CliftonStrengths® Belief Talent Theme

People with Belief in their top 5 CliftonStrengths (formerly Gallup Strengthsfinder) profiling results possess core values that are enduring. Their Belief talent theme causes them to be family-oriented, altruistic and spiritual. They value responsibility and high ethics, both in themselves and others. For some individuals, some of these values are sub-conscious and manifest when others behave in ways that clash with these values. At the same time, for other individuals, they aim to intentionally live out their core values. For example, someone who values his family intentionally schedules time with his spouse and children, orientates decisions toward what is best for them, and purposefully shares about family life with others, often with much pride. 

Our core values affect our behaviour in many ways. Those with the Belief CliftonStrengths talent theme can be sometimes construed to be convicted, yet at the same time labeled “stubborn.” Fundamentally, the genius of the Belief talent theme lies in the tremendous power of allowing core values to provide a source of drive, direction, and clarity.

How can one with Belief develop this talent and turn it into a strength? I would like to suggest 3 ways.

1. TAKE TIME TO THINK ABOUT YOUR CORE VALUES AND WRITE THEM DOWN IN A SIMPLE VALUE STATEMENT.

This, in part, allows these values to grow from the sub-conscious to the conscious level and be intentionally lived out.

A person’s core values represent his/her unique wiring - the ways his or her views and approaches to life are shaped. Values are underlying assumptions that shape and form our mindsets or convictions that shape a person’s actions and decisions. They are usually born out of lessons we learn and then forged into our psyche, often through difficult times. 

A good value statement is short, concise and applicable in everyday life. An example of a Value Statement would be, "My family is my PRIORITY. My wife and my children come FIRST in all my conflicting schedules." Such a statement reminds one to orient his/her decisions in a value-driven manner. Another example would be, "Cultivate respect for others. Catch people doing good." Such a statement reminds one that there is a genius in everybody and nurtures a heart of respect and appreciation for others. 

When a Value Statement is shared with co-workers, it facilitates greater understanding from colleagues and bosses, potentially reducing conflicts. 

2. REFLECT ON HOW YOU MAY HAVE IMPOSED YOUR VALUES ON OTHERS.

Ask those around you to share what they perceive to be your values and take time to listen to their perspectives. Your values can often be strengthened when they are given feedback. Values that are tested and adjusted with humility are robust and are a gateway to influencing others. Your values can be imparted to future generations when they are the cornerstone to your successes in life.

3. FORGE PARTNERSHIPS WITH OTHERS

Someone with the Communication talent theme can help you to express your core values into simple and concise value statements to be shared and lived out intentionally. Someone with the Activator talent theme can help you to think about how your core values can be intentionally lived out in life. Someone strong in the Connectedness talent theme can help paint a bigger picture as to how your values can be powerfully used to serve a larger cause. 

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® Arranger Talent Theme

People with Arranger in their top 5 CliftonStrengths (formerly Gallup Strengthsfinder) profiling results enjoy managing different variables and moving parts as they work towards a productive outcome. They are energized by the process of aligning and realigning and finding the best configuration possible. They are often seen and known to many as the conductor, the orchestrator or the coordinator. They enjoyed working through other people and getting stuff done. Arrangers are often linked to collaborative productivity while those with the CliftonStrengths Achiever theme are known more for personal productivity. Some Arrangers can also juggle many different smaller tasks that build towards a bigger goal without feeling overwhelmed. In fact, juggling these smaller parts makes the Arranger productive. 

While there are people who enjoy reacting to changes such as people with the CliftonStrengths Adaptability theme, the Arranger enjoys making and creating the changes. Arrangers prefer to be in control so that they can be the ones sorting and finding the best configuration. The genius of Arranger talent theme lies in their ability to organize and make the best use of resources to produce great results. Uniquely different from others, having things to juggle makes an Arranger more productive. When it comes to multi-tasking, Arrangers tend to have an edge over the average person because of their unique wiring. They enjoy having the flexibility to adjust and readjust and to keep things fluid as things move along. Some Arrangers are great project managers who can manage many different schedules and often complex ones. Some simply love to coordinate a large group gathering and find a common timing that fits everyone's availability. Regardless of the roles, one thing is for sure - Arrangers are at their best when it comes to managing multiple variables while remaining productive.

