GATHER A LIST OF QUESTIONS OR ACTIVITIES TO DRAW OUT OPINIONS

Those with the Includer CliftonStrengths theme are not only talented in making people feel like they’re part of the group, but they’re also talented in making sure that every voice is heard. They feel a great deal of satisfaction when they’re able to make every person feel important – particularly those who are normally marginalized. It would therefore be helpful for the Includer to have a list of questions or activities to proactively draw out different voices, creating a platform where every opinion counts. To be even more effective, the Includer can also differentiate these questions for each of the unique groups he or she is in.

3. SEEK COMPLEMENTARY PARTNERSHIPS

Partner those with Command

People with Command tend to polarize ideas in order to create clarity and decide on a specific course of action. They are honest, direct, and often one of the most objective voices in the room. In contrast, those with the Includer CliftonStrengths theme tend to be accepting of a wide range of different personalities and contrasting ideas. By partnering someone with the Command theme, the Includer can reduce the amount of complexity involved when brainstorming or making key decisions with the team, thus steering them toward a clear path of action while still building bridges between differing ideas and personalities.

Partner those with Deliberative

People with Deliberative naturally identify potential obstacles and pitfalls with a particular course of action, idea, or group. They are also selective about their friends and teammates, preferring quality over quantity. In contrast, those with the Includer CliftonStrengths theme love to bring in many different voices, widening their circle of teammates and friends so that no one feels left out. This sometimes creates conflicts within the group: as the saying goes, “too many cooks spoil the broth.” Partnering someone with Deliberative would help the Includer be more selectively inclusive, as they would be able to better identify when the inclusion of another person would benefit the group, and when it might be a detriment.

Partner those with Individualization

People with Individualization are talented in identifying what is special about each individual. They instinctively recognize the unique experiences, ideas, and skillsets each person brings to the table. Their perspectives tend towards individuals and making team decisions based on what each individual can do very well in. In contrast, those with the Includer talent theme believe that everyone is important. Their perspectives tend towards a group. By partnering someone with the Individualization CliftonStrengths theme, there is distinct ability to see things from the perspectives of both individuals and a team.

Concluding thoughts: The Includers bring a level of warmth and acceptance to their communities and work environments. Without Includers, the world would be a colder place indeed. Though sometimes misunderstood in their desire to bring in as many people and voices as possible, Includer at its maturity is talented in creating environments that are open, accepting, and yet effective and impactful at the same time.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Ideation Talent Theme

"What a great idea!"

People with Ideation in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results are fascinated by ideas. They derive great joy and excitement whenever a new idea occurs to them. They look forward to brainstorming. They love piecing together different ideas and forming one of their own. They love making connections between ideas to paint a new perspective for others. People with Ideation do not necessarily need to see every one of their ideas being implemented - the very process of brainstorming itself is rewarding. Just one great idea that is implemented and turned into something useful is enough to encourage them to generate more ideas.

People with Ideation dislike dull and monotonous work. Sometimes they are labelled as "all over the place", and written off as unrealistic. There might be some truth in those criticisms when people are operating out of Ideation in its infancy; but by and large, those with Ideation are often misunderstood. People with Ideation love thinking out of the box. The genius of Ideation talents is in its spontaneous creativity. People with Ideation thrive in environments that encourage innovative thinking - thinking that defies conventional methods and welcomes novel ways of doing things.

Years ago, when I first worked with Jason to start Strengths School™, a training and consultancy company in Singapore, I walked into a Post-Its Parade. Now I know that is Jason’s Ideation at work. A daily feature of our work is talking about different ideas. These ideas are written on huge whiteboards and colorful post-its. A simple idea can get Jason excited. I am personally still learning to let him generate and share ideas without shooting any of them down. I have discovered that a great idea usually comes after some wacky and often unrealistic ideas are generated. We partnered together successfully for the coaching business before I exited the business. My Activator and His Ideation combination continues to be one of the great partnership memories I have.

