Showing Our Strengths
Are you a Woo? An Activator? An Acheiver, Analytical? Strengths training can reinvigorate team spirit and foster a healthy atmosphere in tough times Sep 15, 2010“Any questions?” library director Sasha asked her department heads, sitting back. A real Political Animal, Sasha nodded as the debate opened around the table. Within seconds, Fly-off-the-Handle Sue had protested the new administrative proposal. Slowpoke Richard geared up his predictable “let’s-wait-and-see” response. Touchy-Feely Candace tried to smooth some ruffled feathers. Meanwhile, Snake-in-the-Grass Sondra sketched out a plan on the flip chart. Smiling, Sasha and Just-the-Facts deputy director Bill enjoyed the interaction.
As did everyone else, because they were appreciating the respective strengths each person brought to the table. In that room, Fly-off-the-Handle means “Activator,” Slowpoke means “Deliberative,” Touchy-Feely has “Empathy,” Snake-in-the-Grass is a master of strategic thinking, and so forth. Instead of feeling irritated, one is simply impressed by the scope of talents at the table.
Planning for the future
Back when leadership academies were proliferating (a mere two years ago), succession planning was a key curriculum component. Solano County, CA, like many other entities, was looking at impending retirements of top-level administrators, and so it began to groom prospective leaders. The County’s administration designed an “emerging leaders” institute, to which it invited all departments, including the library. All of this made perfect sense, given the demographics.
Such planning has pretty much fallen by the wayside as we all grapple with fiscal survival. Assumptions we made—for ourselves as well as our colleagues—have been turned on their heads. Retirement, upward mobility, and other dreams seem to have been put on pause. Those who thought they’d be retired are still chugging along, while other positions remain unfilled or are held by interim folks. Despite the discouraging atmosphere, all is not lost, because a gem emerged from our county’s leadership institute—the introduction of StrengthsFinder™ training.
Developed by Gallup over roughly 40 years of interviews and refinement, and used steadily since 2001, this online assessment tool “helps people find their talents.” From the positive psychology school of thought, Donald O. Clifton and his colleagues devised a list of 34 themes that they felt represented strengths that people might carry inherently. Rather than focusing on weaknesses, things to fix, the Gallup StrengthsFinder™ gives a “Top 5” ranked list of traits/talents that may help shed light on your work personality. Strengths training has been administered in universities, public agencies, and medical establishments, and it is quite the rage in corporate training circles.
Gallup’s 34 talents have tantalizing names like “Activator,” “Relator,” “Futurist,” or “Arranger.” Some names are more indicative of traits, like Woo (working the room), Empathy, or Positivity. Each of the talents is annotated, with examples of how that particular trait might be exhibited. The level of specificity enables one to get beyond simple statements such as, “She’s so good with numbers.” These categories are all trademarked by the Gallup organization and capitalized here when referred to by name.
What’s the allure of this positive approach? Michele Jackman, our trainer, put it this way: “The addiction to focusing on weakness evolves from a well-ingrained habit of noticing people’s and each other’s weaknesses and expecting them to change to fit what we want from them. It is a down side of parental messages, educator’s judgments, and maybe even feedback from friends. Sometimes we rebel and TRY to do things we are not good at just to prove we could be. That usually fails as well.”
Confirming our hunches
Two of our “emerging leaders” (one of whom is now our director, Bonnie Katz) came back from the county’s strengths training so fired up that the library administration decided to have all of our department’s managers and supervisors take the test and experience strengths training as well. Katz, then our assistant director, could see the potentially energizing effect of this approach on our library’s upper and middle management staff. A total of 23 people participated in the training in June 2009. It was certainly one of the most interesting processes I’ve ever gone through in my career. Most inspiring was getting together with everyone else and openly talking about these results.
Solano County Library is fairly progressive as far as training goes, and our managers and supervisors had gone through personality testing before. But this really resonated, perhaps because we were given recognizable terms and descriptors. It’s rather liberating to be told that you’re strong in “Activator” rather than “she flies off the handle and hits the send button.”