A CliftonStrengths Coach that I used to worked with was Charissa Ee. She enjoys managing the configurations. With her Arranger theme, she was the one who decides how the set-ups of different workshops we have conducted in Singapore, achieve the best possible outcomes. She was also the one who configures the office space that we occupied in Singapore's Chinatown. She helped the team arrange the files and the different resources in the office so that the whole team can function in an optimal capacity. Since the time she came on board, the entire team could feel the difference she has made. As a result of the different configurations, the entire team became more productive.

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

1. BEING OPEN TO OTHER CONFIGURATIONS

Arrangers are often seen to be very productive and able to finish many tasks efficiently. However, a common feedback is that Arrangers might not be as aware of the emotional needs of others in the team especially when their productivity driven desire kicks in strongly.  

For example, in a project setting, Arrangers pride themselves in their ability to see the best configuration or most efficient use of resources to produce a desired outcome. With this unique wiring, Arrangers can often come across as being critical or closed towards other configurations suggested by team members. When teammates perceive that the Arranger in the team is not open to feedback especially with regards to how resources can be utilized and how different configurations can also be of use, the result can be a heightened level of distrust and unhappiness with each another. 

It is therefore important that Arrangers need to demonstrate an openness to listen while negotiating ways to come up with the best configuration. In seasons where there are many deadlines, it is important that Arrangers need to be more intentional to communicate to others how things can be done more efficiently. They also need to intentionally gather feedback on how people are feeling.

2.HAVING CLARITY OF THE MAIN OUTCOME

Arrangers are at their best when there is a complex project and they are required to coordinate the resources. When there are multiple configurations and deadlines, Arrangers often need to be reminded on the main outcome. When there are so many different tasks to complete, it is often easy to forget what the main desired outcome is to be. Having constant reminders on the main outcome helps the Arranger to stay focused. Questions that Arrangers can ask themselves to gain greater clarity are “What is the key outcome of this project? What kind of tasks can be done together to increase my productivity? What is one main theme that can tie the different parts together?" 

Another aspect that we often identify with Arrangers is that they love to configure and to reconfigure. They are very much driven by the idea of efficiency. Arrangers will sometimes embark on a reconfiguration of resources when they see another route possible that will help them to be more efficient. However, constant reconfiguration can cause tension in a team if it’s not properly managed. Having clarity of the main outcome can help the Arranger to avoid overdoing the adjustments. This is especially so when the adjustment to become more efficient can have a more detrimental effect on the team dynamics and morale.

3. SEEK COMPLEMENTARY PARTNERSHIP

Partner those with Focus
People with Focus are often single minded and are able to keep themselves centered towards the bigger goal. They prefer to filter and work on the priorities that will help them achieve their goal. By contrast, Arrangers tend to be more about multiplicity and they love to juggle the various smaller goals and be productive. Partnering with the people with Focus allow the Arrangers to have a greater level of clarity of the destination and on the big picture. This partnership often empowers the Arrangers to coordinate and manage the resources with greater impact. This partnership also helps the Arrangers to come back to the core focus when they are overly consumed with the smaller projects. 

Partner those with Discipline
People with Discipline prefers predictability and enjoys things that are orderly and pre-planned. People with Discipline set up routines and focus on the different deliverables required in a project. Arrangers tend to be more fluid and dynamic when it comes to workflow or a work plan. Knowing that Arrangers will make adjustments to the work plan whenever they see opportunities to be more efficient and more productive, people with Discipline serves as the sounding board or an alarm. Partnering the people with Discipline allow Arrangers to receive feedback on the changes made especially when certain reconfigurations can lead towards a high level of adjustments for team members and can be unsettling. The valuable feedback from the people with Discipline helps Arrangers to avoid overdoing the adjustments. 

