Managing your Talents [25] - Communication

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

Mostly, you like to explain, to describe, to host, to speak in public, and to write. But, unlike what most people think, this talent is not only about speaking.  It is about processing your thoughts - be in in words, art, music, photography or writing.  This is your Communication theme at work. Thus - be very careful not to confuse this talent of Communication with the skill of teaching, preaching or public speaking...
To you, 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 or image. This is what draws you toward dramatic words and powerful word combinations. This is why people like to listen to you, or take note of your method of communicating. Your communication pique their interest, sharpen their world, and inspire them to act.  And, most importantly, it is how you process your thoughts.

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 Communication?

Communication is probably one of the most misunderstood talent themes, simply because it is confused with mere speaking or talking. If you understand what it is exactly, you can manage it well.
Communication is not the mere skill of teaching, preaching or public speaking.  Communication is also not simply the tendency to talk a lot.  The talent of Communication can better be understood by "verbal, or image-like processing".  This means that your need to communicate through this talent is mostly as much for your own benefit as it is for those of others.  When you verbalize, write, paint or compose, you process your thoughts.  You can teach someone the skill to communicate well.  But your talent needs management and development, through a specific skill.  A better word to describe this talent, in my opinion, is the word "Expression".  You have the need to express yourself.  If managed and developed by adding knowledge, skill and experience, you become someone who express your ideas, feelings or knowledge in an exceptional manner.  But, if mismanaged, your expression can be reduced to mere "rambling".

How?

Your Communication talent and the need for expression absolutely need to be linked to a skill and a "platform" of sorts.  You need space to let your expression flow, to let it out.  This also require skill.  Speaking is and art.  So is forms of expression like painting, drawing, writing to photography and filming.  Make an intentional effort to acquire skills which fits your way of flowing in this talent.  Polish the medium through which you choose to communicate best.  Gain experience.  And, just as important, find a platform.  Somewhere to share your expression.  This need not be professional....but could just as well be, and make for a strength that boost a career.

Your need to express your thoughts - especially when it is verbal expression - is often linked to your need to process. Where a talent like Intellection process thoughts inwardly, Communication tend to do it outwardly. This, if not managed well, could become a detriment.
Communication is a talent that can cause a very specific characteristic.  You talk a lot. According to some - and maybe according to yourself also - you talk too much.  This is exactly because you say not only what you think, but you talk when you think. You not only love to debrief and to soundboard...you actually need to do it.  If it is not in the moment, it will be with friends or family afterwards.  Telling them about everything that happened after the fact - in details - in order for yourself to process it, is very normal for you.  But, especially in the workplace, you need to manage this well....for obvious reasons.

How?

First of all, be aware of the fact that what you regard as normal when it comes to talking and the need to talk, is for most others overwhelming.  They do not have the same need as you do.  Also, be aware that there are people who are drained when having to listen to your thoughts. Not everyone are good listeners.
In the workplace, your talking should be limited - most of all in an open plan environment.  Some people need silence in order to do their work.  Be aware of this and accommodate it.  I am not suggesting you "switch off your talent", as you should not, and cannot.  But, every talent does have a "volume knob", where you can turn it down.  In your case it means sometimes literally turning the volume down!
Also, be sure you have people and times where you can let your talent flow - especially when this talent plays out verbally.

Now, go and express yourself!!!

- by Dries Lombaard, Director of Strategic Engagement at the Strengths Institute SA.

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.

Managing your Talents [24] - Arranger

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

"Arrangers are conductors. When faced with a complex situation involving many factors, people with strong Arranger talents enjoy managing all of the variables, aligning and realigning them until they are sure they have arranged them in the most productive configuration possible. They are shining examples of effective flexibility, whether they are changing travel schedules at the last minute because they found a better fare or are mulling over just the right combination of people and resources to accomplish a new project. From the mundane to the complex, they are always looking for the perfect configuration. They are at their best in dynamic situations. Confronted with the unexpected, they jump into the confusion, devise new options, hunt for new paths, and figure out new partnerships — because, after all, there might just be a better way."

