Hidden Strengths by Thuy Sindell & Milo Sindell

Author:Thuy Sindell & Milo Sindell
Language: eng
Format: epub
Publisher: Berrett-Koehler Publisher
Published: 2015-04-25T04:00:00+00:00

Figure 3. George’s Hidden Strengths Assessment—Skill Rankings

When George finally hired someone to handle his Weaknesses, he had more time to work on his ideas about how to move the company forward. He took the focus off his Weaknesses and concentrated on his Hidden Strengths. By eliminating having to manage the minutiae of his job, he had a much greater impact on the company’s future.

Your Hidden Strengths Report

The first step in reviewing your Hidden Strengths report is looking at the section that lists the skills in your top 20 percent—your Natural Strengths. These higher-scoring skills should not surprise you. They are typically not only the skills you feel you do very well but the ones you use most often.

Think about the connections between these skills. Do you see any patterns? For example, do most of them belong to a specific skill category, such as Leading Others? Do they mostly relate to the ideas you have and how you talk about them (i.e., Leading the Organization), or are they more clustered around how you demonstrate Integrity and Emotional Control (i.e., Leading Self)?

It is time to determine the story that the data are telling you. Don’t get caught up in exactly where the top 20 percent ends. Instead, look at the skills as clusters within the four skill categories: Leading Self, Leading Others, Leading the Organization, and Leading Implementation. Which have you become overly dependent on in your current role?

Next, take a look at your Hidden Strengths—the ones that fall in the middle 70 percent or so of your skill set. Again, look for patterns in the data. What clusters of skills are you seeing? Can you find any clusters related to your ability to Leading Implementation in your organization? When it comes to Leading Others, are you strong at Partnering and Relationship Building but just okay at Influencing Others? This may mean that people like working with you but you are not doing enough to leverage those relationships to push for new ideas.

Reflecting on your short- and long-term professional goals, are there any Hidden Strengths that you should immediately begin developing? Which of the twenty or so skills that fall into your middle range should be your first targets for turning into Learned Strengths?

Finally, let’s examine your Weaknesses—the bottom 10 percent of skills that seem to be a no-go no matter how hard you try. Remember the bandage approach to managing your Weaknesses. Which of these skills can you avoid doing at all? Which can you delegate? What about the ones you absolutely can’t ignore? Can you spend a minimum amount of time on them to become proficient enough to get by?

Now that you have completed and reviewed your assessment, let’s proceed to the final part of the book to learn how you can create your own Hidden Strengths Development Plan.

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