Partner those with Individualization
People with Individualization are intrigued by the unique qualities of each person. They focus on the differences between individuals and instinctively observe each person’s style. They are also keen observers of other people’s strengths and enjoy drawing out the best in each person.  People with Individualization desire for each person to be in the right fit for projects because they care a lot about the engagement level of the individual. By contrast, Arrangers desire for productivity and are interested to have the right people in the right role in order for the team to be functioning at its best and for optimal productivity. Such partnership allows for great discussions on team productivity and engagement. 

Concluding thoughts: Arrangers are very productive and are excellent managers when it comes to complex projects with many different moving parts. They can sometimes be the ones who create tension in a team with the different changes they made in order to move things forward. But one thing is for sure - they can be counted on to deliver the results especially in projects that are filled with many variables and full of complexity.  

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® Analytical Talent Theme

"I'm not sure if I will agree."

People with Analytical in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) results challenge others to “prove it.” They’re rigorous thinkers who take a critical approach to what others would often quickly accept as truth. They mine for verifiable data and facts in which to ground their opinions. Those with the Analytical talent theme find themselves searching for patterns and the reasons why things are the way they are. They want to understand the links underlying events, concepts, and perhaps even people. How do these things tie together? What is the observable outcome of these underlying patterns? Does this accurately explain what they’re seeing? These are their questions. The genius of the Analytical theme is in the way they objectively uncover the essence of each issue, which then forms the foundation for solid decision-making.

People with Analytical like to focus on the facts and measurable truths. This explains why they are naturally drawn to statistics, hard evidence, and solid research. They love to discover patterns in data, and take great pride in being able to explain these patterns to those around them. They tend to dislike generalizations, since they can see how these generalized statements do not hold water in many cases. Others see them as logical and objective, able to deconstruct ideas to test for soundness. Over time, those around them will look to them to expose “wishful thinking” or theories that do not have substance. Yet it is hoped that their analysis is never delivered too harshly, especially when that “wishful thinking” is their own.

At times, those with the Analytical CliftonStrengths theme may come off as rude and curt. However, this is far from their intention. Rather, the person with the Analytical CliftonStrengths theme is a truth-seeker: they want facts to be verified, theories to be sound, and reasoning to be logical. When they are recognized for their reasoning abilities, they add great value to the team by providing clarity about what excellence is and how it can be attained.

One of the Gallup CliftonStrengths Coaches I work with closely, Gideon Ren, has the Analytical theme as one of his dominant talent themes. He is often the one in the team who collects different data from our client surveys and analyzes them. Using the information, he is often able to provide insights and ideas to improve our workshops and trainings. His contributions often empowers the team to move forward during discussions as he can clearly identify the roots of the issues. He is like a plumber who can identify the blockages in the pipelines, and create smooth traffic for opinions.

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

1. IDENTIFY AND CONSULT EXPERTS/CREDIBLE RESOURCES

Because those with the Analytical theme insist on the soundness of a theory, it is helpful for them to gather a base of credible sources they can rely on in their respective fields. Books, websites, or other sources can serve as helpful references. Many of these sources can be consulted in formulating their theories and informing their decision-making. For example, given that there is a huge amount of false information appearing on the internet, people with Analytical can arm themselves with very credible resources to do facts checking. In this way, they can clearly communicate the relevant data when explaining their theories. 

It may also be helpful to identify experts in their respective fields with whom they can build good working relationships. They can sharpen their Analytical skills by sharing their ideas with these specialists.

2. SET ASIDE TIME TO THINK

Because the genius of the Analytical talent theme is in their ability to uncover the root causes of each issue, it would be helpful for them to set aside time each week to think about the issues their teams and organizations are facing. This time away from the action will allow them to fully apply their analytical minds and gain insights that will lead to effective solutions.

