CliftonStrengths® Developer Talent Theme

“You are capable of so much more!"

Those with Developer in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results desire to see people grow from strength to strength. The genius of the Developer talent theme lies in the ability to see the unfulfilled potential in people and to actively invest in nurturing others towards development. Developers see so much possibility for growth. They desire to share their experiences, their life lessons and their little nuggets of wisdom with others so that they can experience growth and future successes. They make great mentors. 

Developers are known to be patient with others, especially those that they actively invest in. They understand that time is a necessary ingredient for people to try out new experiences and grow. They understand that time is necessary for people to pick up new skills. They understand that time is necessary for people to process their past failures and to bounce back. Developers are good cheerleaders. They get excited when they see signs of growth in the people around them and they cheer them onwards. 

When I co-founded Strengths School™ in Singapore, our vision was akin to the innate desire of a Developer - “Seeing every generation live out their full potential”. We believe that every individual, young or old, has the potential to reach what they were made for. We seek to empower people to know what they are good at to start the journey of fulfilling their potential. 

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

1. BE A MENTOR / COACH

While being a Developer means there is an innate desire to see others grow, it takes intentionality and active steps to invest into the lives of others. For Developers to grow towards maturity, it is important to be doing what they do best - intentionally developing people. Be proactive in identifying people around you that you can intentionally mentor or coach. This can be people at work or people in the community. Start by building a relationship. Share your personal success stories and also failures.  Impart skills.

When imparting skills, consider this 6 step process in developing others: tell them what the skills are for, tell them why the skill set is important, show them how to execute, let them execute on their own, debrief the experience with them, encourage them to teach others. 

In a mentoring or coaching relationship, identify growth milestones. Milestones can start from completing certain activities such as “facilitate a team discussion” or “share a 5-minute presentation” to a more advanced level of “teach someone to facilitate a team discussion”. For every milestone that is reached, a Developer will do well to celebrate the success of the mentoree.

2. GROW YOURSELF

There is a saying that “You cannot lead others till you can lead yourself.” As Developers, it is important to ensure that you are making good progress to grow yourself. The sense of personal growth provides the impetus to share the growth journey with others. Many Developers struggle to grow this talent because the lack of personal development. There is a variety of ways to grow oneself. It can be learning from others who are inspiring and finding a personal mentor or coach. It can also mean having a discipline of reading or journaling. Growing oneself is also about establishing a system of personal development that is customized to suit the individual. 
Be committed to grow youself in order to grow others.

3. SEEK COMPLEMENTARY PARTNERSHIPS

Partner those with Input
People with Input are those who love to collect and share resources to empower others. Partnering with Input allows Developers to find the different resources that they might need to equip those they are mentoring or coaching. This is helpful especially for people who are new to a subject or to an environment. Resources such as a standard operating procedure or a learning guide can be easily obtained from those with Input and shared accordingly. Such resources empower Developers to be more effective in growing others.

Partner with Activators
Activators love to start new initiatives and help a team build momentum. In short, they push others forward. Developers have a nurturing heart and desire to lend a hand to those who might be struggling. In short, they pull others forward. In a team, such a partnership gives the team a unique edge in empowerment. Those who are motivated and driven will be challenged by the Activators to push forward. Those who might be weaker will have the opportunity to learn and grow and be mentored by the Developers. 

Partner with Maximizers
Maximizers tend to focus on growing the results and putting the best people on the job. Developers tend to focus on growing the people and giving opportunities for people to gain experience to grow. Establishing such a partnership creates a healthy tension within a team when it comes to assigning roles and responsibilities. Decision-making becomes more robust as a result.

Concluding thoughts: From the many feedback gathered from different employees in Singapore, many organizations and teams in Singapore struggle to empower their staff. I suspect this trend is probably similar in other countries. Much human resources are wasted because people's potential is not harnessed. This is one key reason why Developers should be highly valued. They are those who love to nurture others and unlock their potential. They believe in the philosophy of empowerment and training. You can count on them to be good mentors and pass on what they know 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® Deliberative Talent Theme

“WAIT! Let me think about it."

People with Deliberative in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results hate to be rushed into doing something that they have not thought through clearly. They like to be careful and vigilant. Their first instinct is often to consider the worst case scenario. People with Deliberative have a low appetite for risk. The genius of the Deliberative talent is in the ability to prevent problems through innate anticipation of potential risk and a rigorous thought process. Their decisions tend to be well-thought through. They are also often great at preparation work. People with Deliberative prefer to think through the decision-making process. They identify the dangers and weigh the different impact before deciding their next step. Some of those who have the Deliberative theme can be labelled as slow and indecisive, "think too much", pessimistic, and fearful. While this is true for the people who use the talent in an immature way, a majority is more often misunderstood. 

People with Deliberative can sometimes come across as rather serious; as approaching life with a certain reserve. Many of them tend to be private in nature and selective with their friends. The circle of friends is usually small but very deep and strong. They are also careful not to give too much praise and recognition to others (friends included) because that can lead to pride and complacency. Loose and generic praise can be a turn-off for Deliberative people. They believe that praise and affirmation must be given specifically and must be timely. From my personal experience interacting with different ones in Singapore, I have gathered that many Singaporeans with the Deliberative theme often put in a lot of thought when writing cards containing well-wishes. The recipients often feel very blessed and encouraged because these cards are full of specific affirmation that truly means a lot.

