Navigating Strengths: Unveiling Blindspots in CliftonStrengths, exploring Activator

An orange and turquoise swing seats. with text - to help out the Activator Talent

Introduction

In the world of personal development and self-discovery, the CliftonStrengths assessment has become a powerful tool for individuals seeking to understand and leverage their unique talents. Activator, one of the 34 strengths identified by the Gallup organization, is characterized by a keen ability to turn thoughts into action. However, like any strength, Activator® comes with its own set of blindspots that individuals should be aware of to maximize its benefits.

With Activator® at Number 4, I am only too aware of times when it has not served me well. 

Understanding Activator

Before delving into the blindspots, let’s first explore what Activator® brings to the table. Individuals with high Activator® often possess a natural inclination to initiate, propel ideas into motion, and catalyze change. They thrive in environments where quick decisions and immediate action are required. Activators® are the driving force behind many successful projects, as they are adept at pushing through inertia and transforming ideas into reality.

 

Activator’s Blindspots

blindspots

Blindspot 1: Impulsivity Over Deliberation

While the ability to act swiftly is a valuable trait, Activators® may fall prey to their impulsivity. The eagerness to jump into action without thorough consideration can lead to hasty decisions that may not be well thought out. It’s crucial for individuals with high Activator® to recognize the importance of balance, ensuring that they allow adequate time for careful deliberation, especially in situations where a more measured approach is required.

Blindspot 2: Insensitivity to Others’ Pacing

The sense of urgency and desire for immediate action that comes with Activator® can inadvertently overshadow the pacing preferences of others. Colleagues or team members who value a more deliberate and contemplative approach may feel overwhelmed or dismissed by the Activator’s rapid pace. It’s essential for individuals with Activator® to cultivate an awareness of varying work styles and learn to adapt their pace to accommodate collaborative efforts.

Blindspot 3: Neglecting Long-Term Strategy

Activators® excel in initiating tasks and projects, but their blindspot may lie in neglecting the long-term strategic perspective. The focus on immediate action may lead to a lack of planning for sustained success. To overcome this blindspot, Activators® should consciously set aside time for strategic thinking and consider the broader implications of their actions on future endeavours.

Blindspot 4: Burnout Due to Continuous Action

The perpetual need for action can lead Activators® down a path of constant busyness, potentially resulting in burnout. It’s essential for individuals with high Activator® to recognize the importance of self-care and balance their intense drive with periods of rest and rejuvenation. Incorporating moments of reflection and relaxation into their routines can help prevent burnout and ensure long-term well-being. From a recent workshop discussion, I was sharing a story about my new garden swing seat and how I’ve discovered that the motion of the swing stills my brain. There were 3 other high Activator® people present and they laughed loudly, sharing their same experience!

Blindspot 5: Resistance to Change

Paradoxically, Activators, despite being catalysts for change, may develop a blindspot when it comes to adapting to change themselves. The constant need for action can create resistance to altering their own established routines or processes. To overcome this blindspot, Activators® should actively embrace change and view it as an opportunity for growth rather than a disruption to their preferred pace.

Navigating your blindspots

 
An orange and turquoise swing seats. with text - to help out the Activator Talent

Navigating the blindspots associated with Activator® requires a thoughtful and intentional approach. Here are three key strategies to help you navigate your Activator® blindspots effectively:

1.    Cultivate Mindful Decision-Making:

Pause and Reflect: Recognize the value of taking a moment to pause and reflect before jumping into action. Embrace a conscious decision-making process that involves considering the potential consequences and implications of your actions. This practice allows you to harness the power of Activator® while avoiding impulsive decisions that may lead to unintended outcomes.

Consult Others: Seek input from colleagues, friends, or mentors before making significant decisions. This collaborative approach not only provides diverse perspectives but also ensures that you take into account the preferences and concerns of others. By involving others in the decision-making process, you mitigate the risk of overlooking crucial details and enhance the overall quality of your choices.

