First Step: Talking About Strengths To Get In The Zone copertina

First Step: Talking About Strengths To Get In The Zone

First Step: Talking About Strengths To Get In The Zone

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 What's the first step after the CliftonStrengths assessment?  The StrengthsFinder Test, StrengthsFinder training, and the StrengthsFinder 2.0 book are all a wealth of resources for uncovering what your top talent themes are, and how you can apply them.  After your team gets their results, the next step by many teams is to focus on learning about each of the 34 teams. They pour over the definitions, and want to learn about the tool. Yet actually, there's a better way to kick off this process. In this episode, Lisa Cummings and guest co-host Joseph Dworak emphasize the importance of having strengths-focused conversations with your team. If you're getting started with strengths and you're wondering what the next step is, well..., it's simpler than you think. The most important step is to get them talking about their strengths. They already know themselves pretty well. This tool gives them a lens to think through, yet the wisdom is already inside of each person. The CliftonStrengths assessment is more like a prompting tool to help them remember what they're like when they're operating at their best. Learn more from their conversation in the video version. Here's the full transcript: Lisa: You’re listening to Lead Through Strengths, where you’ll learn to apply your greatest strengths at work. I’m your host, Lisa Cummings, and today, we have a co-host here. Joseph is here with me to talk to you about getting the team talking about strengths. Joseph: It’s so good to be here Lisa. This is super fun. Lisa: So good to have you back. Now I want to shower some praise upon you. You actually changed the way I think about training and facilitation. So years ago when I met you, we were with a bunch of other strengths practitioners, and you said something... We were just kind of talking about our approach and you said something in a way that wasn't intended to be an earth-shattering moment, but it struck me and it hasn't left, which is: when you get people started with strengths, one of the things that you think is really important is to get them talking about their own strengths, or their own natural talents, straight away. And as you were saying it I was kind of auditing myself and at the time I was thinking, “Ooh, you know, I was doing a lot of virtual training — this was probably five years ago I bet when we first had this conversation and I was doing a lot of virtual training — but because the time was short, it was 90 minutes, I remember thinking, 'I need to do a lot of output. I need to get people to answer quickly but move on to the next point.' And it was not getting them really thinking on and talking on their strengths in the way that I had in an in-person session." So talk to us about that approach. Why do you think it's important to get someone talking about strengths from the get-go? How can they talk about their own natural talents before they know all the definitions and they know all the nitty-gritty details and philosophy? Joseph: Oh well, first off, thanks. I'm glad that something I said resonated. Never know when something will hit, so that's awesome. I remember when I first started facilitating strengths discussions and introducing people to the tool, it was around 2001. I remember specifically, I went through the tool myself in 2000 and then I was certified and started doing it. In those early years I did a lot of, “I have to get through the material.” And I realized, over time, even in 5-6 years of doing it, it was like, it was less about getting through the material than actually having quality interactions. It was more about getting participants talking about strengths first. And just because we're getting through the material, that doesn't mean it was quality. And so I think I realized that as I was maturing as a facilitator/consultant of the tool, I started realizing that the more people were letting their guard down, and just even at a really basic level talking about how they were wired and what they preferred, it just made it easier for them because, if they don't know themselves, it's hard to know the team. And almost every situation that I was in, they wanted to get to the team stuff like, “Okay I've mastered my strengths."  And it would be like, “No, you haven't really mastered your strengths, like, you don't even know all 5 of yours backwards and forwards." Knowing them doesn't mean knowing the definitions, it's more about processing the stuff on the report. And that happens by talking about strengths.  So I think, just getting up that talent piece, the building blocks of all strengths and themes, the talents of, you know, I like checking a box off when I do a task and eventually that leads to some form of Achiever right? And so I think it was just moving away from trying to get through a number of strengths activities that I had to do, and worrying more about the quality of the experience for that individual and that team.  The other thing is that you ...
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