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

1. CREATE A DECISION-MAKING DISCIPLINE

As a person with Deliberative who needs time to make decisions, appreciate that some decisions yield great returns when made early. Setting a deadline to make a decision is therefore critical in a dynamic world where opportunities are to be seized. Not making a decision is a decision in itself.

In a team setting, taking time to make a decision (and not communicating to others) often leads to uncertainty. Part of the decision-making discipline is to consistently communicate that you need time to think through decisions and to set a reasonable deadline (depending on context) to make a decision. Be sure to be accountable to the team for the deadline that is set.

2. HAVE CLARITY IN YOUR DECISION-MAKING MODEL

Being familiar with sound decision-making models can create clarity and increase effectiveness in the deliberating process. Examples of good decision-making models used widely today are the SWOT Analysis or the Eisenhower Decision Matrix.

The SWOT analysis is a useful model that allows for the person with Deliberative to understand the strengths and weaknesses of the team. Such a model allows the Deliberative person to discover the different strengths that can be leveraged upon and the weaknesses that are to be managed. This model also helps to identify the opportunities that can be capitalized on and the threats that need to be neutralized. The framework is useful for understanding internal and external factors that can help a Deliberative person decide if a project is viable.

The Eisenhower Matrix is often used to help people think though priorities. It is a useful decision-making tool to discard tasks that waste time and do not align with the desired goals. This matrix is useful for the Deliberative person to work on increasing productivity levels. Questions like “How am I spending my time weekly?” or “What are some things I should devote my time to?” can be asked while using the matrix. This decision model can effectively help a Deliberative person to make quicker decisions by eliminating tasks that are neither urgent nor important and setting time aside to think through important decisions.

3. SEEK COMPLEMENTARY PARTNERSHIPS

- Partner people strong in Positivity
People strong in Positivity have the ability to create positive emotional impact. They are often able to provide optimistic perspectives and give hope and encouragement. Having such partners allows people with Deliberative to collaborate and balance the (often serious but needed) risk assessment discussions with light-hearted moments. 

- Partner people strong in Restorative
People strong in Restorative love to solve problems and fix things that are broken. People with Deliberative enjoy looking at areas of risk that can be prevented or avoided. There is a problem-prevention orientation when the person with Restorative collaborates with a person with Deliberative. This can be extremely powerful for organizations where work is inter-linked (such as a production line), in which one broken chain can spiral into huge losses in revenue. Such a partnership is extremely helpful to reduce the probability of issues arising, and can contribute powerfully to increasing productivity.

- Partner people strong in Activator
Activators are like catalysts. They are usually quick to act and they enjoy capitalizing on opportunities that are presented. People with Deliberative prefer to think through the risks involved before jumping in. Such a partnership allows for constructive dialogue and creates a more robust decision-making model in teams. This partnership can be very productive when the decision to be made potentially has a huge impact on finance and manpower resources. 

Concluding thoughts: People with Deliberative might appear to be wet blankets when new ideas are brainstormed or when changes are being considered. But their cautious style and the thoroughness in their thought processes give them an edge in a world where recklessness has caused much unnecessary pain to many. Rather than labelling them as negative, it is often more beneficial to appreciate their unique style and to leverage the Deliberative 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® Context Talent Theme

"Tell me your story"

People with Context in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) results like to look back into the past to find answers for the future. They look back to understand the present. They desire to know why a certain process was introduced, how a certain rule came about, or what was done in the past to tackle a recurring issue. The genius of Context talents lies in the unique ability to understand how to build on past successes. They appreciate that the good seeds of “new” are often found in the old.

For people with Context, knowing the overall picture is important, especially when they are trying to understand the building blocks of the past. To the person with Context, it is important to lay new bricks on strong foundations that have already been built. It is also important not to make unnecessary changes that might tear down the good work done by predecessors. On a relational level, people with Context enjoy hearing the personal stories and experiences of individuals - and this helps them become better friends and partners, because they understand how the people they interact with came to be who they are.

One of the student leadership programs I helped to create is the interactive Game of Life. Two of the key Facilitators creatively use their Context talents in the game to engage participants more effectively. One designs scenarios in the game that linked past and present Singapore traditions to make the game more relevant and dynamic. Another uses his Context talent to debrief participants by bringing them back to specific points in the game to draw out learning points. Participants' feedback about this Strengths-Based program have been excellent, and a key aspect of its success is how the Facilitators have managed to engage participants well.

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

1. CREATE SHARED MEMORIES

Communal culture develops around the stories of individuals. When team members have opportunities to share their life stories and experiences, the team begins to "do life" together, and grows from being friendly workers to becoming working friends. People with Context can play an important role in facilitating personal stories to be shared and heard between team members. When they intentionally engage people to share, while facilitating an open and safe environment to do so, they help create a communal culture and strengthen the relational bonds of the team. This idea of a communal culture is especially needed for societies (including Singapore) that are becoming more individualistic. 

