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Strengths as activities for which one can provide consistent, near-perfect performance. Skills, knowledge, and talents โ along with the time spent (i.e., investment) practicing, developing skills, and building a knowledge base โ combine to create strengths.
๐๐ ๐๐ก๐ก๐จ represent the ability to perform the fundamental steps of specific tasks, such as driving a forklift. Skills are not naturally recurring; one must acquire them through formal or informal training and practice.
๐๐ฃ๐ค๐ฌ๐ก๐๐๐๐ is an acquaintance with, and understanding of, facts and principles accumulated through education or experience.
๐๐๐ก๐๐ฃ๐ฉ๐จ are natural ways of thinking, feeling, and behaving, such as an inner drive to compete, sensitivity to the needs of others, or the tendency to be outgoing at social gatherings. Talents come into existence naturally and are less likely to be acquired like skills and knowledge are. Our most powerful talents represent our best opportunities to perform at levels of excellence.
Dominant Talents into Strengths
Dominant Talents naturally appear frequently and powerfully in a variety of situations. They can take the form of yearnings or areas of rapid learning. They can be areas of great personal satisfaction or areas in which one experiences a sense of timelessness. A yearning can be described as an internal force that leads one to a particular activity or environment time and again. Rapid learning reveals talent through the speed at which one anticipates the steps of a new activity, acquires a new skill or gains new knowledge. Satisfaction is a positive emotional response to successfully meeting challenges that engage oneโs greatest talents. These energizing experiences are often evidence of a dominant talent at work. Timelessness also can serve as a clue to talent. Being engaged in an activity at a deep, natural level can result in a lack of the sense of time passing. This indicates a level of engrossment in that activity that is consistent with a deep natural talent.
Individuals can develop a heightened self-awareness or add knowledge and skills to develop those talents into strengths. The more an individual exercises a talent and refines it through added knowledge and skills, the more integrated and stronger it becomes. Then they can consider it a strength. Individuals who can identify and develop a heightened self-awareness of their strengths will be more likely to leverage their positive attributes and achieve higher success than will those who do not have a self-awareness of what they do well or those who focus on improving areas of lesser aptitude. Following the identification of strengths is the integration of the strengths into oneโs self-view. Changes in oneโs perceived sense of self have been found to be enduring turning points in Oneโs life. Ultimately, the change in an individualโs perceived sense of self helps the person interpret the situation and context around them through a different lens and, thus, leads toward changed behaviours and improved performance at work.
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Set specific goals with timelines to motivate yourself.
Opportunities for visibility occur every day. Your task is to become aware of those opportunities, be open to them, and be prepared to take full advantage of them. Focus on situations in which you can do: Create Impact, Exercise Influence, or be Recognized for your accomplishments.
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Bring intensity and effort to the most important areas of your life.
Your accomplishments are the currency you use to calculate your value to the company. Not only does tracking your accomplishments create concrete examples of the value you provide, but the tracking process itself will give you confidence. As you review all that you have accomplished and become aware of the progress you have made, you will become more comfortable telling others, in very specific terms, how you can provide value to the company.
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Take ownership for the things that matter most to you.
If you take on increased responsibilities and do more than what is being asked of you, executives will take notice of your initiative and proactive behaviour. Employees who are rewarded and promoted are the ones who stand out. By increasing your responsibility and doing more, youโre less likely to stagnate in your position and you raise your chance of finding more interesting projects that challenge you.
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Honour your values; they keep you on course during tough times.
If you donโt believe in yourself and your abilities, it can be nearly impossible to convince others that you have what it takes. Self doubt persuades you to keep a low profile and blend in so that no one will challenge you to prove yourself. You tend to play it safe and avoid the limelight. That kind of behaviour is at the opposite end of the spectrum from the behaviour necessary to become promotion material.
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Look for opportunities to do important work where you can help others raise the bar.
To notice and identify unique or unknown opportunities, youโll need to think differently than your peers. Youโll want to liberate yourself from the confines of your current way of thinking and be creative and unconventional. This will involve how you evaluate topics such as business conditions, demand, competition, industry knowledge, and technological advances. You want to come at each situation with a completely different perspective. Business leaders seek opportunities where others arenโt looking.
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Strive for excellence, and encourage others to do the same.
In our quest for excellence, itโs easy to take our innate abilities for granted. Itโs not that we donโt value them; theyโre simply overlooked as we attempt to develop more noticeable accomplishments, such as landing the big account. As you document your accomplishments, devote some time and attention to the qualities that come naturally. Learn how you can use your skills and abilities to excel at your job. Once youโve become acquainted with your gifts, come up with a plan that will showcase them at work.
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๐๐ฃ๐๐๐ซ๐๐๐ช๐๐ก๐๐ฏ๐๐ฉ๐๐ค๐ฃ
Appreciate the uniqueness in each person you meet.
As a manager, you might not receive recognition for your success, but thatโs OK. Appreciate your team membersโ efforts and make sure they receive the praise they deserve. Concern yourself less with your own recognition and keep the focus on your team.
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Share your visions of a better future.
Sharing your visions with your Peers and Mentors will take a personal interest in your career and play a more active role in helping you meet your goals for advancement and professional success. They encourage your growth and challenge you to reach higher levels within the company. They know your key accomplishments and major achievements. And they are acutely aware of your potential for future success. Armed with this information, advocates are able to effectively represent you in your bid for promotions. They campaign on your behalf, create visibility with senior management, and directly assist you in advancing the organization.
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Always have at least three options in mind so you can adapt if circumstances change.
Risk-taking is a key catalyst for successful business in the 21st century. Companies that do not skilfully navigate risk are quickly superseded by more innovative businesses. The same is true for executives. To remain on the leading edge, executives must learn to embrace risk. They look for opportunities to seize new markets, find new opportunities to improve their bottom-line, enhance existing business operations and functions, make smart decisions, and have a fresh and raw ability to communicate and lead.
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Use your passion for learning to add value to your own and othersโ lives.
Take the initiative and be proactive every time the opportunity arises. Your desire to constantly look for opportunities and improve current situations involves not accepting the comfortable, stable, and existing environment. You must train yourself to always improve a situation. To be proactive, you need to look for opportunities, new and old, and find creative ways to make them better.
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