How can a person with Ideation turn this talent into a Strength? Here are some suggestions:

1. SHARE IDEAS GENEROUSLY

Many with Ideation often treat their ideas as their own babies, and fear that these original ideas might be taken away. Paul Arden had this to say: “The problem with hoarding (ideas) is you end up living off your reserves. Eventually you’ll become stale. If you give away everything you have, you are left with nothing. This forces you to look, to be aware, to replenish. Give away everything you know and more will come back to you.”

While ideas that are generated are precious, one might do well to generously share them with others. Those who share ideas freely tend to think of fresh ones while those who hoard tend to live in fear that their ideas get stolen. In the long run, those who frequently exercise their creativity because of the need to think of new ideas remain at the cutting edge of innovation. 

2. CUT PROJECTS INTO BITE-SIZED PORTIONS

People with Ideation often enjoy the start of a project where ideas are formed and things are kept fresh. When a project becomes long-drawn and work becomes more routine and predictable, people with Ideation often find their level of motivation dropping. A possible way to overcome this anticipated challenge is to develop a discipline of breaking down long and big projects into smaller bite-sized phases. In that way, many "start points" are created. This can motivate those with Ideation to continuously innovate and ideate while keeping the end goal in mind.

3. SEEK COMPLEMENTARY PARTNERSHIPS

Partner those with Harmony / Consistency / Discipline
People with Harmony, Consistency, or Discipline are those who generally thrive in environments that are stable and without rapid changes. People with Ideation enjoy thinking out of the box, trying out new ideas and keeping things fresh. Such a partnership can help create a working structure which maintains an innovative edge while balancing the need to have stability within the team.

Partner with Activator
Activators have a penchant for turning ideas, even complex or seemingly cumbersome ones, into reality. People with Ideation churn out different kinds of ideas, some more complex than others. Partnering with Activators allows a group to move from simply exploring these complex ideas to actually realizing them. A great synergy occurs in this partnership that can reap much fruit for organizations and teams, especially those needing to remain at the cutting edge of innovation. 

Partner with Maximizer
Maximizers enjoy turning something from good to great. When asked the question “How can I turn this idea into something even better?”, Maximizers are often able to suggest different improvements to make a good idea superb. When paired up with Maximizers, those with Ideation are often spurred on to develop their ideas even further or to brainstorm even more ideas that build on what they have originally produced.

Concluding thoughts: People with Ideation are those who love to think of new ideas and are often on the forefront of innovation. In a world of rapid changes, even in a small country like Singapore, certain conventional approaches may quickly become irrelevant. People with Ideation can contribute powerfully through their fresh perspectives and their out-of-the-box thinking. This unique talent empowers organizations and teams to stay relevant and not be left behind.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Harmony Talent Theme

"I like to hear what everyone thinks"
 
People with Harmony in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results believe that there is little to be gained from conflicts. They believe that conflicts produce too many negative emotions that drain the energy of people. Instead, they aim to find areas of agreement. Because of their dislike for conflict, the first instinct for people with Harmony is to be peacemakers. They might operate as mediators whenever conflicts happen to people around them. The genius of the Harmony talent is in the natural practicality and preference for emotional efficiency: People with Harmony help others reach common ground by drawing attention to the practical side of things, where agreement is easier. This way, inefficiency caused by conflict is minimized. 

However, people with Harmony can sometimes be labelled as “fence-sitter”, indecisive, conflict-avoider, and might be seen as pushovers (because often their opinions are not voiced out). People with Harmony prefer to let others speak first. Many times, people with Harmony have their own opinions or ideas, but may prefer to keep to themselves if they perceive that voicing their opinion compromises the greater good of consensus or alignment. In fact, if someone else has voiced out what they have in their thoughts, people with Harmony will prefer to stay silent. Many with Harmony often have a modus operandi of first hearing what others have to say and not adding unnecessary comments or opinions during meetings. The less that is spoken, the lower the probability of conflicts. The most important objective during discussions is to find a consensus and to move forward quickly. Many with Harmony willingly modify their own objectives to merge with others in the team (as long as their basic values do not clash). Having said the above, some with Harmony can be confrontational when situations do not sit well with their beliefs. Not having the inner peace can cause some with Harmony to be vocal rather than silent.  

