I have a great desire to learn and want to improve continuously. Therefore, the learning process, rather than the outcome, excites me.

I am a catalyst for learning. Whether it is information about an organization’s work, industry trends, or something completely unrelated to my role, I enjoy figuring out the processes that keep my team at the forefront of new information, which can lead to tremendous success.

I am an expert in team development. I push others outside of their comfort zone so that they can develop in their role. The way I see it is simple. I cannot learn what I already know, so I cannot stay exactly where I am. Continued learning and personal and professional development are values that guide my team.

Being always willing to learn new things means I am a reliable manager during times of change. Whether change comes easily is not the point; I excel at challenging others to learn and grow despite their circumstances. Furthermore, what better opportunity to do that than in the face of change?

Learner originally in my CliftonStrengths’ report in 2008 was my second dominant theme after the Strategic theme. As of 2022, Learner is my most dominant theme. Since 2008, as an academic learner, I have acquired an additional master of science degree in industrial systems engineering and a doctor of business administration specializing in business intelligence. In 2022, I also acquired six cloud certifications in four months before retaking the CliftonStrengths’ assessment. Might there be a correlation between my passion for learning after 14 years and its movement to my number one dominant theme?

What makes me stand out?

The chances are that I can block out distractions while working or studying. I have seldom pulled away from a task. I may desire to understand ahead of time what needs to be done. I also expect to receive background briefings and a list of a project’s criteria. Armed with this information, I move closer to my goal. With ease and certitude – having no doubts – I may determine what is and is not essential to know about an activity, event, or project. Because of my strengths, I give little thought to how much time I spend taking things apart to understand how and why they function. I TEND TO BE THRILLED when I can accomplish this in an hour.

However, I willingly dedicate one day, several days, a week, a month, and even more time to acquiring knowledge and skills. My dedication of time to learning is not burdensome for me. I enjoy making discoveries, committing them to memory, sharing them with others, and applying them whenever possible. I likely acquire knowledge more easily when talking with others about ideas, concepts, or theories. Thoughts come alive for me when questions are posed, and answers are proposed. I have a delightful time thinking out loud and listening to intelligent people express themselves. I naturally document or store in my mind bits and pieces of discussions. I want to refer to these insights or facts whenever the opportunity presents itself. Instinctively, I have difficulty giving intense effort to projects, problems, or opportunities that capture and keep my attention. By nature, I crave knowledge. I search for meaningful information. When researching a subject, I will likely delve beneath the surface. I isolate key ideas and thoroughly examine each one. My methodical approach allows me to make sense of a topic. I will probably become an expert because I work so diligently.

How I may apply Learner as a Manager

Identify my team members’ learning styles. For example, some like to read about a topic, and others ask questions; some want to gather and study data, while others aspire to be the first to try something new. Knowing my team members/learning styles helps me individualize my coaching to keep them developing.

Discover how skills, training, and new knowledge will affect business outcomes. Discovering the “how” proves the benefits of learning and the value of growth and development in my team members’ roles. In addition, research supports the link between learning and performance.

Set aside time to learn and share new things with my team. I challenge myself to sort through everything I am learning and share my three most important takeaways with my team. Realizing what is most important to my team helps me prioritize the value over the volume I am learning.

Learn all I can about my team members. Find out their motivation, areas of expertise, values, and career aspirations. I use this information to set them up for daily success and collaborate with them on their long-term career goals.

I work hard and possess a great deal of stamina. I take immense satisfaction in being busy and productive.

No matter the day or the situation, I want to be busy and increase productivity – my own and my team’s. So I look for ways to quickly and efficiently check off boxes on my to-do list, which I, almost undoubtedly, complete and rewrite each day.

I am self-motivated, requiring minimal effort from others to get me started. When turned outward, I can use my internal need for achievement to motivate my team and achieve its goals and set new ones.

Ambitious goals do not intimidate me; my need for intense productivity and success propels me to create such goals for myself and my organization. I share this vision for success with my team, pushing everyone to higher performance.

How I may apply Achiever as a Manager

Please celebrate a team’s success before moving to the next project. Recognizing successes helps my team members understand that I appreciate their excellence and, in many cases, increases their engagement.

Recognize improvements in the team or individual performance every week. Doing this helps my team members keep their momentum while working towards meaningful milestones. In addition, praise encourages my team to continue achieving goals at my own pace.

Start meaningful conversations often with my team members about their goals. These weekly or bi-weekly one-on-one discussions align team members’ efforts with my expectations, keeping them focused on the outcomes they are working to achieve.

Partner with a team member to set a challenging deadline for an upcoming project. This added pressure energizes me as I work to meet a deadline. It will also strengthen my relationship with my team through collaboration.

