Introduction

Your Command gives you an energy and passion, that you wear as a cloak, and it’s possible you may not be aware of it. Be sure though, that others see it clearly. It brings a certainty and aura of confidence. The thing is though, that at times when you feel wronged, or passionate about your idea or a project you are involved with, it can overtake the rational side of your brain. You go to the dark side.

Command is one of the 34 CliftonStrengths themes, characterized by a natural ability to take charge, make decisions, and lead others. Individuals with Command are often seen as assertive, decisive, and confident. You are not phased with change, you are cool under pressure, and in the face of catastrophe. Yet, like all other CliftonStrengths, Command can go to the Dark Side.

Command’s Dark Side can appear, sometimes unexpectedly, in an overbearing, loud, or seemingly to some, brash way. This blog explores the potential for Command to offend, appear critical, and of course, irritate others. We offer strategies for managing these characteristics. Additionally, we offer five examples of how other CliftonStrengths can complement Command to create a balanced and effective leadership style.

The Dark Side of Command

1.    Overbearing and domineering

• Description: Individuals with Command can sometimes come across as overbearing or domineering. Their opinions can appear to be strong and seem to be a desire to take control – this can intimidate others and stifle collaboration.
• Impact: This behaviour can lead to team members feeling resentful, not heard, and decrease morale, as open communication falters.
• Example: A manager with Command might appear to insist on their way of doing things, dismissing input from others, which can result in a lack of innovation and team disengagement.

2.    Impatience with indecision

• Description: Those with Command can appear to have little patience for indecision or hesitation. They prefer quick, decisive action and can become frustrated with those who take longer to make decisions, perhaps needing more data or engagement.
• Impact: This impatience can create a high-pressure environment and discourage thoughtful deliberation.
• Example: A team leader with Command might push for immediate decisions during meetings, not allowing time for thorough discussion and consideration of all options.

3.    Resistance to feedback

• Description: Command individuals may struggle with being given feedback, especially if it challenges their authority or decisions. They might perceive feedback as a threat rather than an opportunity for growth.
• Impact: This resistance can hinder personal and professional development and create a culture where feedback is not valued.
• Example: A project manager with Command might dismiss constructive criticism from team members, leading to repeated mistakes and missed opportunities for improvement. Or a junior person (or command) might feel slighted.

4.   Conflict-prone

• Description: The assertiveness of Command can sometimes escalate into conflict, especially if others feel their opinions are not being heard or valued.
• Impact: Frequent conflicts can disrupt team harmony and productivity.
• Example: A leader with Command might frequently clash with colleagues over differing viewpoints, creating a tense and divisive work environment.

5.    Overconfidence

• Description: Confidence is a hallmark of Command, but it can sometimes tip into overconfidence, leading to risky decisions without adequate consideration of potential consequences.
• Impact: Overconfidence can result in poor decision-making and significant setbacks.
• Example: An executive with Command might make a major business decision without consulting experts or considering all the risks, leading to financial losses.

Strategies for restoring your inner Jedi of Command

1. Cultivate self-awareness – REFLECT!
   • Action: Regularly reflect on how you have shown up your impact on others. Seek insights, as you don’t like feedback, from trusted colleagues to gain insights into how you are perceived. Read the Katalytik blog on the Johari Window model.
   • Benefit: Increased self-awareness helps you recognize when you’re being overbearing or dismissive and adjust your approach accordingly.
2. Practice deep listening
   • Action: Make a conscious effort to listen to others’ perspectives and ideas. Encourage open dialogue and create a safe space for team members to share their thoughts. Read Oscar Trimboli’s book Deep Listening or listen to his podcast. Another great read is Humble Enquiry by Edgar Schein.
   • Benefit: Active listening fosters collaboration, innovation, and a sense of inclusion among team members, its practice means you are actually interested in hearing what others have to say.
3. Embrace feedback
   • Action: View feedback as a valuable tool for growth rather than a challenge to your authority. Actively seek out feedback and demonstrate that you value and act on it. Try a technique from Humble Enquiry to invite feedback, such as “Tell me, I’m curious to hear your thoughts on how I came across in the meeting, I was frustrated/excited/disappointed.” For younger, maybe junior colleagues with command, shift your position from feedback, with a conversation that explores alternative solutions for future use.
   • Benefit: Embracing others’ perspectives on your contribution and how you manage the energy your exude can enhance your leadership effectiveness and create a culture of continuous improvement as you learn to dial it up or down.
4. Develop patience
   • Action: Recognize that not everyone processes information or makes decisions at the same pace. Allow time for thoughtful deliberation and encourage diverse viewpoints.
   • Benefit: Developing patience can lead to more informed and balanced decision-making.
5. Manage conflict constructively
   • Action: Approach conflicts with a problem-solving mindset rather than a confrontational one. Focus on finding common ground and mutually beneficial solutions. Take a peek at the Katalytik conflict and communication whitepaper.
   • Benefit: Constructive conflict management can strengthen relationships and improve team dynamics.

Partnering Command with other CliftonStrengths

1. Empathy
   • Benefit: Empathy can help Command individuals understand and connect with others’ emotions, fostering a more compassionate and supportive leadership style.
   • Example: A leader with Command and Empathy can assertively guide their team while being attuned to their emotional needs and concerns.
2. Harmony
   • Benefit: Harmony can balance Command by promoting peace and reducing conflict. It encourages finding consensus and common ground. Think of yourself as a benevolent dictator!
   • Example: A manager with Command and Harmony can lead decisively while ensuring that team members feel heard and valued.
3. Adaptability
   • Benefit: Adaptability can help Command individuals remain flexible and open to change, reducing rigidity and overconfidence.
   • Example: A project leader with Command and Adaptability can navigate unexpected challenges with ease and adjust their approach as needed.
4. Developer
   • Benefit: Developer can complement Command by focusing on the growth and development of team members, fostering a supportive and nurturing environment.
   • Example: A supervisor with Command and Developer can lead with authority while actively mentoring and encouraging their team.
5. Analytical
   • Benefit: Analytical can provide a data-driven perspective, helping Command individuals make well-informed decisions and avoid overconfidence.
   • Example: An executive with Command and Analytical can lead with confidence while ensuring that decisions are based on thorough analysis and evidence.

Command is a powerful strength that brings energy and emotion to any situation. When managed effectively, dialled up, or down, it can lead to exceptional leadership. By understanding and addressing its dark side, individuals with Command can harness their potential while fostering a positive and collaborative environment. If it’s your Command think of it as being tamed by learning to be more sensitive to others, by prefacing your bark, with “ wonder if,” or “What have your considered or tried…” or even “before I jump in with my ideas or action, what does everyone think…”. There are times though, when your ability to step up, speak out, or simply act is imperative. You are, after all, nothing if not brave to your very core.

Conclusion: managing the dark side of command

Emphasizing empathy, deep and active listening, and collaboration can transform Command from a forceful directive into a powerful, inspiring leadership tool. Partnering with complementary strengths like Empathy, Harmony, and Adaptability can further balance Command’s intensity, ensuring it is used to uplift and empower others rather than to control or overpower. Through mindful self-regulation and strategic partnerships, the Command strength can be a catalyst for positive, impactful leadership.