2. ADOPT A LEARNING MODEL

People with Context enjoy looking back into the past to try to make sense of the future. Using a model of learning can help sharpen this talent. A suggested model that might be helpful for those with Context is the "The Making-Of Model". According to this model*, the important question to ask is "How do I create a bridge between the past and the future?" This exercise helps in working out what was relevant in the past and what a person should take with him from the past into the future.

The model works by first defining a timeframe or a period that one is looking back at (e.g. college days, or a previous job). Once this period is defined, a person can draw a timeline of the key events that happen in this period. Once the timeline is drawn, the person can look back and identify the people involved, the goals at that time, the successes achieved, the obstacles overcome, the lessons learnt.  

By looking back a specific time period to draw learning points, one can understand the nature of relationships that became a pillar of support for an individual. Questions that are asked include "Who was there during that period when I needed encouragement and support? How can I create such support systems that will help me to thrive?" One can also study the successes achieved and examine the factors that can be replicated for future successes. One can study the obstacles overcome in the past to draw inspiration and hope in overcoming present challenges. Such a model can yield very precious learning lessons.

3. SEEK COMPLEMENTARY PARTNERSHIP

Partner those with Futuristic
People with Futuristic dream about possibilities that can become realities. They are often able to envision things that have never been done in history being done in the near future. A partnership between those with Futuristic and those with Context creates valuable dialogues about how to continue building on strong foundations laid out by past leaders while trying new ideas and fresh ways of doing things.

Partner those with Analytical
People with Analytical see patterns in data and facts. They are able to be objective in their observations and use data to tell a story. Partnering with Analytical allows those with Context to have conversations aimed at uncovering potential blind spots. People with Context can be prone to holding on to past hurts and baggages without being aware of it. These past hurts, when held on to, often manifest in negative behaviors towards others that follow a certain pattern. Those with Analytical can observe these patterns and can provide timely feedback for positive change.

Partner those with Connectedness
People with Connectedness join the dots of life together. They can offer insight into how events in life and relationships between people happen for a larger purpose. By talking with people who have Connectedness, those with Context receive new perspectives which can help them make sense of the past and connect the past to the present. Through this partnership, past success stories can be better understood so that they can be replicated, and past life experiences can be understood in a new light so that future paths can be charted out. Relationships can also be strengthened when those with Context better understand how their individual friendships can connect to existing communities.
 
Concluding thoughts: Those with Context might sometimes be seen as a little slower to warm up because of the time needed to understand a person, a team, or an organization's background and past history. They might be brushed off in fast-paced work cultures especially in a country like Singapore. But one thing is for sure - once they have understood the past, they can be counted on to build upon the foundations others have developed, and ensure that good work continues.

*Source: The Decision Book by Mikael Krogerus and Roman Tschappeler

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® Consistency Talent Theme

People with Consistency in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results desire to treat people the same way with honor regardless of their background, age, race and gender. They particularly dislike preferential treatment and they prefer to be fair and just towards the people they interact with. People with Consistency thrive in environments where rules are clear and applied to everyone equally. They desire that regardless of rank and standing, people are made aware of the rules and they know what is expected of them. Those with Consistency believe that when people see for themselves that opportunities exist for everyone and there is no preferential treatment given, a safe environment is created for people to thrive. 

People with Consistency generally thrive in the kind of work where there is an emphasis on the need for standardization of procedures and work processess are to be followed strictly. For those with Consistency, some key aspects of leadership include creating opportunities that allow each team member to take ownership of delegated job tasks. Leaders with Consistency believe that those with disabilities must also have the opportunity to show to the world that they are capable of making a difference. People with Consistency enjoy the idea of rotating leadership so that different members of the team can have opportunities to take up leadership responsibilities. Leaders with Consistency will work hard to set clear rules and policies that empower people to know their boundaries, so that they can work productively within the limits. In a nutshell, the genius of the Consistency talents lies in the way these people easily and quickly make judgments that equally apply to everyone involved. As a result, people have confidence in their leadership and see them as trustworthy. 

My former team leader has Consistency as his number 1. As a leader, he treats everyone with honor and respect regardless of their standing in society. When he facilitates group conversations, he enjoys giving everyone airtime to speak their mind. Whenever he facilitates debriefs, he makes sure that the most junior staff has as much opportunity to give feedback as the most senior member of the team. You can always count on him to be fair and impartial. He provides valuable perspectives for me as my Consistency theme is right at the bottom (#34).

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

1. ESTABLISH CLEAR RULES AND EXPECTATIONS

To someone with Consistency, the ability to follow the rules and policies is extremely important. When there is a compliance to the policies, the system provides a powerful way to make sure that any benefits as well as consequences are fair and just. There is no preferential treatment and there is great transparency. People with Consistency are able to powerfully use the rules and policies to bring out the transparency that is often needed to give team members a sense of security in the workplaces.

However, there are many set-ups that have no clear policies and guidelines and rules tend to be in the grey zone. This is especially so for businesses that are in new markets, in entrepreneurial set-ups or in new partnerships formed. Those with Consistency will do well to clarify expectations and understand the dos and the do nots. It is often helpful that those with Consistency can volunteer to help to set up basic guidelines and policies that seek to be fair to everyone in the team. Being actively involved in the crafting up of policies and guidelines will allow those with Consistency to be at their best and to actively contribute to the team and organization.

