Strengths Finder 2.0 Part 2

[image]You intuitively sense how very different people can work together. Take a close look at groups with divergent personalities and opinions, as they may have the greatest need for your Arranger talents.

[image]Be sure to keep track of ongoing deadlines for your many tasks, projects, and obligations. Although you enjoy the chance to juggle lots of activities, others with less powerful Arranger talents may become anxious if they don't see you working on their projects frequently. Inform them of your progress to ease their fears.

[image]Seek complex, dynamic environments in which there are few routines.

[image]Take on the organization of a big event-a convention, a large party, or a company celebration.

[image]Give people time to understand your way of doing things when you present it to them. Your mental juggling is instinctive, but others might find it difficult to break with existing procedures. Take the time to clearly explain why your way can be more effective.

[image]At work, focus your Arranger talents on the most dynamic areas of your organization. Divisions or departments that are static and routine in nature are likely to bore you. You will thrive when your Arranger talents are energized, and you will suffer when you are bored.

[image]Help others see your far-reaching expertise by sharing your "what if" thinking with them. When they know you've identified and carefully considered all possible options and arrangements, they'll feel more confident.

[image]You are flexible in the way you organize people, as well as in how you configure s.p.a.ce. Figure out how you can improve workflow by rearranging s.p.a.ces and/or procedures to maximize efficiency and to free up time for you and for others.

Working With Others Who Have Arranger [image]This person is excited by complex, multifaceted a.s.signments. He will thrive in situations in which he has many things going on at the same time.

[image]When you are launching a project, ask this person for help in positioning the members of the project team. He is good at figuring out how each person's strengths might add greatest value to the team.

[image]This person can be resourceful. Feel confident that if something is not working, he will enjoy figuring out other ways of doing things.

BELIEF.

If you possess a strong Belief theme, you have certain core values that are enduring. These values vary from one person to another, but ordinarily your Belief theme causes you to be family-oriented, altruistic, even spiritual, and to value responsibility and high ethics-both in yourself and others. These core values affect your behavior in many ways. They give your life meaning and satisfaction; in your view, success is more than money and prestige. They provide you with direction, guiding you through the temptations and distractions of life toward a consistent set of priorities. This consistency is the foundation for all your relations.h.i.+ps. Your friends call you dependable. "I know where you stand," they say. Your Belief makes you easy to trust. It also demands that you find work that meshes with your values. Your work must be meaningful; it must matter to you. And guided by your Belief theme it will matter only if it gives you a chance to live out your values.

Belief Sounds Like This: Michael K., salesperson: "The vast majority of my nonworking time goes to my family and to the things we do in the community. I was on the countywide Boy Scouts board of directors. And when I was a Boy Scout, I was pack leader. When I was an Explorer, I was junior a.s.sistant leader for the Boy Scouts. I just like being with kids. I believe that's where the future is. And I think you can do a whole lot worse with your time than investing it in the future."

Lara M., college president: "My values are why I work so hard every day at my job. I put hours and hours into this job, and I don't even care what I get paid. I just found out that I am the lowest paid college president in my state, and I don't even care. I mean, I don't do this for the money."

Tracy D., airline executive: "If you are not doing something important, why bother? Getting up every day and working on ways to make flying safer seems important to me, purposeful. If I didn't find this purpose in my job, I don't know if I could work through all the challenges and frustrations that get in my way. I think I would get demoralized."

Ideas for Action [image]Clarify your values by thinking about one of your best days ever. How did your values play into the satisfaction that you received on that day? How can you organize your life to repeat that day as often as possible?

[image]Actively seek roles that fit your values. In particular, think about joining organizations that define their purpose by the contribution they make to society.

[image]The meaning and purpose of your work will often provide direction for others. Remind people why their work is important and how it makes a difference in their lives and in the lives of others.

[image]Your Belief talents allow you to talk to the hearts of people. Develop a "purpose statement" and communicate it to your family, friends, and coworkers. Your powerful emotional appeal can give them a motivating sense of contribution.

[image]Create a gallery of letters and/or pictures of the people whose lives you have substantially influenced. When you are feeling down or overwhelmed, remind yourself of your value by looking at this gallery. It will energize you and revive your commitment to helping others.

[image]Set aside time to ensure that you are balancing your work demands and your personal life. Your devotion to your career should not come at the expense of your strong commitment to your family.

[image]Don't be afraid to give voice to your values. This will help others know who you are and how to relate to you.

[image]Actively cultivate friends who share your basic values. Consider your best friend. Does this person share your value system?

[image]Partner with someone who has strong Futuristic talents. This person can energize you by painting a vivid picture of the direction in which your values will lead.

