Why do you make the choices you make? Why do certain tasks come naturally to you? Why do certain activities capture your attention? The simple yet powerful answer is your talents. Your talents are your natural potential. Your talents are the key to your confidence, to your inspiration and to your focus. Go beyond discovering your talents, apply them, invest in them, and notice the change they make as you watch as your talents develop into Strengths.
“Those who invest in developing their Strengths are 6x as likely to be engaged in their jobs and 3x as likely to report having an excellent quality of life.”
( GALLUP, 2022 )
While we are often encouraged to work on improving our weaknesses, evidence shows we should instead be investing in our strengths. Applying your strengths to overcome your areas of weakness will allow you to naturally overcome challenges. Higher performance can be achieved without attempting to be well rounded, it can be achieved by honing in on what you naturally excel at.
Grounded in more than fifty decades of study Don Clifton invented the “CliftonStrengths”, an invaluable tool designed to identify your talents and help turn them into your strengths. This tool has helped over 30 million people globally achieve success, by discovering and applying their natural talents.
“ People who use their Strengths are;
• 6x as likely to be engaged in their jobs
• 6x as likely to strongly agree that they have the opportunity to do what they do best every day
• 3x as likely to report having an excellent quality of life.”
( GALLUP, 2022 )
“CliftonStrengths”, has identified a range of 34 different strengths, and helps show which of these strengths you naturally excel at. The strengths you natural excel at, can be applied in all areas of life including your work, relationships, and your community, allowing you to be truly yourself in all settings.
Once you understand your individual Strengths you can then use them to help you succeed as a Leader in your organisation. Managers — more than any other factor — influence team engagement and performance. That’s not an exaggeration: 70% of the variance in team engagement is determined solely by the manager.
When managers show up to work with a deep understanding of how they’ll use their strengths, they will have better conversations, greater performance results and higher engagement from their team.
Then think about your team and ask yourselves two questions: Am I an expert on my team members’ strengths? Do all of my team members know and appreciate their unique strengths and contributions?
Think about the dynamics or the makeup of your team. If you were asked to describe how your group works as a team or define their processes, could you do it? By developing your own strengths and the strengths of your team imagine how much more impact you can have.
Discover your strengths, maximise your potential.
www.CKLD.co.uk. Craig@ckld.co.uk