I create alternative ways to proceed. Faced with any given scenario, I can quickly spot relevant patterns and issues. Initially, when I took the CliftonStrengths’ in 2008, my number one dominant theme was Strategic. As of 2022, the Strategic theme is now number three for me.

What makes me stand out?

By nature, I find the right words to express whatever I am thinking. Nevertheless, though I will be the first to omit, I am only human, and therefore I am not entirely perfect in my use of the right words all of the time.

I offer explanations, discuss ideas, give examples, and share stories. I effectively use the spoken word. Instinctively. I generate ideas quickly. I draw clever linkages between facts, events, people, problems, or solutions. I present others with numerous options at a pace some find dizzying. I once had an executive manager refer to me like a fire hose. My innovative thinking tends to foster an ongoing dialogue between and among the group’s participants. I likely analyze past lessons to find clues for handling future situations. Piecing together the causes and effects of historical events allows me to discover alternate routes to my goal. I am seldom taken by surprise. Why? I probably have studied (Learner) my options and crafted innovative solutions. Because of my strengths, I feel lovely when people value my innovative and original ideas. I will likely help envision what can be accomplished in the coming months, years, or decades. Driven by my talents, I have a knack for identifying problems. I spontaneously generate alternatives for solving them. I have probably considered the pros and cons of each option. I often factor into my thinking prevailing circumstances and available resources. I feel life is good when choosing the best course of action.

Generally, I consider multiple paths, scenarios, and plans that may lead to similar outcomes, and I easily move my team forward by quickly finding the most effective one. These choices and complexities might overwhelm my team, but I see the line that cuts through the mess and leads to a clear path to success.

I instinctively have an alternate strategy when the first plan does not look like it will work out. As a result, team members are confident in my ability to lead them because they know I have thought out multiple ways to achieve success.

My natural ability to see possible complications helps my team stay focused on the most important goals while I strategize how to avoid any obstacles. I will help my team navigate the course, adjusting the route as needed.

How I may apply Strategic as a Manager

Give my team options. Rather than always directing team members to my desired choice of path, show them the best two or three options and let them have an opinion on what is best. I sort through scenarios and anticipate potential challenges quickly, but my team’s buy-in creates a shared strategy that can ensure the path to success.

I talk to my team members about their career goals. I ask them how they plan to achieve their aspirations and what obstacles could slow them down. Then, as they consider how to accomplish their career objectives, my Strategic theme supports them by giving them different ways to achieve their goals.

I tell my team that I am a thinking resource. When stumped by a particular problem or hindered by an obstacle, I become a mentor for my team members. My strategic thinking may be beneficial and effective when team members know they have issues but cannot find a way forward.

Find the best, most straightforward path forward to achieving goals. I help team members navigate and thrive during times of change by making connections they cannot see. I see patterns where others see chaos and complexity. Then, I set the course to lead my team ahead.

I search for reasons and causes. So I can think about all the factors that might affect a situation.

Before deciding on my team or organization, I gather as much information as possible to compare different options. This need to analyze is my way of maintaining credibility and proving to myself and others that I have made the best choice. Having time to think is not a want – it is a need.

My evidence-based approach to concluding helps my team members trust that I will make the right decision without personal biases or prejudices getting in the way. I insist that my team members have thorough and concrete ideas.

I can manage team members’ emotions with objectivity and logic. However, I believe focusing solely on emotions will not guide anyone to a healthy or satisfactory conclusion. Instead, I bring clarity and balance to my team.

How I may apply Analytical as a Manager

Break down new processes, technology, or systems into their most essential parts. Then, train my team using this approach. My ability to simplify the complex will increase team members’ clarity and confidence.

Share my three best decision-making questions with my team. Then, establish these questions as criteria for all team members to use to decide priorities and strategies. Sharing and providing an opportunity to ask questions helps my team quickly reach an agreement without relying on opinions.

I have frequent question-and-answer sessions with my team. Before the meeting, I have team members give me questions to answer or have them bring at least one to the discussion. The question-and-answer sessions energize me and develop my team members’ critical thinking abilities.

I help my team members become more aware of their successes and contributions to the organization. I create and present charts, diagrams, and graphs that show progress toward individual and team goals and successes year-over-year. Data are robust, so I use them to show the team how it has grown and inspire continuous improvement for the future.

I feel confident in my ability to take risks and manage my own life. My self-assurance is because I have an inner compass that gives me certainty in my decisions.

I make good decisions that others trust. Not selfishness or vanity drives my confidence, but genuine faith in myself and my choices. My decisions cultivate a deep trust in me among my team members because they know they can count on my decisions.

My perspective is unique. I am sure of my routines, worldview, and more. Therefore, outsiders must not tell me how to manage my team, think about my work, or choose for myself. I know and value my team, so I believe I am the only one capable of managing it.