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 Arranger?

You are a team player. You need to be part of a team dynamic in order for your Arranger talent to flow.  
Arranger as a talent is not merely the execution of plans, organizing and administrating.  It is acting like the conductor within a team. So, in effect, managing your Arranger well means managing your role in a team well.  Arrangers are not always, and should not always be leading or even managing a team.  Some of the best work of a strong Arranger does not flow top down as a manager, but in expressed sideways as part of a team. The support an Arranger give within a team when it comes to multitasking, being able to zoom in and zoom out at will, and organizing on the go is what makes them so effective.  So, your role and clarity on it is crucial. You need to manage this.

How?

First and foremost:  get clear on your role in the team(s) - if you are not. Then get clear on how your Arranger will contribute best within this role, no matter what the position is.  Secondly:  you need to communicate the abilities and strength of your Arranger talent to the rest of the team - especially to your manager if you report to one.  Your talent should be able to contribute freely without it being seen as a way for you to step over boundaries within the team.  Only clear communication and awareness of all about your Arranger talent and your intentions to serve with it will ensure this.

You are brilliant at multitasking, responding to pressure and getting things done. Maybe sometimes a bit too effective...  
Don't get me wrong - I will never try to limit the wonderful power of a natural talent.  But some are so effective in execution that the same energy and brilliance which makes it so special, also could be detrimental.  As a team player the Arranger brings a crucial element of practical effectiveness to a team.  But you need to remember that you have an ability to both see the big picture and zoom into the detail. That ability is rare in its natural form.  And it is exactly at this aspect where your talent itself could hijack you in understanding and delegating efficiently to others. This should be managed well.

How?

Actually, it is easy to say....but not always so easy to do. "Simply put the team members first - not the task."  I know this sounds too obvious. But in it lies a key to the management of Arranger talent.  You can actually get most of what you want done, done by yourself.  But that is not the point at all.  The point is that you arrange and organize in such a manner that your execution of the task makes others stronger and more effective also.  A conductor who simply conducts in front of the mirror is simply having fun on their own.  Your focus should be to get the team playing at their best - but you will always be playing with them also.  You are a do-er. But do not forget your team. They need your unique abilities to see, plan, organize, execute and delegate.

- by Dries Lombaard, Director of Strategic Engagement at the Strengths Institute SA.

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.

Managing your Talents [23] - Command

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

"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."

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 Command?

Command is a pattern of thought, feeling and behavior which comes so natural to you, that you do not realize when it offends someone. 

Command in a mismanaged form really comes over very strong. To you, it is nothing...it is simply the way you express yourself and get things done.  But you should realize that Command as a talent is one of those "loud" talents.  The "default volume" of your Command may really be too "loud" for other talents.  You need to learn how to control your "Command volume".

How?

If ever you feel the need to get a point across, get someone moving, or to differ from someone, consciously focus on your voice, mannerisms, expressions and body language. You already have presence - you need not create more. The way your Command derives energy from confrontation is very unique to this specific talent. Most people will never understand that.  So you need to apply emotional and social intelligence when you feel this talent flowing. Realize that you will need to compromise at times in order to win others over.  Not every situation warrants confrontation. The best way for you to manage this is to always as yourself:  "Am I reacting, or responding?"  Command is quite a reactive talent.  Think your response through first.  And then, be gentle.  You do not have to worry that you will become "soft".  Even you in a gentle state will be perceived as commanding by most.  Just be aware of it.  And turn down your volume.

Command has a strong need to control.  This can very easily become over-controlling...even micro managing.  

The talent of Command is comfortable with the reigns. This is the strongest quality of this talent. When the going gets tough, the Command talent gets going. Your absolute comfort with taking and holding control could hijack your "senses" in terms of the effect it has on those you control or command.  They could find it extremely intimidating and even offensive - and you will most probably be quite oblivious to those feelings.  You need to manage this tendency to over control and "take over" very wisely, to prevent it turning into a detriment.