People with Harmony also like to see themselves as team players. They find ways to collaborate with others. They may even dislike people who are more individualistic and prefer to work independently. They thrive in an environment where team members value relationship building. Often it’s the people with Harmony that contribute effectively towards team bonding. They enjoy organizing meals and activities together, ensuring members of the team have opportunities to get to know one another. They also encourage collaborations between team members. People with Harmony act as the glue to a highly dynamic and high performing team.

How can a person with Harmony turn this talent into a Strength? Here are some suggestions:

1. EXERCISE DISCERNMENT IN CONFLICTS

People with Harmony are sometimes known to be people who prefer to avoid conflicts. However, some conflicts cannot be avoided. In maturity, the person with Harmony is likely to be discerning, contributing meaningfully and engaging in necessary conflicts while avoiding unnecessary ones. 
There are times when conflict avoidance will be the best thing to do - for example, when the outcome is not important in the grand scheme of things or when tensions are already very high. But sometimes, people with Harmony need to engage in a conflict to avoid going against their own core values or when morals could be compromised. If people with Harmony sacrifice any of their core beliefs by avoiding a conflict, the consequence can be a loss of a sense of self-respect. For some, that loss of self-respect can result in a loss of identity as well. Discernment is very much needed in these scenarios. 

In dynamic and fast-paced Singapore, many organizations require critical and innovative thinking to stay on the cutting edge. Conflicts and tensions happen naturally as more people challenge old ways of thinking and methodologies. There is a need to recognize that conflicts may stimulate innovation and creativity, which can lead to greater decisions made in teams. Alternative solutions to problems may be discovered as a result of conflicts. People with Harmony need great discernment in engaging conflicts as they grow in leadership and influence.

To grow in this area, understanding conflict management styles could be a good way to start. The Thomas-Kilmann Conflict Mode Instrument is one of the many good resources to explore.

2. HAVING A PEACE-MAKING PROCESS

One of the most draining parts of a peace-making process is when mediation seems to be moving nowhere. When one party in a conflict is not ready to find common ground and to explore a solution, then the outcome of a peace treaty is often jeopardized. It is important for people with Harmony to set the right expectations and the right boundaries at the start of a mediation process. An example of a set expectation is that both parties agree to take ownership to work towards the desired outcome. Examples of good boundaries can include: one party listening when the other is talking during mediation, refraining from posting on social media regarding the conflict issue, etc. Such basic disciplines can help people with Harmony be very good peacemakers in different environments. It is also important to note that people with Harmony should not be too hard on themselves whenever a consensus cannot be reached. 

3. SEEK COMPLEMENTARY PARTNERSHIPS

- Partner people with Ideation or Strategic
People with Ideation often love to think out of the box while people with Strategic love to explore different alternatives to reach a goal. Both parties intuitively love to challenge the status quo. In contrast, people with Harmony may prefer to stay within boundaries and not rock the boat, especially if they feel it might affect the environment of peace and stability that is in place. Such partnerships create a robust system where people with Harmony are pushed to stretch their imagination, to look beyond their spheres and to enlarge perspectives.

- Partner people with Command 
People with Command intuitively polarize to create clarity in a group: They create black and white situations and steer people away from congregating in grey zones. People with Harmony, on the other hand, create clarity through seeking the opinions of the group and drawing out a consensus for people to congregate around. Each method has its place. People with Command often have the edge in creating clarity whenever the overall goal of the team is to remain cutting-edge and to respond quickly in a highly dynamic environment. People with Harmony tend to have the edge in creating clarity whenever the overall team goal is to create stability and strengthen team relationships. The Harmony-Command partnership is powerful and beneficial in areas where both goals are to be delicately balanced.

- Partner people with Competition
People with Competition possess an innate drive to be number one and to improve their performances by bench-marking against others. People with Harmony possess an innate desire to stick together with others and value the relationships more than achievements unlocked. Where teams are in highly competitive industries and environments, partnerships between those with Harmony and those with Competition are essential. People with Harmony play a very important role to keep the team intact and tightly-knitted, while those with Competition push the team toward greater performance.