[image]Accept that the values of other people might differ from your own. Express your beliefs without being judgmental.

Working With Others Who Have Belief [image]This person is likely to be very pa.s.sionate about the things closest to her heart. Discover that pa.s.sion, and help her connect it to the work she has to do.

[image]Learn about this person's family and community. She will have made rock-solid commitments to them. Understand, appreciate, and honor these commitments, and she will respect you for it.

[image]You do not have to share this person's belief system, but you do have to understand it, respect it, and apply it. Otherwise, major conflicts will eventually erupt.

COMMAND.

Command leads you to take charge. Unlike some people, you feel no discomfort with imposing your views on others. On the contrary, once your opinion is formed, you need to share it with others. Once your goal is set, you feel restless until you have aligned others with you. You are not frightened by confrontation; rather, you know that confrontation is the first step toward resolution. Whereas others may avoid facing up to life's unpleasantness, you feel compelled to present the facts or the truth, no matter how unpleasant it may be. You need things to be clear between people and challenge them to be clear-eyed and honest. You push them to take risks. You may even intimidate them. And while some may resent this, labeling you opinionated, they often willingly hand you the reins. People are drawn toward those who take a stance and ask them to move in a certain direction. Therefore, people will be drawn to you. You have presence. You have Command.

Command Sounds Like This: Malcolm M., hospitality manager: "One reason I affect people is that I am so candid. Actually, people say that I intimidate them at first. After I work with them a year, we talk about that sometimes. They say, 'Boy, Malcolm, when I started working here, I was scared to death.' When I ask why, they say, 'I've never worked with anyone who just said it. Whatever it was, whatever needed to be said, you just said it.'"

Rick P., retail executive: "We have a wellness program whereby if you consume less than four alcoholic beverages a week, you get twenty-five dollars; if you don't smoke, you get twenty-five dollars a month. So one day I got word that one of my store managers was smoking again. This was not good. He was smoking in the store, setting a bad example for the employees, and claiming his twenty-five dollars. I just can't keep stuff like that inside. It wasn't comfortable, but I confronted him with it immediately and clearly: 'Stop doing that, or you are fired.' He's basically a good guy, but you can't let things like that slide."

Diane N., hospice worker: "I don't think of myself as a.s.sertive, but I do take charge. When you walk into a room with a dying person and his family, you have to take charge. They want you to take charge. They are a bit in shock, a bit frightened, a bit in denial. Basically, they're confused. They need someone to tell them what is going to happen next, what they can expect-that it's not going to be fun but that in some important ways, it will be all right. They don't want mousy and soft. They want clarity and honesty. I provide it."

Ideas for Action [image]You will always be ready to confront. Practice the words, the tone, and the techniques that will turn your ability to confront into real persuasiveness.

[image]In your relations.h.i.+ps, seize opportunities to speak plainly and directly about sensitive subjects. Your unwillingness to hide from the truth can become a source of strength and constancy for your colleagues and friends. Strive to become known as a candid person.

[image]Ask people for their opinions. Sometimes your candor will be intimidating, causing others to tread lightly for fear of your reaction. Watch for this. If necessary, explain that you are upfront simply because it feels uncomfortable to keep things bottled up, not because you want to frighten other people into silence.

[image]Partner with someone with strong Woo or Empathy talents. Some obstacles do not need to be confronted; they can be circ.u.mvented. This person can help you avoid obstacles through relations.h.i.+ps.

[image]Your "take charge" att.i.tude steadies and rea.s.sures others in times of crisis. When faced with a particularly trying challenge, use your Command talents to a.s.suage others' fears and convince them you have things under control.

[image]Your Command talents might compel you to wrestle for the reins of power because you love being in the driver's seat. But remember that even when you are not formally in charge, your presence can be an unseen yet powerfully felt force.

[image]Step up and break bottlenecks. Others count on your natural decisiveness to get things moving. When you remove roadblocks, you often create new momentum and success that would not have existed without you.

[image]Consider taking the lead on a committee. You have definite ideas about what you would like to see happen, and you can naturally influence a group to follow you. You might be comfortable spearheading new initiatives.

[image]Seek roles in which you will be asked to persuade others. Consider whether selling would be a good career for you.

[image]Find a cause you believe in and support it. You might discover yourself at your best when defending a cause in the face of resistance.

Working With Others Who Have Command [image]Always ask this person for evaluations of what's happening in your organization. He is likely to give you a straight answer. In the same vein, look to him to raise ideas that are different from your own. He isn't likely to be a head-nodder.

[image]When you need to jar a project loose and get things moving again, or when people need to be persuaded, look to this person to take charge.