I stand behind my team members and their actions. My self-assurance eases their insecurities, worries, and fears. As a champion for my team members, I help them feel appreciated and stronger.

How may I apply Self-Assurance as a Manager

I challenge my team to do more. I asked team members if they knew they would not fail and what they would take on that would lead to success. When I challenge employees, they are more engaged, innovative, and efficient. My Self-Assurance theme can be the spark that ignites invention and implementation.

Recognize employees for being confident in their contributions. Team members get self-confidence from different sources, such as their ability to think, create great relationships or do excellent work. While I believe in my abilities, I learn where my employees get theirs and support it.

I develop my team members’ confidence. I discover what Self-Assurance means to them by asking where they want to apply it in their role. I ask them who has the type of confidence they admire and where they could increase their own. I can encourage and guide team members based on their answers.

I rely on and celebrate my team members’ expertise. I am confident in what I know and can do, but I am equally not threatened by others’ abilities in areas where I am less competent. My confidence helps me develop my team members’ self-confidence in contributing to the team’s success.

I take psychological ownership of what I say I will do. I am committed to stable values such as honesty and loyalty.

What makes me stand out?

By nature, I customarily take on additional duties or tasks when I feel optimistic about myself and my life. I likely have a strong sense of commitment. It motivates me to make sure that things are carried through to completion, even when difficulties arise. Chance is good that I refuse to shirk my obligations. I am eager to fulfill my commitments. I am often described as earnest. My dependability is a hallmark of my personality. Because of my strengths, I feel life is best when I am truthful about my talents, skills, education, successes, experiences, or background. I am determined to dispel my illusions about myself and others about me. The truthfulness of my talents is likely to be one of my top priorities. As long as I do not pretend to be someone I am not, I am happier and a healthier human being. Instinctively, I am willing to undertake additional tasks. Because I am tireless, I want to keep busy. I delight in taking full ownership of my work. I continually discover more things I can, should, or must do. I willingly accept the consequences of my words, actions, and lack of action.

Responsibility, initially in 2008, in my CliftonStrengths’ report, had been my number five dominant theme. Now, as of 2022, Responsibility has shifted down to number six out of my top ten themes.

I always do what I promise I will do. My values of honesty and loyalty are the foundation for my team’s standards. Because of my unwavering dependability, my team members know they can always count on me. If I say I will do it, I will – no questions. Because my team members trust me, my employees feel inspired to meet such high expectations and levels of success.

Because I feel personally responsible for my employees and their performance, I always set them up for success. I ensure that my employees have the resources to do their jobs well and on time. As I care for them, I model a willingness to take on more, a commitment to meeting timelines, and a team player’s dependability.

I rarely give things up; instead, I take on more. I work tirelessly to achieve all that I have committed to and do it with excellence. My team admires that in me as a hard worker and someone others trust to get things done.

How I may apply Responsibility as a Manager

I decide who is the best fit for each project. Then, before each assignment, I figured out who on my team could do it best or whom I could partner with to do it best. My answers can help prevent responsibility overload. They will also ensure that I manage the process and completion of these tasks.

I encourage each team member to accept their role responsibilities. I continually adjust expectations and ask for opinions about resources needed to complete assignments. By keeping ownership at the core of my coaching, I model the value of Responsibility through focus and follow-through.

I stay connected to top priorities by keeping an accountability list. First, I write down the three or four most important priorities. Next, I determine importance based on my greatest organizational, relational, or team goals. As more requests come in, I weigh them against these priorities. Regularly I remind myself of my existing commitments.

I delegate tasks often and intentionally. I do not have to do everything myself. While handling over duties might feel like I am neglecting my responsibilities, delegating creates developmental opportunities for my team. I find ways to give team members work to help them grow in their roles and meet their goals.

I am intrigued by the unique qualities of each person. I have a gift for figuring out how different people can work together productively.

I naturally know what my team members need. Because I know their strengths and weaknesses and how they like to work, I assign tasks and roles based on whom they are best suited. Why leave success up to chance when you know how to build a successful team where everyone feels like they are winning individually?

I am unsatisfied until I make each person feel seen, heard, and valued. To do this, I get to know my employees better in the context of work while discovering who they are on a personal level. Knowing and understanding my team members helps me build stronger, longer-lasting relationships with my team members.

I am not too fond of one size fits all approaches, which shows how I engage with my team members. Performance conversations, goal-setting discussions, and recognition look different for each person. Nevertheless, I notice the slightest difference in people – and I appreciate those differences.

How I may apply Individualization as a Manager

Recognize my team members regularly. Describe each team member’s best contribution to every major success. Praise helps them become more aware of their unique ability, encouraging them to use it more often and leading to new levels of success.

Recognize each team member’s communication preferences. For example, ask them how often they want the two of us to get together, their communication preferences, and how they process information best – whether it is reading, discussing, or listening.