2. INTENTIONALLY CARE FOR THE VULNERABLE

For those with Consistency, it is important to be fair and to treat others justly. One of the key ways in which people with Consistency build relationships is to intentionally care and look out for those who are vulnerable and ensure they are fairly treated. The vulnerable can include the marginalized or simply those who are perceived by others to be of lesser standing in the workplace. People with Consistency can be motivated to act when they see people being exploited by those who use their position or rank to take advantage. By intentionally speaking out and by watching out for the vulnerable, those with Consistency are at a place where they are able to impact and influence others in the settings they are in.   

3. SEEK COMPLEMENTARY PARTNERSHIPS

Partner those with Individualization
People with individualization enjoy looking at the differences between each human being and they instinctively understand the uniqueness of people. They prefer to customize as opposed to standardize. People with Individualization are often the ones who can point out to those with Consistency the times when the system becomes a barrier to a particular individual. Partnering those with Individualization allow the people with Consistency to understand the unique situations where a standardized system might not serve the needs of an individual. This partnership creates discussions that can lead to more robust decision making towards an outcome of being fair and just to everyone in the organization.

Partner those with Strategic
People with Strategic enjoy looking at different options and finding the best alternative to reach the desired outcome. Those with Strategic enjoy many different ways and options to interact with people to get to the desired outcome while those with Consistency prefer to treat others in one clear way that is unbiased and fair. People with Consistency hate to set any precedence when it comes to decision making while people with Strategic do not mind making an exception if the decision contributes towards achieving the desired outcome. Sometimes those with Consistency overemphasize on the process of how work is done and underemphasize the intended outcome. Partnering those with Strategic helps those with Consistency to guard against legalistic approaches and create discussions on reaching the team goals.  

Questions that may arise in these discussions include: What will be a good valid reason for us to make an exception? How can we create a system that treats everyone fairly and yet reward high performers?

Partner those with Futuristic
People with Futuristic enjoy thinking about possibilities that can become realities. Often those with Futuristic can envision ways in which things can change and change for the better. Partnering those with Futuristic helps those with Consistency to pre-empt ways in which existing policies and guidelines can quickly become irrelevant in dynamic business environments. Together, they can dream of new ways to maintain a fair system that best serves the needs of the people. This is especially important in today’s world where systems that remain rigid can quickly become a barrier to success. Examples can be seen from the many organizations needing to have more mobile staff because of changing business needs as well as more employees desiring for a more flexible working environment. For those with Consistency, it can become a struggle to keep things fair and just if systems and processes cannot keep up with the changing environment. Those with Futuristic can help anticipate future needs and help those with Consistency to move ahead.  

Concluding thoughts: Many people often under-value those with Consistency in fast-pace work cultures (such as Singapore), perceiving them to be rigid and even legalistic. The fact of the matter is that they are the ones who seek to bring a high level of transparency and stability, often required in uncertain environments. Without the transparency, high level of distrust can easily build up between people and injustice can quickly happen without any forms of resolutions. People with Consistency should be highly valued as they seek to make an impact, making sure opportunities are fairly given, especially to those who are often seen to be weak.

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® Connectedness Talent Theme

Things happen for a reason. 

These five words capture the essence of the Connectedness theme. 

People with Connectedness in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results believe that they are part of something larger. Many go beyond their immediate community to participate in a larger cause. Those that I have coached in Singapore tell me that these causes can include being part of a school community that reaches out to other Singapore schools and organizations, volunteering in NGOs, being involved in projects that contribute towards the Singapore society or simply being part of a committee that is involved in a company-wide initiative. From my personal experience facilitating CliftonStrengths workshops and coaching in Singapore, I have also discovered that, interestingly, a large number of people strong in Connectedness have strong religious beliefs. People with Connectedness seem to have an inclination towards things divine. These beliefs do not necessarily need to be substantiated by data. Many with Connectedness believe in the idea of ‘divine appointment’ or ‘fate’.

In my own coaching conversations with people (majority Singaporeans) who have Connectedness, one of their key struggles is understanding how this theme can be powerfully applied and harnessed for success. Connectedness as a theme can sometimes be viewed as an abstract theme but it is a talent theme that is so filled with potential that can be powerfully applied. 

One of the key aspects that many people with Connectedness have is the ability to “connect the dots”. They draw links between the past, present, and the future. They consolidate ideas well in brainstorming sessions. They see connections and patterns when they study. They draw links as they gather input by people. They have a unique ability to summarize and consolidate seeming disparate data into macro ideas. In short, they are great at looking at the big picture.  This ability to connect the dots is a unique talent that can be powerfully harnessed. 

‘Cause and effect’ is also an idea that many with Connectedness identify with. They believe that harming others will ultimately result in harming themselves. The result is that many with Connectedness are often described by friends as considerate, caring, accepting and kind. Many with Connectedness seek to bring hope to others – they believe strongly in the idea of doing good. They embrace diverse languages, ethnic groups, cultures. Many become the bridge for those who could be potentially marginalized. 