[image]Never threaten this person unless you are 100% ready to follow through.

COMMUNICATION.

You like to explain, to describe, to host, to speak in public, and to write. This is your Communication theme at work. Ideas are a dry beginning. Events are static. You feel a need to bring them to life, to energize them, to make them exciting and vivid. And so you turn events into stories and practice telling them. You take the dry idea and enliven it with images and examples and metaphors. You believe that most people have a very short attention span. They are bombarded by information, but very little of it survives. You want your information-whether an idea, an event, a product's features and benefits, a discovery, or a lesson-to survive. You want to divert their attention toward you and then capture it, lock it in. This is what drives your hunt for the perfect phrase. This is what draws you toward dramatic words and powerful word combinations. This is why people like to listen to you. Your word pictures pique their interest, sharpen their world, and inspire them to act.

Communication Sounds Like This: Sheila K., general manager of a theme park: "Stories are the best way to make my point. Yesterday I wanted to show my executive committee the impact we can have on our guests, so I shared this story with them: One of our employees brought her father to the flag-raising ceremony we have for Veterans Day here at the theme park. He was disabled during World War II, and he now has a rare form of cancer and has had a lot of surgery. He's dying. At the start of the ceremony, one of our employees said to the group, 'This man is a World War II veteran. Can we give him a hand?' Everybody cheered, and his daughter started crying. Her dad took off his hat. He never takes off his hat because of the scars on his head from the war and the cancer surgery, but when the national anthem started, he took off his hat and bowed his head. His daughter told me later that it was the best day he's had in years."

Tom P., banking executive: "My most recent client thought that the flow of capital toward Internet stocks was just a pa.s.sing phase. I tried using a rational argument to change his mind, but he couldn't or wouldn't be convinced. In the end, as I often do when faced with a client in denial, I resorted to imagery. I told him that he was like a person sitting on a beach with his back to the sea. The Internet was like a fast-rising tide. No matter how comfortable he felt right now, the tide was rising with each cras.h.i.+ng wave, and very soon, one of those waves would come cras.h.i.+ng down over his head and engulf him. He got the point."

Margret D., marketing director: "I once read a book about giving speeches that gave two suggestions: Talk only about things you're really pa.s.sionate about, and always use personal examples. I immediately started doing that, and I found lots of stories because I have kids and grandkids and a husband. I build my stories around my personal experiences because everyone can relate to them."

Ideas for Action [image]You will always do well in roles that require you to capture people's attention. Think about a career in teaching, sales, marketing, ministry, or the media. Your Communication talents are likely to flourish in these areas.

[image]Start a collection of stories or phrases that resonate with you. For example, cut out magazine articles that move you, or write down powerful word combinations. Practice telling these stories or saying these words out loud, by yourself. Listen to yourself actually saying the words. Refine.

[image]When you are presenting, pay close attention to your audience. Watch their reactions to each part of your presentation. You will notice that some parts are especially engaging. Afterwards, take time to identify the moments that particularly caught the audience's attention. Draft your next presentation around these highlights.

[image]Practice. Improvisation has a certain appeal, but in general, an audience will respond best to a presenter who knows where he or she is headed. Counterintuitively, the more prepared you are, the more natural your improvisations will appear.

[image]Identify your most beneficial sounding boards and audiences-the listeners who seem to bring out your best communication. Examine these individuals or groups to learn why you are so good when you speak with them or to them, and look for the same qualities in potential partners and audiences.

[image]Keep getting smarter about the words you use. They are a critical currency. Spend them wisely, and monitor their impact.

[image]Your Communication talents can be highly effective when your message has substance. Don't rely on your talents alone; take your communication to the level of strength by developing your knowledge and expertise in specific areas.

[image]You are gifted in fostering dialogue among peers and colleagues. Use your Communication talents to summarize the various points in a meeting and to build consensus by helping others see what they have in common.

[image]If you enjoy writing, consider publis.h.i.+ng your work. If you enjoy public speaking, make a presentation at a professional meeting or convention. In either case, your Communication talents will serve to a.s.sist you in finding just the right way to frame your ideas and state your purpose. You delight in sharing your thoughts with others, so find the medium that best fits your voice and message.

[image]Volunteer for opportunities to present. You can become known as someone who helps people express their thoughts and ambitions in a captivating way.

Working With Others Who Have Communication [image]This person finds it easy to carry on a conversation. Ask her to come to social gatherings, dinners, or any events where you want to entertain prospects or customers.

[image]Take the time to hear about this person's life and experiences. She will enjoy telling you, and you will enjoy listening. And your relations.h.i.+p will be closer because of it.