Concluding note: Many people with Harmony struggle to see how this theme can play out as a strength in the highly dynamic marketplace. Yet, this theme is one of the most crucial if an organization needs to have stability and cohesiveness in rapid-changing Singapore where high employee turnover contributes to huge losses in revenue. Organizations in Singapore that harness this talent theme effectively will reap the fruit of high-performing teams that remain together through the tough times. 

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Futuristic Talent Theme

"I can foresee that..."

Those with Futuristic in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results enjoy thinking about the future. They love to dream. They love to envision what the future looks like and are inspired by what it has in store for them. If you want to get those with Futuristic excited, ask them what they think the future looks like. The genius of Futuristic talents is in the ability to describe a very vivid imagination of a better future, which gives people hope of seeing that dream becoming reality. People with Futuristic often think beyond a couple of years. While others see 5 years ahead, they tend to see futures which involve the next generation, and possibly more!

In 1965, the then-Prime Minister of Singapore, Mr Lee Kuan Yew, said to a group of people: "Over 100 years ago this (Singapore) was a mud-flat, swamp. Today, Singapore is a modern city. Ten years from now, Singapore will be a metropolis. Never fear!” Back in 1965, such a statement may have been brushed off by many as arrogant and unrealistic. But to his listeners, it nonetheless carried hope for the future. Fast forward: Singapore leapt from being a third-world nation to first-world within one generation. Many will attribute this transformation to Mr Lee Kuan Yew, who painted that picture of hope for the citizens of Singapore. While there isn't proof that Mr Lee has the Futuristic theme, what he did is exactly what people with Futuristic do best. They inspire others with a clear vision. They are not consumed by the current problems most people see. This quote probably sums up the belief of those with Futuristic: "The future belongs to those who believe in the beauty of their dreams” 

How can a person with Futuristic turn this talent theme into a Strength? Here are some suggestions:

1. THE DISCIPLINE OF CLARITY

Vision is a clear mental portrait of the future. Creating clarity of vision among people takes time. It first takes faith to personally believe in the vision. It takes skillful, hard work to craft (and re-craft) the statements and explanations used to communicate the vision, such that others can grasp and buy into it. It takes wisdom to know when to paint the vision as a whole and when to break it down into bite-sized sections in order to cater to different listeners. It takes humility to ask for and receive feedback from others. If a person with Futuristic wants to grow this talent (a seed) and turn that into a strength (a fruit), the person needs to develop a discipline of creating clarity.

In building this discipline, ask questions:

• Why is this vision important to me?

• What is this vision essentially about?

• When is a good time for me to share?

• Who should I share this vision with?

• How can I make this vision easy for others to understand?

• From whom can I get feedback regarding this vision?

2. INVITING OTHERS IN

A vision is powerful because it can give people a sense of purpose, of hope. A vision can powerfully unite a team. A vision can powerfully lift up the human spirit. A vision can powerfully challenge a team to rise up from status quo. A vision can powerfully challenge people to make sacrifices for the greater good. A vision can draw new people and enlarge the pool of human resources. But a vision has no power or impact till it spreads from the visionary to those seeking a purpose. When people with Futuristic intentionally create engagement and dialogues with others using their vision, they create impact. When a vision becomes something larger than an individual's dream, and move towards a common dream that a team owns, the impact multiplies. 

The process of inviting others in is the process of turning "my" vision into "our" vision. To grow the talent into maturity, part of an important process is for those with Futuristic to intentionally invite others to share with their vision and create a common dream. 

3. SEEK COMPLEMENTARY PARTNERSHIP

Partner with Activator
Activators are people who have a natural ability to put plans into action. They are fire-starters and they act as catalysts. Partnering with Activators encourages those with Futuristic to put their vision into action. People with Futuristic believe that having a clear vision is about creating a better future - and it is a leader's job to bring the future into reality. Activators are key partners in this aspect.

Partnering those with Strategic
People with Strategic have a unique ability to quickly weigh various alternatives and determine the best route to reach a goal. They are eager to explore new and better ways to achieve an outcome. Partnering those with Strategic challenges those with Futuristic to figure out how the vision, which tends to be conceptual, can be worked out practically. People with Strategic can help to map out the best way to move forward. 