How?

Remember that your understanding and perception of control and even conflict is in another galaxy to most others - especially if they have "softer" talents like Harmony and Empathy.  You also need to understand that your need to hold the reigns and call the shots is matched by other talents but for very different reasons. And, very significantly, you should embrace the idea that you are not always the best person to lead a team or manage a project.  People and projects have stages, and each talent can play a very precious and practical role within the process if they understand when to step forward and when to step back.
You will find that your Command talent is much more challenging to be managed in its NEED than it is in its CONTRIBUTION. Be sure to have an awareness towards the drive from this need.

Important Note:
If you have this talent of Command or not, you need to know that this Strength is one of the most misunderstood talents by those who do not have it, and also a very challenging talent to manage for those who do have it.
The bottom line:  have grace with the Command talent.  It is an awesome Strength if used and perceived with wisdom.

- by Dries Lombaard, founder and owner of Africanmosaic and Director at Strengths Institute SA.

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.

Managing your Talents [22] - Discipline

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

"Your world needs to be predictable. It needs to be ordered and planned. So you instinctively impose structure on your world. You set up routines. You focus on timelines and deadlines. You break long-term projects into a series of specific short-term plans, and you work through each plan diligently. You are not necessarily neat and clean, but you do need precision. Faced with the inherent messiness of life, you want to feel in control. The routines, the timelines, the structure, all of these help create this feeling of control. Lacking this theme of Discipline, others may sometimes resent your need for order, but there need not be conflict. You must understand that not everyone feels your urge for predictability; they have other ways of getting things done. Likewise, you can help them understand and even appreciate your need for structure. Your dislike of surprises, your impatience with errors, your routines, and your detail orientation don’t need to be misinterpreted as controlling behaviors that box people in. Rather, these behaviors can be understood as your instinctive method for maintaining your progress and your productivity in the face of life’s many distractions."

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 Discipline?

  
Your structured thoughts, emotions and actions are your strength. You prepare. You plan. You execute with precision.  This strength sets you apart from the pack.  You may wonder why other people can function at all without precise planning and structure. But apparently they can. And to your surprise they are even effective in their "chaotic, unplanned" manner.  But this is exactly the strength of your Discipline talent.  And it may well make it difficult for you to function productively in unplanned, unstructured environments.  Fact is, most of the world is simply not as structured, neat and organized as you.  So the answer is not to try to change the world to be like you.  First, realize that you are not crazy.  But others aren't crazy also.  People simply differ. Any talent theme can be over-used, or miss managed in a way that it hijacks your thoughts, feelings and behaviour. The answer lies within your own talent management.

How?

Discipline has a need for structure, order and plans.  You should feed this need.  Make sure you either get into a structured and predictable environment, or that you create it for yourself.  Although you mostly could function within uncertainty and even chaos, you will find it emmensly draining.  It is the order, structure and predictability that gives you energy.
Remember that many situations and environments in the world does not function in, or even support structure.  You need to accept that.  But this is also exactly the place where your talent can shine brightest, and contribute most!

Discipline has a need to contribute practically and consistently.  The talent of Discipline makes you a hard worker.  You have strong finishing power, and also the virtue of self discipline to see things through.  You may become increasingly frustrated should you be held back, or limited to contribute through hard work and diligence.

How?

Again, this is a situation that you must create. Not all types of work or environments have enough substance to fill the need of a hard working person with Discipline.  Be sure to offer your time and support to fill this need.  Obviously, manage your time and rhythms well. Have clear healthy boundaries.  But accept that you are more productive, and have more capacity.  Use it.  Offer it to others. Make a substantial difference.

