Do not mistake "Self Awareness" for "Self Development"

Self-awareness is, and always has been, the best starting point, and  indispensable step towards self-development.  But it is not the same as self-development.  You cannot self-develop without self-awareness...but you can be self-aware without going the next important step towards self-development.
And most people, unfortunately, fall for this. They stop at self-awareness, and hope that by some miracle having the awareness of self will make all the difference.

It won't.

Over the last 20 years I have come across, participated in and studied dozens...if not hundreds, of self-awareness tools.  Many of them are excellent.  Some are so-so. Many, unfortunately, are absolutely unverified thumb-suck junk. Very few takes you past self-awareness towards self-development.

Working in organizations, companies and teams, I come across many who have done each and every self-awareness toll they could possibly find. As I mentioned, some are very good, and a necessary first step.  Tools like Meyers-Briggs (MBTI), DISC, Keirsey, Jung Typology Test, Enneagram, VIA, and many others are well researched, tried and tested over decades.  They really help in the discovery of your inner self, in many ways.  But, seldom - if not never - have I seen consultants or coaches being able to take these tools and apply them towards real development of a person.  Mostly, it is a "wow" experience, and people honestly finds it very interesting and even liberating to give words to what they know they are.  But, after a while (and not too long, I must say), the feeling subsides and the results fades into a "so what" feeling.

Moving from Discovery towards Development

Moving from a process of discovery to a journey of development, is moving the science towards an art.  Many people can understand and explain the science within an assessment.  Very, very few are true artists who can take those results to a level that changes the way people act and interact in a sustainable manner.

I chose years ago to specialize in the use of the Clifton StrengthsFinder.  I did this for a very specific reason:  the StrengthsFinder was developed as a development tool, and not merely as a tool of awareness and discovery.  Not that it does not do the latter!  I found StrengthsFinder to be one of the most accurate discovery tools out there.  But, it opens the door towards true development - something very few other tools do.

Move from Awareness towards Discovery with the CSF

Taking StrengthsFinder from a tool of awareness and discovery and applying it as a developmental tool for individuals and teams, acquires specific knowledge and skill.  Anyone can read a couple of books and then unpack the content with someone else...calling it "coaching".  Very few has the trained and experiential ability to go beyond the knowledge and help people develop in a meaningful way. Here are a couple of pointers, when it comes to the CSF and sustainable development:

1. The CSF provides two reports:  the Top 5 and the All 34.  The Top 5 report only reveals your first 5 Talent Themes, and not the 29 that follows - for this you need the All 34 report.  You are extremely restricted to do development with the Top 5 report.  It is merely a great assessment towards discovery and awareness.  Think about it:  only seeing the Top 5 out of 34, is like going for a medical checkup and only allowing the doctor to examine your head.  It reveals a lot, but not nearly enough in order to make a meaningful diagnosis. As a human being your are extremely complex in the interaction of your various Talents.  Only seeing the Top 5 menas that you have very little to work with in a development journey.
2. You need to acquire a lot more knowledge that merely the descriptions of each Talent Theme. I cringe when I see so many people selling themselves as "Strengths Coaches" only to read the paragraphs on the report that people can in any case read themselves.  There is so much more towards each of the 34 Talent Themes, that you can spend a lifetime studying them.  Each Talent Theme is so dynamic and rich in personal application, that I can honestly say that I have never found two people who experience a similar Talent Theme in exactly the same way. Understanding how to interpret and unpack this, takes years of ongoing study - not merely reading a couple of books on the subject.
3. You need to understand and practice the art of understanding the dynamic interaction between the 34 Talents.  This is where the CSF leaves all other assessments behind.  No other assessment has so much inter-dynamics and unique combinations as the CSF has. This accentuates the uniqueness of each person, but it also unlocks true development of a person.  Dynamic interaction between the patterns of thinking, feeling and behaving is a place where you can truly start to develop yourself - or someone else for that matter.  Doing this is an artful skill. It goes much further than mere knowledge.  It requires 10'000 hours of practice.
4. Understanding and then managing who you are, is just as important as understanding and managing who you are not.  You cannot simply focus on the Top 5 or 10 Talents, and expect that to make a difference.  Yes, build on your strengths!  But also embrace your weaknesses.  This does not mean that you should try and fix your weaknesses or turn them into strengths.  But you should understand why you are drained and weakened when you are engaged in certain situations where a specific pattern of thinking, feeling or behaving does not align at all with who you are.  This then can lead to taking the needed steps and actions in order to move towards strengths development.
5. A strength is a natural pattern of thinking, feeling and behaving, applied productively in a near perfect activity.  Getting to that level is not achieved by merely being aware of who you are.  Getting to that level is achieved by consistent hard work, focused within your natural energizing talent areas. In other words, it is a journey....sometimes a lifelong journey.  You do not achieve a strengths based career, a strengths based team or a strengths based company by doing a couple of workshops guiding you towards mere knowledge of self and others.  You need to apply this knowledge productively, effectively and above all consistently towards the achievement of a personal, team or organizational application within a specific context.  Most people or organizations are not up to the task...not because it is difficult, but because it requires perseverance - something our current fast-fix culture knows little about. Maybe this is why most motivational and inspirational speakers are so busy, while those sticking to their guns to bring effective and lasting change are few and far between.