Partnering with Developer
Developers are people who enjoy seeing growth. When they observe progress, whether big or small, they are encouraged to push on for more. As such, Developers create milestones to track progress along the way. They create awareness whenever a milestone is reached by having celebrations. These signs of progress motivate people to push on towards the goal. Partnering with Developers helps those with Futuristic to plot out key milestones in the developmental journey of the vision. These milestones are important in helping people to appreciate the progress that is made towards the vision and help people to stay on track. 

Concluding thoughts: There is a saying that "Without vision, people perish". Many people live and work without a sense of purpose. Many organizations in Singapore struggle to move forward without a clear vision. People with Futuristic are precious gems. You can count on them to paint a picture of hope and a brighter tomorrow.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Focus Talent Theme

"What’s our main goal?"

People with Focus in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results enjoy zooming in on the task that sits on top of their priority list and working at it. They need a clear goal or outcome to perform at their best. For some, the CliftonStrengths Focus theme is about intense and frequent goal-setting so that they are able to achieve their goals daily, monthly, or however long a time period they may have. The genius of the Focus talent theme is in the intense concentration on one task. The single-mindedness enhances the speed and quality of the individual’s performance. Focus as a talent theme is seen as the most powerful in the area of task execution and is categorized under the Executing Domain of the CliftonStrengths 4 Domains of Leadership Strengths.

For people with the Focus theme, they often experience tremendous joy and satisfaction when they are able to set their mind to a task and complete it without succumbing to distractions. The Focus talent theme allows the individual to get a lot of work done within an allotted amount of time. They possess a powerful ability to filter out the non-essentials and the distractions.

Some people might label those with the Focus theme as one-dimensional, as they can often neglect the needs and wants of team members because of the need to finish their own work. Others think they are too narrow-minded in their processing abilities and they often miss the moments of opportunities that come up.

While all the above behaviours can present themselves when the Focus theme is in the infancy stage, it is more important to know the real deal. People with Focus have a laser-like precision, zooming in on the outcome they want to achieve in order to be more productive and effective in what they do. They are the ones who often stay on track and help others do the same. Many people with the Focus theme can concentrate on their work or studies without being distracted by phone messages or conversations by others. In meetings, people with the Focus theme need the discussions to stay on track towards the set agenda, and are often irritated when discussions veer off course.

Ryan Thomasz, a Singaporean investment banker whom I have coached, has Focus in his top 5 CliftonStrengths results. His friends in Singapore call him a crazy studying robot when he was a student. He could easily study for 5 hours at one go. He shared with me that one time during one of his exam revision periods, he studied 12 hours at a go, stopping only for toilet breaks. Using his Focus theme, Ryan became one of the top Economics students in the National Technological University of Singapore. Today, he has gone on to do what loves doing and continues to focus on his strengths to build a successful career at Barclays.

How can a person with Focus turn this talent into a Strength? 

1. UNDERSTAND WHAT TRULY MATTERS 

On the surface, it often seems that the CliftonStrengths Focus theme is about filtering out distractions and maintaining their attention on a particular task for long periods of time. Counterintuitively, however, what is of utmost importance is the ability to cultivate the awareness of what truly matters. 

This natural ability to prioritize and act can be brought beyond tasks and into people development as well. The person with Focus can develop a great ability to be self-aware and identify key areas to grow in. 

Daniel Goleman, author of “The Focused Leader,” writes that a person needs to develop in three areas of focus in order to have a greater propensity in leadership development: an inward focus, a focus on others, and a focus on the wider world. The first two help to build emotional intelligence, while the third area of focus helps in remaining relevant in a fast-changing global landscape. When those with Focus are constantly zooming into one of these three areas of personal development, they grow in their insights towards what truly matters. 

2. KEY SKILLS TO DEVELOP

While it is natural for people with Focus to have an intense level of concentration, it is not necessarily natural for them to start off on the right track. One of the key skills for those with the Focus theme to pick up is the ability to start with clear outcomes in mind and select the right path. For those with Focus, the danger of starting on the wrong path can often result in a great loss of time and opportunities. The ability to have deep concentration, unfortunately, also often leads to tunnel vision, and they can fail to quickly recognize when the wrong path has been taken. 