3. SEEK COMPLEMENTARY PARTNERSHIPS

Partner those with Empathy
People with Empathy have an intuitive grasp of the feelings of the people around them. They have a natural ability to draw out the underlying emotions that are at play in decision-making. In contrast, people with Analytical prefer not to give much voice to emotions, as they can often be difficult to quantify or ground in hard facts. Such a partnership often encourages those with Analytical to take into account the more emotive aspects of decision-making, as although these traits can be difficult to measure, they are often powerful motivators and therefore valuable considerations in moving forward.

Partner those with Positivity
People with Positivity enjoy bringing lightheartedness to the atmosphere. They’re generous with praise, quick to smile, and always on the lookout for the “silver lining.” This is especially helpful when the team encounters challenges, as those dominant in the Positivity theme are able to bring hope and lighten the spirits of those around them.  In contrast, those with Analytical are always digging deeper by asking different kinds of questions that often has a more "serious" tone. This partnership often helps to keep the team’s spirits up while identifying underlying causes and the best way forward during challenges.

Partner those with Adaptability
People with Adaptability can react very quickly to unexpected changes and situations that are highly dynamic. These challenges can be in the form of changes to physical environments or change in peoples' emotions that result in relationship challenges. People with Adaptability are often able to make good snap decisions. By contrast, people with Analytical often have to first rely on facts and data to make a judgement call or a decision. They tend to make better decisions when given more time to analyze the situation and having more information on hand. Such a partnership creates a dynamic team able to deal with sudden changes as well as those changes that allows for time to make adjustments. 

Concluding thoughts: People with the Analytical CliftonStrengths theme bring clarity of thought to discussions and decision-making. Given the proliferation of non-credible sources of information in today’s media-saturated environment, those with the Analytical theme stand out because of their ability to break down ideas and test for soundness. Though you may not always agree with them, it would be wise to take their points of view seriously, as they have probably thought through their points carefully!

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® Adaptability Talent Theme

“Why do you keep doing things at the very last minute?” 

I used to think of this as a very bad habit - to procrastinate and wait till the very last moment before getting anything done. I never quite understood why people behaved that way. That is, till I began to understand people with Adaptability. 

People with Adaptability in their top 5 CliftonStrengths (formerly Gallup Strengthsfinder) profiling results live in the moment. The genius of the Adaptability talent theme lies in the way they respond to chaos: They are very flexible and can respond quickly in circumstances that would otherwise be frightening or intimidating to many. In their heads, they imagine a scenario, unfold a game plan and perform in the most optimal way that best suits the situation. They are talented in areas which demand them to adapt to situations on their feet. These can include live performances, drama or sports.

Those with Adaptability have a knack for waiting - waiting for a particular time frame, usually very close to a deadline (unfortunately for some) or a time before utilizing all their energy, resources and brainpower to work towards a result. In simple terms, they REACT. And they react really well. The more they feel a time pressure closing down on them, the greater their motivation and the better they perform.  Their way of life is summarized in a simple statement - Live life from moment to moment. Many people with Adaptability tend to be labelled as “lazy, procrastinators, last-minute or haphazard”. While some of these might be true when Adaptability is in its infancy, many of these labels are a result of misunderstanding. 

People with Adaptability prefer to react as opposed to being prepared. They do not conform to the conventional wisdom of "being as prepared as you can be” or “finishing tasks as early as possible”. I discovered this (the hard way) after working through several conflicts with my former business partner, Jason. With Adaptability as one of his top 5 CliftonStrengths themes, Jason adapts very well to different situations. What did not sink in for me was that our working styles were polar opposites. I am an Achiever; I prefer to finish tasks as quickly as I can. Every task ticked off my to-do list gives me immense satisfaction. Jason, on the other hand, prefers to wait till the last moment before embarking on any work. I used to have a big problem with that style. For one, I perceived that his work quality would be compromised. Furthermore, simply waiting (for no apparent good reason) for a task to be completed gets on my nerves. 

I was so wrong. I have come to realize that the work quality Jason produces is often great and he is playing to his strengths. Strangely, the quality of his work dips when I force him to do the work at a time (often way before a deadline) when he is not motivated. I have since learnt to play to his strengths. We have created some boundaries that work for the both of us. I'm glad to say we enjoyed a great partnership while making the Strengths School™ coaching business in Singapore very successful.