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

1. BE INTENTIONAL

When you experience a "what a coincidence!" moment, be quick to ask, "Is there something I can / should do?" Often, being intentional means taking a deliberate baby step to act because that can potentially turn into something bigger.

For example, you may have just found out that your good friend "A" works in a company that another friend "B" has applied for. Connect the two of them. Even if the job application does not work out, new opportunities can still surface. Use your Connectedness talent productively to make a difference. Be intentional.

2. BE PART OF SOMETHING LARGER 

It is one thing to believe in something larger and another to actually be part of it. Join a greater cause. Volunteer in areas where you can contribute beyond your regular work. If you are in a religious group, make it a point to be actively involved in a cause that is important to you. This can include joining a "feed the hungry" program, organizing a singing, dance or art class for the less fortunate or serving the handicapped. There are many programs through which you can make a difference.

You might be one who enjoy networking, connecting and linking people up with one another. For instance, if you are a mother, you might enjoy sharing parenting knowledge and resources with others, connecting new mums to existing communities. If you are a church-goer, being active to connect with new people might be a way to actively play out your strengths. If you are working in a big MNC, you might enjoy connecting people across departments for information gathering, sharing of expert knowledge or simply just for relationship building. In other words, you are a bridge. Be part of something larger.

3. SEEK COMPLEMENTARY PARTNERSHIPS

Partner people strong in Individualization

Those strong in Individualization are able to see the unique contribution of each individual. Partnering those with Individualization allows the one with Connectedness to not only see the whole forest but also see the value of each tree. This partnership allows for meaningful dialogues on how to engage unique individuals towards a larger objective. 

Partner people strong in Woo

Those strong in Woo are energized in engaging new people and forming new relationships. Partnering with Woo allow the person with Connectedness to leverage on the many relationships built by the Woo personality. These relationships can be powerfully leveraged when the person with Connectedness share ways to connect this pool of human resources for greater opportunities to share of ideas. For example, a mother strong in Connectedness may come up with an idea to create a resource to share ideas on how to engage young children during weekends. Partnering another mother with Woo allows for a wide network of mothers to get their hands on this resource. This partnership creates a deep impact. 

Partner people strong in Adaptability

People strong in Adaptability react very well to unpredictable situations. They are also very spontaneous and thrive in dynamic situations. Partnering people with Adaptability allows great partnerships for facilitating dialogues and discussions. The person with Connectedness has the talent to connect the different points shared towards the objective of the discussion, round them up and summarize the key points shared in the session. The person with Adaptability has the talent to facilitate discussions and react to questions and points raised during these dialogues. Such a pairing makes a great partnership in these situations.

Concluding thoughts: Many with Connectedness can sometimes feel that such a talent hardly seems applicable in some contexts. However, I believe that the Connectedness theme is very powerful and can be used creatively in areas of strategic thinking, execution, relationship building and influencing. It will be helpful if those with Connectedness involve themselves with such causes.

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® Competition Talent Theme

Some say being able to compete and win pushes us to strive beyond what we think we can achieve. By competing, we push ourselves to take risks and become better prepared in a world where risk-taking seems to be a requirement to survive. Others say that when we compete, it's just wrong. Period. Whichever side we are on, one thing seems certain: Those with Competition in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results tend to be misunderstood because of people's different worldviews on competitiveness. Many with Competition are often labelled as "sore losers" or "people who like to put others down." While there is some truth in that (particularly when the Competition talent theme is still in its infancy stage), there is so much more to this often misunderstood talent theme. 

People with Competition in their top 5 CliftonStrengths results often desire to win. The quest to have that winning edge drives them and pushes them to excel (often beyond what they think they are capable of). Leaders with Competition create metrics designed for each team member to build performance and drive innovation. They desire to put team members in their strongest field. They desire to build strong team bonds. All these are done so that a team can breed a winning mentality. While that doesn't mean every contest will be won, a winning mentality is often the difference between a high-performance team and an average team.
 
People with Competition in their top 5 CliftonStrengths results compare themselves with others intuitively. The comparison with others helps them to know where they are at. People with Competition find for themselves a worthy benchmark that will motivate them towards a goal. Surpassing the benchmark puts a smile on their face. The benchmark can be a person, a hallmark or record, or a particular ranking. People with Competition have a love-hate relationship with worthy opponents. They love the sense of knowing there is someone of a very high standard pushing them to be better. They hate it when they lose to the opponent. The genius of the Competition talent lies in the ability to push oneself and others towards higher levels of performance. 

At my former workplace, Strengths School Singapore, there were two team members who have the Competition talent theme. They were the ones who constantly motivate the team to become even better. They love the idea of measurement and constantly create worthy benchmarks for the rest of the team to strive towards excellence. The benchmarks, which include our revenue target, number of new clients (both in Singapore and beyond), recurring clients, satisfaction scores of our workshops, a chart comparing against other great Singapore companies' etc, are made known to the team and reinforced regularly through visual reminders displayed across the office. Every win and every achievement is celebrated, and there is a culture to fight hard for each other to become the best.