To build on the above, it might be inevitable that people with Focus set up a personalized system to review at regular intervals, to concretize the needed actions in order to keep going towards the goal. 

3. SEEK COMPLEMENTARY PARTNERSHIP

Partner those with Adaptability

People with Adaptability enjoy dynamic environments and react very well to changes. They are also known to be people who are “present.” In contrast, people with Focus may often be slow to respond to the sudden needs of others because of the need to focus on getting tasks done. Such a partnership allows the person with Focus to be sharpened the same way that iron sharpens iron.

Partner those with Arranger

Arrangers enjoy dealing with multiple variables, especially in highly complex projects. They are always looking to find the best configuration for a productive outcome. Because of this, the Arrangers are often said to be able to multi-task and juggle many different work demands found in complex projects. In contrast, people with Focus tend to be single-minded and prefer to zoom into one area that they focus on to be most productive. Such a partnership is very powerful in complex projects, as both are able to team up and juggle the variables while retaining a laser-like focus on the key outcomes. 

Partner those with Connectedness

People with Connectedness enjoy zooming out to try to see the larger picture to understand as well as try to connect the dots. They seek to understand how ideas are linked or how integration and cooperation between certain groups of people can yield better results. In contrast, people with Focus prefer to zoom in and focus on prioritising the important tasks, as work demands often portray most tasks to be urgent and important. People with Focus prefer to filter out the not-so-important tasks in order to quickly complete the important ones and achieve the desired outcome. Such a partnership generates discussion where both the macro factors are considered and priorities are identified in order to reach the desired outcome. 

Concluding thoughts: People with Focus bring a much-needed ability to concentrate on the right things to achieve the intended goals. While sound bites are now commonplace in Singapore as well as globally and the average person has a much shorter attention span, people with Focus stand out because of their natural ability to concentrate deeply and be single-minded. They can be counted on to use their laser-like precision to help teams stay on track and move towards the team goals.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Empathy Talent Theme

"I understand how you feel"

People with Empathy in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results can sense the emotions of those around them. It operates like a kind of superpower: They can walk into a room and intuitively sense the morale of the team based on how people feel. They are able to feel what others are feeling as though those feelings are their own. The genius of the Empathy talent theme lies in the emotional depth of the relationships they are able to form with others. People with Empathy ask questions and seek to understand why people feel a certain way. They do not necessarily condone the choices each person makes, but they understand how they feel. They do not dismiss the emotions; they empower others by validating their feelings. People with Empathy believe that emotions are important parts of a story. By allowing others to voice out their emotions, they help to create a release in people's hearts.

People with Empathy instinctively try to listen. They are often recognised to be good listeners as they not only listen to the voice but to the heart of people. They hear the joy and the pain. They hear the peace and the anger. They hear the relief and the anxiety. They help people find ways to express their feelings — to themselves as well as to others. This ability to understand how others are feeling empowers those with Empathy to connect deeply with others. This talent is often stereotyped and linked to job tasks such as counselling, teaching and caregiving; but there is more to Empathy than meets the eye. It is powerful in many other jobs. For example, salespeople with the Empathy talent seek to understand the needs of clients. They earn their trust through listening and they discover the real needs by asking good questions. Solutions are customized, and the right products are sold. People are often surprised to find Empathy among the talents of a top salesperson. Yet, when this talent operates in the infancy, those with Empathy can sometimes be labelled as emotional, too easily affected by others' feelings, or even a cry-baby. 

Other articles I have written on Emotions (if you are interested)
Read: Emotions Intelligence and CliftonStrengths
Read: A Manager’s Guide to Understanding Emotions and Conversations
Read: Taking Ownership of Our Emotions
Read: Working with Emotions in Coaching

So how can a person with Empathy turn this talent theme into a Strength? Here are some suggestions:

1. SET CLEAR BOUNDARIES

While those with Empathy desire deep emotional connections with others, it is important to recognize that it is often these deep emotional connections that can cause hurt and pain. Setting boundaries is a way for those with Empathy to take responsibility over the different ways they allow others to treat them.