[image]Discuss plans for your organization's social events with this person. She is likely to have good ideas both for entertainment and for what should be communicated at the event.

COMPEt.i.tION.

Compet.i.tion is rooted in comparison. When you look at the world, you are instinctively aware of other people's performance. Their performance is the ultimate yardstick. No matter how hard you tried, no matter how worthy your intentions, if you reached your goal but did not outperform your peers, the achievement feels hollow. Like all compet.i.tors, you need other people. You need to compare. If you can compare, you can compete, and if you can compete, you can win. And when you win, there is no feeling quite like it. You like measurement because it facilitates comparisons. You like other compet.i.tors because they invigorate you. You like contests because they must produce a winner. You particularly like contests where you know you have the inside track to be the winner. Although you are gracious to your fellow compet.i.tors and even stoic in defeat, you don't compete for the fun of competing. You compete to win. Over time you will come to avoid contests where winning seems unlikely.

Compet.i.tion Sounds Like This: Mark L., sales executive: "I've played sports my entire life, and I don't just play to have fun-let me put it that way. I like to engage in sports I am going to win and not ones I am going to lose, because if I lose, I am outwardly gracious but inwardly infuriated."

Harry D., general manager: "I'm not a big sailor, but I love the America's Cup. Both boats are supposed to be exactly the same, and both crews have top-notch athletes. But you always get a winner. One of them had some secret up their sleeves that tipped the balance and enabled them to win more often than lose. And that's what I am looking for-that secret, that tiny edge."

Sumner Redstone, chairman of Viacom (now known as CBS Corporation), on his efforts to acquire that company: "I relished every minute of it because Viacom was a company worth fighting for and I enjoyed a contest. If you get involved in a major compet.i.tive struggle, and the stress that inevitably comes with it, you'd better derive some real sense of satisfaction and enjoyment from the ultimate victory. Wrestling control of a company like Viacom was warfare. I believe the real lesson it taught me was that it is not about money, it's about the will to win."

Ideas for Action [image]Select work environments in which you can measure your achievements. You might not be able to discover how good you can be without competing.

[image]List the performance scores that help you know where you stand every day. What scores should you pay attention to?

[image]Identify a high-achieving person against whom you can measure your own achievement. If there is more than one, list all the people with whom you currently compete. Without measurement, how will you know if you won?

[image]Try to turn ordinary tasks into compet.i.tive games. You will get more done this way.

[image]When you win, take the time to investigate why you won. You can learn a great deal more from a victory than from a loss.

[image]Let people know that being compet.i.tive does not equate with putting others down. Explain that you derive satisfaction from pitting yourself against good, strong compet.i.tors and winning.

[image]Develop a "balanced metric"-a measurement system that will monitor all aspects of your performance. Even if you are competing against your own previous numbers, this measurement will help you give proper attention to all aspects of your performance.

[image]When competing with others, create development opportunities by choosing to compare yourself to someone who is slightly above your current level of expertise. Your compet.i.tion will push you to refine your skills and knowledge to exceed those of that person. Look one or two levels above you for a role model who will push you to improve.

[image]Take the time to celebrate your wins. In your world, there is no victory without celebration.

[image]Design some mental strategies that can help you deal with a loss. Armed with these strategies, you will be able to move on to the next challenge much more quickly.

Working With Others Who Have Compet.i.tion [image]Use compet.i.tive language with this person. It is a win-lose world for him, so from his perspective, achieving a goal is winning, and missing a goal is losing.

[image]Help this person find places where he can win. If he loses repeatedly, he may stop playing. Remember, in the contests that matter to him, he doesn't compete for the fun of it. He competes to win.

[image]When this person loses, he may need to mourn for a while. Let him. Then help him quickly move into another opportunity to win.

CONNECTEDNESS.

Things happen for a reason. You are sure of it. You are sure of it because in your soul you know that we are all connected. Yes, we are individuals, responsible for our own judgments and in possession of our own free will, but nonetheless we are part of something larger. Some may call it the collective unconscious. Others may label it spirit or life force. But whatever your word of choice, you gain confidence from knowing that we are not isolated from one another or from the earth and the life on it. This feeling of Connectedness implies certain responsibilities. If we are all part of a larger picture, then we must not harm others because we will be harming ourselves. We must not exploit because we will be exploiting ourselves. Your awareness of these responsibilities creates your value system. You are considerate, caring, and accepting. Certain of the unity of humankind, you are a bridge builder for people of different cultures. Sensitive to the invisible hand, you can give others comfort that there is a purpose beyond our humdrum lives. The exact articles of your faith will depend on your upbringing and your culture, but your faith is strong. It sustains you and your close friends in the face of life's mysteries.