2.    Embrace Strategic Planning:

Allocate Time for Strategy: Intentionally set aside dedicated time for strategic thinking and planning. Create a balance between your natural inclination for immediate action and the long-term vision of your goals. Establish a routine that includes regular moments for evaluating the broader implications of your actions, identifying potential challenges, and crafting strategic plans to navigate them effectively.

Prioritize and Sequence Tasks: Recognize that not every task requires immediate attention. Develop the ability to prioritize tasks based on their significance and urgency. By sequencing your actions strategically, you ensure that your energy is directed towards tasks that align with your long-term objectives, reducing the likelihood of burnout and enhancing overall productivity.

3.    Build Adaptive Communication Skills:

Understand Others’ Pacing: Develop a heightened awareness of the varied work styles and pacing preferences of your team members or collaborators. Tailor your communication and approach to accommodate different perspectives. This adaptability fosters a more inclusive and harmonious working environment, preventing potential tension caused by an overly assertive or rapid approach.

Communicate Change Effectively: Actively work on embracing change and communicate your enthusiasm for it. Clearly articulate the benefits of the proposed changes and address concerns that others may have. This proactive communication style helps build trust and collaboration, mitigating resistance to change and ensuring a smoother transition for everyone involved.

By incorporating these strategies into your daily routine and mindset, you can navigate the blindspots associated with Activator® more effectively. Cultivating mindfulness, embracing strategic planning, and developing adaptive communication skills will not only enhance the positive impact of your Activator® strength but also contribute to your overall success and well-being.

Conclusion

Activator® is a powerful strength that propels individuals into action and drives results. However, like all strengths, it comes with its own set of blindspots that individuals must navigate to harness its full potential. By cultivating self-awareness, embracing balance, and recognizing the impact of their actions on both themselves and others, individuals with high Activator® can transform their blindspots into opportunities for continued growth and success in their personal and professional lives.

And finally, revisit your CliftonStrengths Top 5 (go to www.gallup.access.com/access and login in) . The new report launched in 2024 helps you think through how your top strengths influence each other. 

 

 

DISCLAIMER

Activator® is a registered mark of Gallup. This link takes you to a series of podcasts on the theme. 

The views, interpretations, and thoughts expressed in this article are solely those of the author.

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How can your team perform better?

High perforning team. images illustrating communication, shared goals and trust

Three areas and one tool to focus on

What is a high performing team?

A high-performing team (HPT) is often described as a group of individuals who work together efficiently, effectively, and cohesively, towards a common goal. This type of team is characterized by mutual respect, trust, and an unwavering commitment to success.

While research shows that a team with a diversity of thought leads to greater innovation and creativity, it can also raise conflict and friction. I wanted to dive into this a bit deeper and explore the characteristics of high-performing teams and how they can be cultivated.

While much has been written, it seems there are three core areas to focus attention on to raise performance: clear communication, shared vision and alignment around goals, and trust.

1. Clear Communication

High performing teams are made up of individuals able to communicate clearly and effectively with one another. They listen actively, ask questions, and provide constructive feedback. As a team lead you could start by establishing (and role modelling) clear communication norms and protocols within the team, so team members are able to communicate their thoughts and ideas in a safe and supportive environment. To work this needs self-awareness as well as an awareness of others.  A two-pronged approach, we use CliftonStrengths, and explore cultural awareness using a cultural orientation framework, (see The Culture Map by Erin Meyer, or Coaching Across Cultures: New Tools for Leveraging National, Corporate and Professional Differences by Phillipe Rosinski) being careful to flag up the dangers of cultural stereotyping.