Emotional boundaries can sometimes be fuzzy and difficult to set. But to those with Empathy, it is crucial to understand how emotional connections can easily cross the line into being harmful for both parties, and how helpful it is to maintain clarity in boundaries. Clear boundaries also help people with Empathy take the necessary actions to remain emotionally healthy.

For potentially draining relationships, here are some recommended actions:

• Intentionally lengthening the time taken to reply to messages or emails, and having meetups less frequently. Reducing the intensity of communication creates the emotional capacity to give a more gracious and loving response.
  

• Not conversing beyond a certain time in the evening. Conversations tend to be a lot more vulnerable and filled with more raw emotions in the late hours of the night.
  

• Choosing time with companions wisely. Avoid people with toxic behaviours. This is especially so when those with Empathy recognize that they might not be in good shape in terms of managing their own emotions. Those with Empathy can easily adopt the feelings of others and become drained by negative emotions expressed in interactions.
  

• Having a trusted group of friends to unload to. This is a crucial part of self-care. People with Empathy need to be able to share their own frustrations and express their emotions without fear of judgement.

2. GROWING ONE'S PHYSICAL HEALTH

The physical and emotional health of individuals are found to be intrinsically linked. Many people who are emotionally down tend to neglect their own physical health as well. While this idea of being physically healthy is important for all human beings, those with Empathy should take note that this talent needs a healthy physical condition to be fully engaged and be at its best.

3. SEEK COMPLEMENTARY PARTNERSHIPS

Partner those with Analytical
People with Analytical think because of their feelings while people with Empathy think based on their feelings. The former works on logic while the latter works on emotions. Finding partners with Analytical enables leaders with Empathy to go through a more robust process of decision-making. Such a combination allows the decision-makers to consider and understand a more comprehensive range of factors that impact team members' well-being.

Partner those with Command
People with Command are talented in providing clarity of thought especially in situations of duress. Partnering those with Command allows those with Empathy to find clarity in the midst of clouded emotions. This partnership is powerful for leaders with Empathy, who might need others to help them maintain clarity in the big picture while they manage the intuitive desire to care for different individuals. 

Partner those with Significance
People with Significance desire to create an impact and make a difference to others. They like their actions to be recognized and their intentions to be understood by others (often a large group). People with Empathy prefer to listen and seek first to understand others (often one at a time). With solidarity, such a partnership engages both the individual and the team and increases the level of engagement in a holistic way.


Concluding thoughts: Those with Empathy are often judged to be people easily clouded by their own emotions and often failing to make objective decisions. But many who have discovered that Empathy is among their top CliftonStrengths talents are taking pride in it and finding comfort that they have it. This is not surprising, given that Empathy is a lacking trait in our world overwhelmed by the rat race. It is beneficial to consider how such a talent can be powerfully harnessed to create an organization or team that truly cares for an individual's well-being.

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.

CliftonStrengths® Discipline Talent Theme

People with Discipline in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results enjoy putting structures into their world. It can be structures of any kinds: timetables, routines, habits, fixed diets etc. Those with the Discipline theme find themselves putting structures around their lives instinctively without anyone telling them to do so. They can create order in an otherwise chaotic environment. The genius of the Discipline talent theme is in this ordered and structured approach, which brings predictability to the individual's life as well as to the people around them. 

People with Discipline like to focus on timelines and processes in their work. Creating a project plan with deadlines and following a work plan comes easily to someone with the Discipline theme. The feeling of having things under control and having predictability pleases the person with Discipline. People with Discipline generally dislike surprises and do not take well to sudden change of plans. They can also be very impatient with people who chose to steer off course, not following the plan that was set in place and making mistakes as a result. People sometimes misunderstand those with Discipline to be rigid and controlling. Often that is far from the truth. People with Discipline, especially those holding leadership position, simply believe that there is greater security felt among people when there is order. They strive hard to create such a structure so that people can thrive in a safe environment and work becomes more productive as a result.