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

1. FOCUS ON MASTERY

For those with Competition, one of the pitfalls is focusing excessively on how rivals are doing. When people with Competition fall into this trap, they become obsessed with 'not losing' rather than identifying the winning edge. Instead, they should develop their own winning edge by pursuing mastery in the areas of their ability. Guiding questions include "What are we good at? What have others commented that we are good at? What can we offer and value add that set us apart from others? How can we create a name and be known for what we can offer?" By knowing one's own strengths as well as the strengths of the team, those with Competition can work towards creating an edge which will differentiate their team from other rivals. Being able to maximize the competitive advantage of the team is important in creating a winning culture.

2. TEAM COLLABORATION

When those with Competition choose to compete against fellow team members rather than with external parties, the result is usually destructive. While a person with Competition has a huge desire to win, having a team orientation or a “WE win” mentality is often more beneficial than an individual orientation or a “I win” mentality.

A key question that can be asked is “How can I make my team leader successful?" or "How can I make my other team members successful?” When the drive to win is used powerfully to help different team members be at their best, people with Competition often find that they themselves are spurred on by their team members' excellence and perform at a much higher level. Taking a collaborative approach thus empowers those with Competition to break through to higher levels of performances.

3. SEEK COMPLEMENTARY PARTNERSHIP

Partner those with Connectedness
People with Connectedness enjoy being part of something bigger, and intuitively grasp why integration and cooperation between people is important. They also enjoy seeing the bigger picture. Such a partnership can help a team move from focusing on individual wins to creating a winning formula for the entire team through collaboration. Partnering with Connectedness also helps those with Competition not to lose sight of the bigger picture whenever small losses occur along the way.

Partner those with Responsibility
People with Responsibility take high ownership of their tasks and do things right, without cutting corners. They are known to be dependable and trustworthy. Partnering with Responsibility empowers those with Competition to focus not just on "winning" but to pursue "winning right". This is integral for the team to obtain a great name and reputation.

Partner those with Positivity
People with Positivity are contagious with their optimism, and are great at creating a fun and enthusiastic atmosphere anywhere. They will cheer and encourage team members to move forward amidst fierce competition and the inevitable team losses, while those with Competition will encourage the team to push on towards winning as a team and not give up. Such a partnership is powerful in teams that function in very fierce competitive environments.

Concluding thoughts: With the notion of 'competing' being polarized in many segments of society, people with Competition often face the challenge to be comfortable with who they are. But one thing is certain - if you can graciously accept that those with Competition are wired the way they are for a reason and purpose, you will find that you can count on them to be the drivers of breakthrough, for they seek to be the best in who they are and what they do.

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® Communication Talent Theme

Those strong in the Communication talent theme generally love to express themselves and bring energy into dialogues. They turn events into stories that they can tell. Often, they strive to express their ideas or feelings into expressions that stick. They use stories, catch phrases, analogies, examples, metaphors and pictures to put across a message. The genius of the Communication talent theme lies in one's ability to find words for not only his/her own thoughts and feelings, but also those for others. The Communication talent at its infancy stage is often labelled “talkative” or “bad listeners.” 

Communication as a talent can however be easily confused with communication as a skill. A communication skill, such as the ability to project your voice or the ability to use the right graphics to enhance a message, can be learnt by anyone. However, the Communication CliftonStrengths talent can only be developed by the person who owns Communication as a dominant talent. Someone with the Communication talent investing in gaining communication skills will likely out-perform another without the talent making the same investment. The classic example in Malcolm Gladwell’s bestseller “Outliers" serves to prove that to succeed in life, heavy investment is needed, even for one with great talent. Conversely, one without the Communication talent might struggle to perform given the same investment of time and energy into gaining the skills. For someone lacking in talent, 10,000 hours of effort put in may still result in them looking silly.  

From this point onwards in the article, Communication will refer more to the CliftonStrengths talent theme and less to the skill. 

Communication is ranked second in my CliftonStrengths (formerly Gallup StrengthsFinder) profiling test results. I enjoy expressing my thoughts in different ways. There was once feedback given to me that stuck: “Victor, every single time I hear you tell a story, I feel like I can enter into your story … and it comes alive. Your message is so much more dynamic and powerful because of the stories you tell.” This feedback deeply encouraged me to keep finding ways to grow my Communication talents and use it productively. Today, I use my Communication talents actively as a Singapore CliftonStrengths coach to run workshops both in Singapore and in different parts of Asia such as Hong Kong, China (Shanghai) and India. Part of my passion to blog also stems out of my Communication theme.

How does one grow the Communication talent into a strength? Here are some suggestions.

1. FIND AN OUTLET THAT ENGAGES YOUR COMMUNICATION TALENT. 

Some love to write. Some love to speak. Some love to sing. Find an outlet that allows your Communication talent to be expressed and used productively. Write blog posts or publish articles on topics you are passionate about, take on emcee roles, seek out speaking engagements, or sign up for singing performances. Do whatever it takes to find an outlet that can engage your Communication talent theme. When others spot this talent at work and encourage you, it will motivate you to keep improving and to find ways to be productive. 

2. IDENTIFY THE LISTENERS AND THEIR NEEDS. 

During public speaking sessions that are predominantly one-way communication, ask yourself: What are a few of the questions the audience might be asking? What are the needs to be addressed? Present and communicate in a way as if there were an imaginary two-way dialogue. Anticipate and answer questions that you believe people are asking as they sit in the audience. These questions can be easily sussed out by either imagining yourself as the audience, or simply doing some research by means of formal or informal surveys. The same concept can be applied to a written message.