Central to communication are mature listening skills. And tuning into your own internal Listening Villain, and your own need for detail, and whether you like to think aloud or quietly for example, can affect how you are perceived and come across within your team. For example, some people learn by asking questions and it is their capacity to formulate questions to gather and process information that is their greatest strength. Yet in some places, this can be perceived as the questioner not understanding the issue at hand. In some cultures, students grow up having been taught not to challenge, or question, someone in a more senior position.  And so may remain silent when they don’t understand. Another’s silence might be because they are in deep reflection, examining contributions from others in minute detail. But this might be perceived as being disinterested in the problem, or even not understanding. When the fact is, they are totally engaged and absorbed.

Growing a team that can use coaching style questions, and develop a coaching habit, can facilitate deeper listening. And oftentimes, that means simply being quiet yourself.

2. Trust

Trust is the bedrock of any high performing team. Without trust, individuals are unable to work together effectively, take risks, or innovate. Trust is built over time through consistent behaviours and actions. Leaders can foster trust by creating a psychologically safe space and mutual understanding of what each person brings, but also needs to be their best. Much is written about trust and leadership (see Gallup’s Strengths-based leadership). One of the frameworks we like, and use is Lencioni who expressed trust in the form of this equation:

Trustworthiness = (Credibility + Reliability + Intimacy) ÷ Self-Orientation.

Credibility is related to what people say: the extent to which they demonstrate knowledge and understanding about their subject, speak with conviction and make us feel confident that they are in command of their subject matter and competent in applying their expertise.

Reliability is related to what people do: the extent to which they follow through on promises, meet deadlines, deliver against targets, achieve agreed quality standards and go the extra mile to ensure that they have completed their undertakings.

Intimacy is related to the safety and security we feel in a relationship: the extent to which confidentiality is maintained, the confidence we have in opening up more personal aspects of ourselves and our emotional concerns and the belief that our values will be respected.

These are explained as additive factors, that can all be torpedoed by the denominator, Self-orientation.

Self-orientation refers to a person’s focus. In particular, whether the other person’s focus is primarily on themselves or others. 

Facilitated discussions – either face to face or online – can help teams come to understand each others’ orientations and be aware of what is driving apparent self-interest. Again, CliftonStrengths can help with this dialogue.

 

“Trust is the bedrock of any high performing team. Without trust, individuals are unable to work together effectively, take risks, or innovate.” – Lencioni

3. Shared Vision and alignment around shared Goals

High performing teams are characterized by a shared sense of purpose. Each person on the team understands how their role contributes to the broader mission. Clarity around goals and objectives, and personal alignment with these goals helps create a sense of accountability and motivation to achieve success as a team. Having space, and a language, that enables each person to interrogate the vison and goals from their own perspective adds creativity and deepens the understanding of how they can contribute to meeting the goal.

Again, CliftonStrengths, a deep understanding of all the 34 themes, helps us appreciate how we each need the others to meet these shared goals. Equally, knowing areas of the team where there may be gaps, helps focus attention on possible blind spots.

“High-performing teams are made up of individuals who are not just committed to their own success, but to the success of their teammates as well.”

– Simon Sinek

CliftonStrengths - the number one tool to choose?

So where to start? We always start with Clifton Strengths. One of the challenges all teams face is people’s past experiences where blame and suspicion, perhaps with justification, have been the default positions for many who feel let down by organisations and people in whom they have invested their trust. For some people once trust is violated it can never be reinstated. While for others, understanding more about the incident that broke our trust or caused hurt. can help heal burning resentment and fury. Using CliftonStrengths alongside other tools and insights gained through facilitated deeper discussions and analysis promotesbetter conversations that helps grow personal alignment to goals and deepening trust.

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Strengths based teams

strengths based teams

In today’s workplace, collaboration is more important than ever. Companies and organizations rely on teams to accomplish goals, solve problems, and innovate. While many still use Tuckman’s ‘form, norm, storm, and perform’ to describe the stages of team formation, others have added ‘reform’. Not…

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Creating Confidence and Credibility as a Future Leader Starts Now

Inclusive Leadership blog

Leadership is not a position; it’s a mindset. Anyone can be a leader, regardless of their job title or seniority level. However, being an effective leader requires more than just the willingness to lead. It demands a combination of skills, traits, and behaviours that inspire, motivate, and guide others towards a common goal.