Ask each employee to describe their best day at work. What they did, the goals they achieved, whom they worked with, and the recognition they received. These insights can help me and the team member find ways to create opportunities for more days like their best.

Learn how each team member works best. Once I do, I can better position them to succeed. For example, some employees need to think, while others need to talk, some need a partner, while others prefer working alone. Moreover, while some need to ask questions, others want to jump into action. Knowing this will help me motivate my team members more effectively.

My intellectual activity characterizes me. I am introspective and appreciate intellectual discussions.

I am not afraid of difficult questions – I welcome them. On the contrary, thinking about challenging concepts or ideas – especially if they are related to my team – energizes me. For me, it is less about the exact idea I am considering and more about having time to consider it freely.

My team members trust that I carefully make decisions. I am critical of even my thoughts as I think deeper about them. My employees might describe me as wise and as someone who has great depth.

Having me present at the start of projects is good because I consider questions and ideas that others might avoid. Being a part of the initial project startup means that I can prepare team members for success before assigning them a task. I lay the groundwork that leads to their success.

How I may apply Intellection as a Manager

Encourage my team members to ask me questions. Before progress reviews or other more formal coaching conversations, give team members a list of questions to pick one or two from to ask me during these meetings. My Intellection theme creates in-depth questions, and by allowing my team members to select specific questions, they get ownership and see their priorities.

Connect with my team members about the philosophical why behind their work. My Intellection theme gives me insight into the meaning and purpose of each role, function, and project. Insight into each role, function, and the project helps me inspire my team beyond the who, how, and what.

Have more in-depth conversations with my team during times of change and transition. These intellectual conversations with my team members about the team’s purpose help them accept and effectively implement the required changes.

Put time on my calendar for thinking. Protect as much as I would any meeting or project. I need intentional and regularly thinking time. The energy, clarity, and focus I get from dedicating time to reflection help me make more substantial contributions to my team and improve my leadership skills.

I have a presence. I can take control of a situation and make decisions.

I say what is on my mind, and others hear my opinions. My transparency means that my team is a part of everything. Team members are aware of my goals, expectations, and ideas and the reasons behind them. My confidence gives my team confidence.

I know my team better than anyone, and my assertive nature inspires me to defend my team members and fight for the resources they need to do their jobs with excellence. My team members are loyal to me because of this.

My team members value my opinion and input. They understand my confidence and trust that I will take control of situations and make the best decisions for the team. I excel at aligning their actions with a team or organizational goals.

How I may apply Command as a Manager

Challenge my team’s goals. Growth requires risk, and my fearless attitude inspires team members to embrace these new challenges.

Have conversations with disengaged individuals about their performance and engagement. Frequently assess my team for actively disengaged members. Then, I am confident to start a discussion with these members could solve a problem that others may have ignored.

Use my Command theme wisely during team meetings. Listen to all ideas and opinions before deciding on the best course of action when the time is right. My team will appreciate the ability to contribute to the discussion and my resolve to consider all the best ideas.

Give my team members everything they need to do their jobs. I will not mind taking a stand or working hard for my team members to get them exactly what they need. I know how to involve myself as an advocate or coach to resolve resource problems.

I am adept at dealing with problems. I am good at figuring out what is wrong and resolving it.

My team members know that they can come to me with their problems. Not only am I OK with this, but I also encourage it. I try to find issues and look to resolve them. While some perceive their team’s setbacks as tiring, seeking resolutions to difficulties energizes me.

My process approach emphasizes efficiency and wholeness, which means no broken parts. My restorative process approach frees employees to do their job with excellence, knowing that things are as they should be and that the moment something breaks, I can fix it.

I am relatively unconcerned with potential risks or roadblocks because I focus on the problems happening now; if something breaks – a process, a project, an idea, or a person – I want to fix it, no matter how complex.

How I may apply Restorative as a Manager

Look for shortcomings that limit performance development. For example, quality training and developmental resource gaps can prevent employees from fulfilling their professional potential. Identify gaps in my team members’ developmental goals and find ways to meet every member’s growth needs.

Communicate my role as the primary problem solver for my team. My ability to see beyond present conditions to find the root cause of the problem and a solution keeps team members confident when unexpected circumstances arise. Encourage team members to approach you with issues that keep them from meeting and exceeding goals.

Help team members identify and define present issues. Then, find the cause of the problem and solutions to fix it. Ask team members what challenges they, and then coach them through a solution by asking what they want to happen. Answering these questions helps my team focus more on solutions to the problems than the problems themselves.

Ask from team members’ perspectives when I am solving a complex problem. I tend to solve problems alone for the sheer joy of problem solving. Nevertheless, by doing this by myself, I will not develop team members or increase their problem-solving ability. On the contrary, involving them in finding a solution will build their confidence.