3. SIMPLIFY YOUR MESSAGE. 

Often, the key to effective communication is simplicity. Imagine your audience as very young children and focus on communicating in clear, simple ways. Practice using pictures, diagrams, simple words or short statements. The more you practice, the more you sharpen your thought processes and the quality of your communication. Forget complex phrases and big words. If you want to connect with people, keep it simple.

4. USE OPEN-ENDED QUESTIONS. 

Open-ended questions encourage others to express their thoughts and feelings more freely, without fixed structures. This is particularly important when it comes to 1–to-1 or small group conversations that focus on building deep relationships and trust. Seek to communicate by demonstrating that you are interested to discover more. Instead of yes-no questions, ask questions that provide opportunities for conversation. For example, a close-ended question like, “Did you have a good day at work?” can easily be changed to an open-ended question, “Can you share about your day at work with me?” Coupled with feedback, this technique of asking open-ended questions might allow you to find words to express thoughts and feelings for others as you listen in.

5. UNDERSTAND THAT THE MESSENGER IS AS IMPORTANT AS THE MESSAGE. 

• Walk the talk. A humble messenger ultimately brings out a message filled with humility and such a message is deeply impactful. Align your life with your message.

• Level up. Great communicators constantly review their communication skills and take effort to sharpen them. Be it listening or expressing, in small groups or big ones, a great communicator constantly works to improve the effectiveness of his/her communication and is convicted about doing so.

6. COMMUNICATE WITH AN OUTCOME IN MIND. 

As you communicate, remember that the goal of any good communication is outcome-driven. Good communication can lead to paradigm shifts, a greater understanding of any given subject, or an action that needs to be taken. Every time you speak with someone or to a group, give them something to feel, something to understand, something to remember, or something to do.

7. BUILD A COMMUNICATION TEAM. 

A good communication team consists of those with strong creative talents, strong language skills and strong abilities to research and organize content. Strong partnerships can motivate a person with the Communication talent to deliver greater results. My communication team of 3 people, based in Singapore, has people strong in Communication, Ideation and Maximizer. I enjoy immensely the cohesion within the team and every article published gives me new motivation to go for another!

8. SEEK COMPLEMENTARY PARTNERSHIPS.

Partner those with Empathy
People strong in the Empathy theme enjoy listening to people in order to understand what others are going through. They prefer to listen first before speaking. People with Communication usually do the exact opposite, preferring to talk and share stories to excite and engage others. Effective communication requires both listening and talking and such a partnership can help one another to be sharpened and become better communicators. 

Partner those with Deliberative
People with Deliberative like to be careful and vigilant. They hate to be rushed into doing something that they have not thought through clearly. Likewise, they prefer to think before they speak. They are mindful that loose words that come out of someone’s mouth can have negative consequences. People with Communication tend to be verbal processors. Words uttered merely reflect their thoughts and do not necessarily reflect any decisions made. People with Communication prefer to speak their mind because their thoughts are sharpened when they are able to speak freely. This partnership between those with Deliberative and those with Communication brings the awareness of the balance often needed in communication effectiveness. One needs to speak out more in order that others understand their thought processes, while the other needs to watch for careless words or the raw verbalized thoughts that can cause misunderstandings. 

Partner those with Adaptability
People with Adaptability are very flexible and can respond quickly in circumstances that would otherwise be frightening or intimidating to many. They can easily imagine a scenario, unfold a game plan and perform in the most optimal way that best suits the situation. Many of those with Adaptability are talented in areas which demand that they adapt to situations on their feet. These can include live performances or emceeing roles. It has been observed that people with Communication can partner very well with those with Adaptability in speaking engagements. While the person with Communication enjoys sharing in a dynamic way that captures attention, the one with Adaptability is often talented at responding to the public speaking dynamics and fills the gaps with their own imaginative ideas. Such a dynamic partnership often has the greatest potential to captivate the audience. 

Ending note: People with the Communication talent do not necessarily communicate thoroughly. They might not close the loop when it comes to communicating with others. But you can count on them to be dynamic and expressive people who can bring information alive!

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

As a Gallup and Newfield Certified 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® Command Talent Theme

Calling out fellow Command mates. We are a rare breed - perhaps that’s why we are often misunderstood and sometimes even labelled as “bossy”. While there is some truth in that (particularly when our Command talent theme is still in its infancy stage), there is so much more this Strength has to offer beneath its veneer.

People with Command in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results often desire to take charge and be in control. They are often recognized by many to have great leadership abilities. This in part is due to the fact that people with the Command talent display unusual confidence and often bring clarity and courage to their team, especially during crisis or in challenging situations. People with Command are also compelled to present facts or truths, no matter how unpleasant they may be. They strive to bring clarity to circumstances and among people, often through polarization.