If you aspire to become a leader, it’s essential to start building your leadership skills today. The earlier you start, the better equipped you’ll be to take on leadership roles in the future. In this webinar, we’ll explore some critical insights into what makes a good leader, what we mean by an inclusive leader, and how a strengths-based approach can provide a solid foundation for your leadership journey.

What Makes a Good Leader?

Leadership is a multifaceted concept that can mean different things to different people. However, most people agree that a good leader possesses some essential traits that distinguish them from the rest. Here are some of the key traits that make a good leader.


Visionary: 

A good leader has a clear vision of where they want to go and how to get there. They can communicate their vision to others and inspire them to follow. How does your vision form, and in what time frame?


Empathetic: 

A good leader understands the needs and feelings of others and can put themselves in their shoes. They are compassionate, caring, and respectful towards others.


Decisive: 

A good leader can make tough decisions quickly and confidently. They analyse the situation, consider the options, and choose the best course of action. What forms the basis of your decisionmaking? DO you analyse all teh risks before ou commit, gatherin gas much data as possible? or do you perhpas talk and explore with others? 


Communicative: 

A good leader can communicate effectively with others. They listen actively, speak clearly, and convey their ideas with confidence and clarity. HOw much do you talk, compared ot how much you listen? And what techniques do you employ to help you listen more deeply?


Trustworthy: 

A good leader is honest, reliable, and dependable. They keep their promises, act with integrity, and earn the trust of others. Some people trust easily and implicitily, while others build trust mroe slowly. Do you differentiate and appreicate how others come to trust?


What is an Inclusive Leader?

Inclusive leadership is the ability to create a safe and inclusive environment where everyone feels valued and respected, regardless of their background. Inclusive leaders understand that diversity is a strength and can leverage it to foster innovation, creativity, and high performance.

Inclusive leaders recognize the importance of listening to diverse perspectives and involving everyone in decision-making. They encourage open communication, feedback, and constructive criticism. They also promote a culture of respect, fairness, and equity. The space created by inclusive leaders is a space in which people feel safe to be themselves.

While some people have an instinctive way of feeling others’ pain or joy, some don’t. Recgonising  your empathetic tendencies helps develop an appreciation of  the unique challenges and experiences of minority or marginalised groups. And as a leader you can cretae opportunities for people in these groups to grow and develop.


How Does a Strengths-Based Approach Provide a Solid Foundation?

A strengths-based approach to leadership focuses on building on individuals’ strengths and talents to foster personal and professional growth. Instead of fixing weaknesses, this approach emphasizes identifying and leveraging strengths to maximize potential.

By identifying your unique strengths and talents, you can develop a sense of confidence and self-awareness that can help you navigate the challenges of leadership. You can also use your strengths to build strong relationships, inspire others, and achieve your goals.
Moreover, a strengths-based approach can help you develop a growth mindset that encourages continuous learning and improvement. You can identify areas where you need to develop new skills or knowledge and seek opportunities to learn and grow. And above all, it shines a light on your blindspots and a sensitivty to how others might perceive you and your intentions.

Becoming a leader requires more than just ambition: it demands a willingness to learn, grow, and develop. By understanding what makes a good leader, what we mean by an inclusive leader, and how a strengths-based approach can provide a solid foundation, you can start building your leadership skills today.

Remember that leadership is not a destination; it’s a journey. It’s an ongoing process of self-discovery, learning, and growth. With dedication, commitment, and a willingness to learn, you can become an effective and inclusive leader who inspires. Be open, listen and appreicate how others can be useful in their unique way.

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Returners and Re-entrants

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Some women, and increasingly men, take a career break and use it to their advantage to publish papers, write a book or acquire a new qualification. Others struggle. Technology gaps are not the biggest barrier to returning, it’s confidence. Employers and managers can help…

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