Building on strengths

3 tips for building on your strengths

Everybody has strengths. So let's explore what you do best and, if you wish, get feedback from people you respect. You can then focus on how to create the opportunity to use your talents. Let’s consider how to take these steps.

1) You can clarify your strengths.

Start by describing the activities where you deliver As, rather than Bs and Cs. Here are some guidelines regarding the different categories.

As

You have a strong feeling for the activity. You find it deeply satisfying and consistently produce superb work. You always do that basics and sometimes add a touch of brilliance.

Bs

You can perform the task to a reasonable standard, but will never hit the heights. You may once have actually been good at these tasks, but now get bored and this can lead to mistakes.

Cs

You simply have no ‘feeling’ for the activity. You keep making fundamental mistakes. You have little interest or desire to learn.

The following exercise provides some questions you can ask to identify where you do your best work. Here we are just focusing on your As, rather than Bs or Cs. Though later we will ask you to consider how to manage the consequences of those weaknesses.

The exercise is divided into three parts. What you believe to be your strengths, your successful style of working and your specific contribution to a potential sponsor. By 'sponsor' we mean an employer or customer who might hire you for what you do best. Try completing the following exercise.

2) You can clarify other people’s views of your strengths.

Choose two or three people who you respect. Ask if they would be willing to do the exercise called Strengths Feedback. If so, invite them to describe three things.

* The specific activities in which they believe you deliver As, plus their reasons for listing these things.

* The activities in which they believe you could potentially deliver As, plus their reasons.

* The best contribution you could make to an employer.

This exercise can provide a good reality check, but two points are worth mentioning.

First, choose people you respect. It is not 360 feedback. Why? Peak performers are extremists. They do some things extremely well and are not always appreciated by everybody. That does not mean they should dilute their talent, however, to be more ‘middle of the road’.

Second, ask people to be honest and, if possible, super specific when they give feedback. The key is to get a reality check from people who you respect. You can then build from there. Collect their views and ask questions if you want more information.

Here is the kind of framework you can invite them to follow.

3) You can build on your strengths.

“We do this exercise with all our employees to build up a real Strengths Profile,” said one MD. “Every good sports coach knows the specific talents of their athletes. They know these in detail, rather than relying on general statements. But few organisations go to such lengths."

"The strengths profile we create goes far beyond normal psychometric tests. We know each person’s top talents and how they can use these to benefit the company."

Looking at the information you have gathered, take time out to reflect and do some in-depth work.

First, describe how you can build on where you deliver As.

Second, describe how you can manage the consequences of your Bs and Cs.

Third, bearing in mind your strengths, describe the steps you can take to make your best contribution to an employer. Also describe the benefits for an employer and for yourself.

Try completing the following exercise. You can then continue to build on your strengths and deliver peak performance.