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?
"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.
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.
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.