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

1. HAVE A TEAM-SUCCESS PHILOSOPHY

Recognize that a majority work better being prepared rather than to react. Tap on your other talents to do some kind of planning. Not working with a plan sends messages to others that you are lazy and have a nonchalant attitude. Instead, grab opportunities to demonstrate you are committed to the success of the team. Volunteer for roles that require more on-the-spot performances such as giving presentations or handling client enquiries etc. Set an internal deadline for yourself (1-2 days before the actual) and react to that deadline. It might be a way of "preparation" that works for you and the team. For the record, this works very well for me and Jason.

2. GAIN THE NECESSARY SKILLS FOR FACILITATION

As one with Adaptability, you might be one who prides yourself in being "fully present" in conversations and dialogues. You tend to have eye contact with the person speaking and you are 100% attentive. In fact, you might not like people who are constantly on their phones during meetings. This ability to respond to changes and the ability to be 100% attentive often gives people with Adaptability the edge in facilitating meaningful dialogues and in coaching conversations. You are able to notice changes in body language and tone and can make the necessary adjustments to be a good facilitator. A good skill set to pick up would be acquiring good questioning techniques for productive conversations with others. Being able to give a good summary of different inputs by people is another valuable skill that can complement this talent. Going for coaching or facilitation courses to enhance your skills will be a worthy consideration.

3. SEEK COMPLEMENTARY PARTNERSHIPS

- Partner people strong in Discipline
People strong in Discipline have the ability to create order amidst chaos and they are very good in creating structures. Having such partners allow people with Adaptability to collaborate and put together broad structures in place, especially in a team environment. These structures provide people with Adaptability the flexibility that they need while giving the rest of the team members a system to work with them. Having these structures in place can enhance teamwork by creating greater synergy and lessening conflicts. 

- Partner people strong in Futuristic
People strong in Futuristic are able to envision what the future looks like. They complement people with Adaptability, who tend to focus on things that are happening "now". Pairing a reactive person (Adaptability) with a person who envisions (Futuristic) creates a dynamic partnership that responds powerfully to current challenges while staying focused on a vision that will bring about future success. 

- Partner people strong in Command
People strong in Command have a tendency to lead and direct while people with Adaptability often see and pride themselves as good followers. In difficult times, Command makes difficult decisions that sometimes require making substantial changes to original plans. People with Adaptability are great partners who often can respond and react well to these changes. Such partnerships are pivotal to achieving team outcomes, often during an unexpected turn of events.

Ending note: The people with Adaptability have a way of life and working style that is unique. Rather than impose a style on them that stifles them, it is often more beneficial to appreciate their unique style and to leverage the Adaptability talent towards a great outcome.

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® Activator Talent Theme

“Let’s go!”

As an Activator, these are the two most common words I use in my everyday life as a Singaporean.

Many times, I have been labeled as rash, impulsive and impatient. Yet, I often feel that many fail to understand that action, right down to the act of moving around, is very important to me. A simple example - I think best when I am driving. I feel energized when I am driving from place to place. I enjoy sending people home, driving down the roads of Singapore. When I am upset, driving calms me down. My Activator motto is akin to “doing something is better than doing nothing". The Wife who has 'Responsibility' prefers "doing nothing is better than doing something wrong". For example, I prefer to drive off and think about the place to go for dinner while on-the-go. The Wife prefers to stay put, think about where to go before driving off. The Wife thinks I'm reckless. I beg to differ. The sense of momentum I gain by starting an action is very important to me. (By the way, I have never failed to bring the family to a delectable dinner destination. #justsaying)

Those with ‘Activator’ in their top 5 CliftonStrengths (formerly Gallup Strengthsfinder) profiling result possess tremendous drive to put thought into action. Their Activator talent theme causes them to be action-oriented and they thrive on experiential learning. Being an apprentice to a master craftsman or going through an internship will bear more fruit compared to a lecture or classroom learning. They are willing to try and transform ideas into action even if they are uncertain of its outcome. The thought of inaction is simply unimaginable. Activators see themselves as catalysts or initiators.