NOTE:  You may be labelled by others - or even by yourself, as "OCD" (Obsesive Compulsive Disorder).  This may be true if professionally diagnosed, but very often it is not the case.  You may simply have "OCB" - Obsessive Compulsive Behaviour. That is not a disorder. It is simply a strong preference flowing from the need of the Discipline talent.  A disorder is disruptive and detrimental to the extent that it has a real negative and detrimental effect on your life in all arenas - if not treated. Yes, Discipline talent can also be disruptive and detrimental if miss managed, but be very careful to brand yourself as having a disorder if it is actually a wonderful strength you have.

- by Dries Lombaard, founder and owner of Africanmosaic and Director at Strengths Institute SA.

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.

Managing Your Talents [21] - Connectedness

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

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.

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 Connectedness?
 

You are an expert at seeing the big picture and the patterns within it. You understand connection and interaction. This is great, but it can also become a problem if not managed well. With Connectedness you know intuitively how different elements in any system connect together, impact on each other and relate. Your intuition is very finely developed and sometimes you just “know” the potential consequences of actions or circumstances. You love to connect the dots, drawing conclusions from seemingly unrelated facts or sensing information that is not obvious. You may have learned to play with combining concepts to produce very creative results and depending on your other talents may be very good at facilitating highly productive connections between people. You are a systems thinker and it is difficult for you to look at anything in isolation from that which surrounds it. This needs to be well-managed.

How?

You need to create boundaries within the systems which are so comfortable and familiar to you. It is very easy for someone who has not learned to manage it to become overwhelmed by the complexity of the systems in their world. Having Connectedness presents you with a lot of choices unless you find a way to limit them. You may be able to use your other talents to assist you with this or you must become master of the playing field, learning to identify and apply strict criteria for making choices which will limit the options. Your awareness of the interdependence of the variables in any system may also paralyze you with how often the answer to a question is, “It depends.” This makes it difficult for you to commit. Manage your imagination and your emotion to ensure that you are not allowing fear to master you. 

Connectedness as a talent needs to explore new avenues. You should actively feed this need.  Bear in mind that Connectedness is a “chameleon talent”. It is highly influenced by your other talents. If you enjoy learning, then Connectedness will feed you with a never-ending source of things to learn – with one thing inevitably leading to another and so on. If you are highly relational, then Connectedness will show up with a hunger to explore more about people and how to facilitate their interaction. If you are a planner and thinker then Connectedness will enable you to explore and consider all the variables and learning to organise them will make you highly effective. If you value spiritual development then Connectedness will cause you to explore connections between spiritual concepts and other elements of life.

How?

A critical skill for someone with Connectedness to learn is the ability to do safe fail experimentation. Try things – small things, often. See what works and what doesn’t. Build on what works, abandon what doesn’t. Another skill which may be very useful to you is the ability to network effectively. You innately see potential in inter-relationships and when you learn to connect people, great possibilities can be unleashed. Explore creativity techniques to enhance your ability to conceive really great ideas and then find others with whom to partner to make them a reality. Become a master of systems thinking. Learn about how different systems work and how to work well within them. Feed yourself with good information. Your highly-tuned intuition works with the information at its disposal and the better this information is, the more likely you are to make good decisions.

- by Janet du Preez, Executive Strengths Coach within the TalentMosaic Network.

Janet du Preez is a strategic maximiser; uniquely qualified with masters level studies in health sciences, psychology and business, to understand the psychological and practical systems which underlie behaviour and outcomes. Also an Africanmosaic trained strengths-performance consultant, she inspires and supports leaders who create great organisations where people choose to invest their best assets in a complex, changing competitive world. She is recognized as an experienced coach and masterful facilitator who utilizes creative techniques to craft enjoyable, interactive and participative transformational and collaborative thinking experiences for individuals, teams and organisations. She is the Managing Director of Tools of Greatness, the originator of the Dynamic Engagement Framework and of the TalentID processes and is on the academic board of the Worldsview Academy.

www.toolsofgreatness.co.za  


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.