As a person with Command, I have my fair share of pain that comes along with this wiring. From the student life to a working professional in Singapore, I often feel misunderstood when I voice out opinions. I often received feedback that my words are cutting, direct and blunt. People have commented that statements I made create tension and come across as personal attacks. Yet, that was never my intent. A person like me with the Command talent theme simply desires clarity. My strong belief is that clarity can best be expressed and achieved through creating polar opposite positions - making things black and white - or simply put: creating obvious contrasts will bring about clarity. Often I pride myself to be objective in evaluation and I never take sides. I call out what needs to be addressed even if it makes the people who I am close to uncomfortable. In my mind, there is no hierarchy to follow when it comes to seeking truth. The desire for truth gives me courage to direct questions to anyone in any setting. The worst answer to give is one that is politically correct.

Today I realize that in seeking clarity through the idea of contrast, I inevitably force people to choose and take sides. I create huge discomfort for people who stand on the opposite side from me. Strangely, the people standing on the same side as me are often amazed at the clarity in my head and look to me for leadership and direction. I realize I can have huge influence over a group standing on the same side as me and at the same time, be viewed with a huge amount of distrust by the other. Polarization seems to be the norm in my life. 

How does one grow the Command talent theme and bring it into maturity? Here are some suggestions I have.

1. EMBRACE HUMILITY AS A CORE VALUE.  

Many perceive those with the Command talent to be heavy-handed in their dealings with others. The headstrong and direct ways are simply the unique features of such a talent. People with Command have a knack of making others feel like they like to speak from a higher moral ground. One powerful way for a Command person to impact another positively is to act in humility. A person who is humble is often willing to consider others better than themselves. Such an attitude allows for self-reflection, self-examination and most importantly, cultivates an inner strength that empowers a transformational leader. Quite counter-intuitively, a humble spirit is powerfully influential and contagious. While many tend to look up to confident leaders, they are drawn even more to confident leaders who can demonstrate humility. A Command person who can display a humble attitude possesses a deep inner strength mixed with a powerful ability to lead others over troubled waters.

2. HONE YOUR INFLUENCING SKILLS

People with Command have a strong presence in groups and can influence others positively. They love to confront challenges and like to influence others to do the same. 

- Seek people who can stretch and challenge you

One way to grow in influence is to deliberately seek close colleagues, mentors and friends who can stretch you and have strengths that complement yours. People with Command are usually not afraid of others who can outshine them. On the contrary, they thrive on being challenged. Differences in opinions are often welcomed by a Command person in an environment filled with mutual respect for one other. People with Command thrive on differences in opinions shared by others. They leverage on these opinions to create greater clarity in their own minds. As they do so, they often grow their influence through the clarity of direction they give and impart to others.  

- Seeking to influence versus seeking to control

There is a need to recognize that the Command talent can be often a hindrance in the area of relationship building. Being outspoken, direct and at times blunt makes building trust especially hard with people who have relational talents like Harmony or Empathy or Relator. Many perceive those with Command to have a great desire to be in control and feel that they often use the iron-fisted approach to handle working relationships. 

Seeking to control is basically saying, “I’m your leader, you have to respect me.” On the other hand, one who seeks to influence will cause people to say, “We respect you and you are our leader.” The two perspectives are contrasting. One is about telling others to do something because they have to (control) while the other is to have others do something because they love to (influence). One is Command in its infancy and the other is Command in its maturity. 

3. FIND PARTNERSHIPS THAT CAN OVERCOME THE COMMAND BLIND SPOTS. 

 - Partner someone with ‘Harmony’ or ‘Empathy’

Those with the Harmony talent hate conflicts while those with Empathy are sensitive to people’s feelings. Either one of these partnerships can help the person with Command talent reduce conflicts by clarifying the intent of words used (especially words that could be perceived as too confrontational and strong in nature). Another way the Harmony or Empathy person can help is to paraphrase using new words that can bring out the same meaning in a more cordial or lighthearted way. Simply by doing that, conflicts can be greatly reduced because team members have a greater understanding of the situation and the person with Command has his needs for clarity met. Partnering with people who have Harmony or Empathy allow for discussions that can encourage a Command person to reflect on his / her decisions. Questions that may surface in the thought process can be like the following: How can I put forth the message by using less confrontational words? How can I better ask questions to solicit for feedback and to clarify without hurting the feelings of others? How can I build trust with others while retaining my own flavour? 

- Partner someone with 'Woo' or ‘Positivity'

Another Strengths partner may be someone dominant in ‘Woo’ or ‘Positivity’. Those with the Woo talent tend to be outgoing and friendly. They enjoy breaking ice while forming new friendships. Those with the Positivity talent prefer fun and relaxed atmospheres. Some enjoy making others feel at ease and others enjoy making others laugh. That is almost polar opposite of people with Command, who tend to have a certain presence that can sometimes be viewed as intimidating.

A Command person who partners a Woo person can leverage on the friendliness and the welcoming traits of Woo. The result can be the Command person adopting new approaches to conversations that are less intimidating in nature and possibly learning different skill sets of being welcoming. A Command person who partners a Positivity person can leverage on the fun and outgoing traits of Positivity. The result of this partnership is one that balances the direct and often no-nonsense approach with fun-filled dynamism in teams. 

Ending note: They might be rare. They might be intimidating. They might even put you off at times. But don't dismiss them. People with Command can offer you great courage and strength in times of need. 

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® 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.