How can an Activator grow this talent into a strength? I will like to suggest a few ways.

1. CUSTOMIZE YOUR DECISION-MAKING AND COMMUNICATION PROCESS. 

These are examples of self-regulating approaches one can take in order to grow our Activator talent towards maturity. 

• Give yourself at least a day or 2 before making key decisions. In these 1 to 2 days, speak to a few trusted friends to sound them out on your decision.

• In any conversation / discussion, be aware that you are prone to react in your speech. When tempted to respond immediately, quickly scribble down your thoughts instead of verbalizing hem. This can potentially save you some heartache; especially if you realize some of what you were about to blurt out might not have necessarily been well thought through.

• Share with teammates your perspective that while there is a need to think through ideas, opportunities can be quickly lost in a fast paced world. Request to establish a 2 to 3 days processing time for the team when new ideas surface so that a decision can be quickly made and action plans established.

• Share with teammates that as an Activator, you find it hard to sit still in long meetings and you are prone to fidgeting. Ask for permission to take different actions (such as walking around the room) to stay focused and to process and sharpen your thoughts.

• Intentionally put yourself in situations where you can make ideas happen and making these ideas come alive can increase your motivation and passion.

• Write down some actions that need to be taken before you forget. This will also help you take action at the right timing. Often the quicker you take action, the more motivated you will be.

• Be the one responsible to ask for an action plan for the team before a meeting is dismissed so that opportunities are capitalized.

2. SEEK PARTNERSHIPS THAT CAN ENHANCE YOUR TALENT

- Partner people with Responsibility

Find someone with the ‘Responsibility’ talent. Those with Responsibility tend not to take action when they are not sure if that particular decision is the right one to take. Partnering someone strong in the Responsibility talent allows for discussions that can encourage an Activator to think of the consequences of his/her intended actions. Questions that surface in the thought process may include: Is this the right thing to do? Is this a responsible decision? Will anyone be compromised or hurt through this decision?

- Partner people with Deliberative

Another Strengths partner may be someone high in the ‘Deliberative’ talent. Those with the Deliberative talent theme tend to be cautious. They prefer to think through a decision, usually to the extent of a worst-case scenario. An Activator who partners a Deliberative person can enter into discussions that are geared towards many "what-if" scenarios. Out of these discussions, Activators are encouraged to think of potential road-blocks and possible contingency plans as part of his action items. Questions that may arise include: What is the worst possible outcome if we should proceed? What is a possible negative impact of this decision?

- Partner people with Ideation

Activators have a penchant for turning ideas, even if complex or seemingly cumbersome ones, into reality. Paired up with those who are strong in Ideation, Activators can capitalize on the varied ideas churned by their partners to find valuable opportunities. Activators thrive at identifying and seizing opportunities that many others may be oblivious to. 

In short, when a partnership is struck with those talented in Ideation, a great synergy occurs - those with Ideation take pride in their ideas while the Activators take pride in the action. Such a partnership, when powerfully harnessed, can reap much fruit.

Ending Note: With Activator in my top 5, I am glad that the feedback I received of being an impulsive person has gradually changed to one who is "quick to act". I am hopeful that this journey of maturing this talent will continue to grow. In my coaching work in Singapore and around the region, I hope to use this Activator talent theme more productively and powerfully to be a blessing to others.

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® Achiever Talent Theme

One day, I came home and found a to-do-list for me smacked on the fridge.

Work of the Wife. Hallmark of an Achiever.

Having married an Achiever, I have discovered that my wife engages her talent on a day-to-day basis; with great impact. I am constantly surprised by the number of things she can get done in a day: from ferrying the kids to getting the groceries, from cleaning the house to finishing work assignments – my wife seems to be able to get these things done with great ease (or so it seems to me). I cannot imagine my household without her. She epitomizes the Singapore efficiency that is recognized globally. When my wife falls ill, the impact is immediately felt - things at home come to a standstill.