Distinguish between Fireworks and Space Shuttles.

My plea to all coaches and consultants out there is simple and clear:  if you provide mere awareness enhancing activities and tools, then at least be honest about your intent and end product. Shoot up the fireworks, but don't promise the moon and stars.

And my plea to the professionals out there (CEO's, HR managers, OD professionals etc):  if you are serious about lasting change, then don't opt for the "next best biggest and greatest tool of excitement".

Look back... How many times have you done this?  What have you really achieved? Sticking to a process of development that builds on accurate and honest self awareness and discovery is the key towards real and sustainable change - that will lead to success and growth.



 - Dries Lombaard
Director: Strategic Engagement at Strengths Institute South Africa

Managing your Talents [12] - Strategic

According to Gallup, the essence of the talent theme of Strategic is the following:

The Strategic theme enables you to sort through the clutter and find the best route. It is not a skill that can be taught. It is a distinct way of thinking, a special perspective on the world at large. This perspective allows you to see patterns where others simply see complexity. Mindful of these patterns, you play out alternative scenarios, always asking, “What if this happened? Okay, well what if this happened?” This recurring question helps you see around the next corner. There you can evaluate accurately the potential obstacles. Guided by where you see each path leading, you start to make selections. You discard the paths that lead nowhere. You discard the paths that lead straight into resistance. You discard the paths that lead into a fog of confusion. You cull and make selections until you arrive at the chosen path — your strategy. Armed with your strategy, you strike forward. This is your Strategic theme at work: “What if?” Select. Strike.

But a talent like this on itself is quite meaningless unless you develop and manage it. That is why we believe that "a well managed talent becomes a strength, but a mismanaged talent becomes a detriment".

How do you manage the talent of Strategic?
  
First, your incredible talent of Strategic could take you "all over the show". You see options not only fast, but you see so many, that it can confuse your colleagues or team, and it can even start to drain you!  Just like any other talent, you see through it, not even being aware of the filter it creates.  It is like glasses.  You get so used to it that you do not notice that you have it on until you take it off and your focus changes.  Your incredible talent to see clear and many options instantly may not have an "off" switch.  This means that you constantly see new options, and better or easier ways to do things.   This surely is an amazing talent to have.  But, if you do not manage it well, it could very easily create confusion, irritation and even disengagement with your colleagues and team members.  They do not necessarily  have this ability.  And your constant surge of new and better ways may be interpreted as uncertainty or even instability.    


 How?

You should manage this talent well by setting boundaries for it.  You cannot simply step on the gas with this one.  It needs brakes from time to time.  Apply it. Create some intentional skills or even pointers to help you manage your constant surge of new options. Your Strategic talent drives you to act on the options you see.  It has an immediate practical consequence.  Obviously when applied at the right time in the right manner, this ability is crucial to any team. So, you need to think before deciding.  You need a "pause" button. Do not think about this as a constraint.  It will make your Strategic all the more effective and respected.  Remember that your team might start to regard your decisions as "only temporary", because you will simply make another call at the next opportunity.  Even when, to you, the new call fits in perfectly with the direction, others might find this very difficult to see or understand.  You need to take them with you.  Remember:  if you understand it (your Strategic), you can command it (control it).

You need to apply focus.  Although you have the capability to do many things at once, be sure you focus in such a way that you engage others, and sustain yourself.

A second important aspect of managing your Strategic, is understanding, that part of this talent's strength is its ability to "make the call".  Not only do you instinctively see many options and possibilities, but you have the ability to act on it by making the call to action. This is a great ability, but, in alignment with the previous point, needs management.  Making the call is crucial, It leads to action and productivity.  Making the call without consulting others, without considering implications, and without aligning your call with the bigger picture, can be detrimental.  It may work well in certain, life threatening situations like war or were safety and survival is at stake. But I have seen so many times how this ability of the Strategic talent, combined with position and power, alienates a team and even destruct cohesion. The best sign of this happening, is taking it seriously when your team gets disengaged from your decisions, and you regularly start loosing team members that simply resign.  You may regard this as a weakness on their side, but it is actually often mismanagement on yours.

How?

Make the call after you gave it time and consideration. Involve others in your call - even if it is simply for them to understand it.  Most important of all, do not let your position or power taps into this talent and cause disengagement with others - obviously except when it is a matter where you need to make a fast call.  But you need to understand that sometimes, waiting a while and involving others, will have more advantages than a fast call being made.


Now go and offer this awesome talent to the world!

- by Dries Lombaard, founder and owner of Africanmosaic and TALENTmosaic.

Important note when reading this: in this series, I simply focus on the specific talent in isolation. I do not take the crucial element of Talent Dynamics (two or more talent themes combining) into consideration. This is very important as any Coach should take that into consideration when coaching people in their talents. But you need to understand the challenges that the talent theme on its own might hold. Therefor the challenges in managing the talent as explained below might not be applicable to everyone, as the dynamics with some of their other talent themes might override the specific challenge and "make up for it". But, knowledge of the most common management challenges in every talent theme still is crucial in talent development and when turning the talent into a strength.  All information is my own, acquired by years of Strengths Coaching experience, and not verified or scientifically tested by Gallup. The definition at the beginning is the intellectual property of Gallup, and well researched.