Interestingly, people with the Discipline theme are rare and few in Singapore (in fact, across the world too), compared to the other CliftonStrengths themes. In my previous start-up which I have exited, Strengths School™ Singapore, almost everyone in the team has the Discipline theme among our bottom few themes in our individual CliftonStrengths results. People with Discipline should be treasured and nurtured to bring the best out of them.

How can a person with Discipline turn this talent into a Strength? 

1. DEVELOP GREAT HABITS

Habits can be freeing and energizing to people with Discipline because they create a sense of certainty and they are routine in nature. The certainty created helps to bring peace into the inner life of those with Discipline and that ultimately builds performance. Building great habits is a great way for people with Discipline grow into maturity. 

What are great habits? Great habits are those actions that are routinely structured to ensure the things that are really important to us actually get done. These habits can include scheduling 1 on 1 time with our loved ones or simply saying kind words to someone around us at least once a day. Great habits are also those habits that are created to clear the clutter in our lives or to break the relentless busyness. These can include scheduling time for regular exercise or taking an annual spiritual retreat. Great habits go a long way to breaking the layers of superficiality often experienced in our lives and ensuring important aspects of life are not neglected. 

Some great habits also include personal rituals performed before high-pressure tasks. These can include taking in three big breaths or uttering a prayer or listening to a particular song. These personal rituals are found to reduce anxiety and they increase people’s confidence before a high-pressure task. Research in sports psychology has shown the performance benefits of pre-performance routines or habits, from improving attention and execution to increasing emotional stability and confidence.

2. SET UP A MONITORING SYSTEM

Monitoring is essentially about doing a stock take. For people with Discipline, the idea of structured and regular monitoring is essentially about checking in and making necessary adjustments to do a better job. This monitoring can be in the form of regular reminders, revisiting goals at certain intervals or doing a weekly journaling to think back on what went right and wrong in the week. 

Another aspect of monitoring can be in the form of having accountability partners. Meeting up 1 on 1 or having regular chats with accountability partners allow people with Discipline to stay on track and to receive timely advice. This is especially useful for people in key leadership positions. When there are others to stay accountable to, monitoring takes place. This creates a greater sense of certainty because checks and balances can be put in place. This certainty is what helps people with Discipline to thrive. 

3. SEEK COMPLEMENTARY PARTNERSHIP

Partner those with Ideation

People with Ideation enjoy thinking out of the box. Discovering a fresh new idea or connecting different ideas together can be very exciting for those with Ideation. By contrast, people with Discipline prefers following a structure and getting things done. New ideas and changes make workflows more unpredictable and may create disruptions. This partnership often encourages those with Discipline to stretch themselves and go out of the comfort zone to try out new areas. Such a partnership built with respect for each other's strengths is helpful for new perspectives and for personal developmental growth.

Partner those with Adaptability

People with Adaptability enjoy dynamic environments and react very well to changes. They are often wired in such a way that they do not enjoy work that is routine in nature. By contrast, people with Discipline prefers very much to work under a predictable environment and enjoys routine. This partnership often encourages those with Discipline to be better managers of change. People with Adaptability provides great perspective in dealing with dynamic environments (and bosses). 

Partner those with Self-Assurance

People with Self-Assurance often deeply trust their instincts and are able to confidently take risks and meet new challenges. They can forge ahead confidently even on risky paths where there are many unknown factors. By contrast, people with Discipline prefer to deal with factors that are out in the open where there can be greater predictability towards outcomes. People with Discipline prefer to focus on the controllable factors and seek to create an order quickly. Such a partnership is great for work that involves pioneering into new grounds where the challenge is often to quickly map out a work process or structure to create stability. 

Concluding thoughts: Given that people with Discipline tend to be rare in most communities including Singapore and Asia, they are often misunderstood to be rigid. Some are even being labeled as "Robotic". One thing is for sure - leveraging on their unique perspectives can help create an environment where people can feel safe and empowered to thrive. This is one huge reason why such talent must be valued!

Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command

As a CliftonStrengths and Newfield Certified Ontological Coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.