Those with ‘Achiever’ in their top 5 CliftonStrengths (formerly Gallup Strengthsfinder) profiling result feel good when they make a tangible achievement. They love to-do-lists (whether written down or accumulated in the mind). Every check on their lists gives them great satisfaction and motivation to go for the next one. They are inherently driven to go for more. Often, those with the Achiever talent are able to clock long hours without burning out.

When their talent is in its infancy stage, Achievers can be so focused on getting things completed that they are oblivious to other priorities. There is a preoccupation with meeting deadlines and completing tasks. Everything else seems irrelevant. This often results in them neglecting how others feel. "Slave driver" or "heartless" are some common negative descriptors of Achievers.

How can an Achiever grow this talent into a Strength? Here are some suggestions.

1. SIMPLE TASKS FIRST.

The more tasks completed, the more energized is an Achiever. To optimize this energy, it is often helpful to start the day by sorting tasks according to their levels of difficulty. Put aside time in the early hours of the day to quickly get simple tasks out of the way. Such a discipline can help an Achiever be more efficient and get motivated for the rest of the day.

An example: Having coached many Achievers, I have discovered that many have found the discipline of clearing their email inbox at the beginning of the day gives them great satisfaction and drive for the day. Seeing the number of emails cleared also gives a sense of accomplishment. 

2. LESS FOR MORE – LIMIT YOUR WORK DAY.

This suggestion may seem counter-intuitive to an Achiever but it is worth considering.  Achievers can potentially increase their productivity by intentionally limiting their work hours. Often, because of the desire or need to achieve, some might not pay attention to their physical, mental and emotional health as a result. 

Achievers often feel that there are just too many tasks to complete. A discipline to limit their work hours gives room to an Achiever to appreciate the finer things in life. This is not without challenge. Yet, those who practice this will stand to benefit in the long run. Firstly, embracing such a discipline of an intentional limiting of time helps Achievers find more efficient ways to achieve their outcomes, given their nature. Second, the time set aside for rest helps to keep Achievers fresh in their physical, mental and emotional state. This ultimately sustains them for the long haul.

3. SEEK PARTNERSHIPS. 

Partner one with the Developer Talent:
In a world where achievements are highly valued and sometimes overprized, Achievers need to be mindful that they may (subconsciously) value results over people development. In the cut-throat world of business, where results are measured by deliverables and remuneration determined by achievements, it is often easy for Achievers to be unkind towards people who cannot ‘perform’. This is especially so when the Achiever talent is operating in its infancy stage.

Partnering Developers will bring to the attention of Achievers people who may be marginalized because of their performances. Developers naturally seek to focus on people development and are more patient with weaker performing team members. An Achiever who partners a Developer can enter into discussions that include personal development plans or running team-building programs; both of which highlight the importance of team morale and well-being.

Partner one with the Empathy Talent:
When an Achiever is operating in infancy stage, one of the usual barrier labels is "slave-driver". With trusted partners who are strong in Empathy, it allows the Achievers to know whether they are in overdrive. People with Empathy can also help Achievers get a better gauge of the team's state of morale.

Knowing the state of the team's morale is important in 2 aspects: Achievers can capitalize on a team's high morale to push for greater results and build on strong momentum. Conversely, Achievers can make a decision to slow down and work on achieving the need to build stronger trust and deeper relationships when the team's morale is low. 

Partner one with the Strategic Talent:
While Achievers are known for their drive and industriousness, those with Strategic are known for their ability to identify different alternatives to reach an outcome. Many of such alternatives highlight faster and better ways to achieve different goals. Partnering Strategic people allow Achievers to find different ways to enhance their productivity and lead to having greater satisfaction because they can achieve more with less time and resources.

Ending note: My wife's Achiever talent has grown from strength to strength. It has been an enjoyable partnership I shared with her.

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.