Even the most guarded among us took to this approach of turning apparent negatives into positive personality traits. The training didn’t provoke the usual cynicism or backbiting, either: people were genuinely curious. Those more in tune with their own traits (age and therapy can do that for you) might not have been so surprised by their personal test results, but the affirmation was nice. Jackman says “I think it is practical, clear, and works better with highly trained and professional folks like librarians who probably are not surprised when they see their High Five Strengths.”
And that’s the whole point. Instead of being told—once again—that you are not any good at math (and with only two of our people scoring Analytical, we’re clearly in trouble), you are commended for your talent in being remarkably responsible or your penchant for making customers feel at ease. Knowing someone’s true leanings gives others a chance to let that individual hone the designated talent through application and training and develop it into a true strength.
What does a trainer bring to the table?
Some of us were so captivated by the training that we went on a buying spree and tested our families. A couple of supervisors bought copies for their departments and conducted small in-house trainings. Two of us conducted in-house training for our circulation supervisors, using lessons we’d learned from our own trainer. While that can work, bringing in an outside trainer—if you can afford it—is the best way to go. Jackman brought a level of credibility we value. Her leadership training reinforced the test with work behaviors that set the organization on a positive road.
“I use many tools, but this one is most relevant for influencing change and working as a team,” she says. “It creates a ‘strength organization chart’ that others can use when they need assistance.”
What did we find out?
Not surprisingly, there’s a trend among librarians. Out of 23 participants, a serious cluster nestled around Input, Intellection, and Learner. In brief strokes, that means people strong in collecting information, interested in thinking, and eager to learn. A full 60 percent possessed Input, 57 percent had Learner closely followed by Intellection. Outliers were Woo (working the room), Focus (staying on point), and Self-Assurance (sense of authority), with a woeful showing of Analytical and Futuristic.
What about the nonlibrarians? Look at this configuration. These four represent nonlibrarians, with their top five talents, in our management ranks:
PUBLIC RELATIONS FISCAL OFFICER IT COORDINATOR LITERACY MANAGER
Ideation Strategic Strategic Strategic
Input Achiever Individualization Achiever
Strategic Learner Maximizer Connectedness
Woo Responsibility Analytical Learner
Empathy Individualization Arranger Relator
These individuals bring much-needed talents to our organization—traits not clearly evidenced in the librarian management ranks.
Early this year we branched out and offered an in-house training for our circulation supervisors. Their talents didn’t look so “librarian-y”either; rather they exhibited a strong showing in Harmony and Context. In other words, they are looking for ways to smooth things out and resolve conflict based on past history and library rules. What perfect talents—probably developed into full-blown strengths for the veteran supervisors—for the folks who put out the spot fires at the customer service desk. And what important traits for the supervisor librarian who works most closely with that circulation supervisor to recognize: respect for each other’s priorities and how to present a team approach to our customers.
The circulation supervisors began working on more immediate topics in their training and have task forces working as a result of their training.
Is anyone ever dubious about a self-identified strength? Yes, but what is startling is the group validation. “What do you mean you don’t think you’re an Achiever, Mary? You are the essence of that strength—you accomplish so much and are so efficient!” Do people abuse the test? We’re going to assume best intentions here.
Can there be too much of a good thing? When all your management weighs down with one trait, it might be time to mix it up. No can do? Well, start small and try some ad hoc committees or task forces to distribute strengths. (See “Implications for a Library,” p. 30.)
What’s next?
We hired one new librarian supervisor this past year, and she was given the in-house training and added to the growing Excel spreadsheet grid of management names with their talents. A year later, folks still describe the training as the best they’ve ever attended. “It gave me another way of knowing you,” said one, while another stressed how well we’re putting complementary skills together.
What did we wish for the most? That line staff could take it as well. “It would be such a morale booster.” It would “help them shine.” To quote Jackman again: “We cannot all have the same talents and skills—and we shine when we focus on our strengths to resolve pressures or stressors, and we get to use them at least a couple of times a week.”
As a result, we crunched the numbers and examined our skinny training budget, ultimately deciding to train the staff. Approximately 100 staffers have an exciting opportunity awaiting. Our training won’t be fancy—peer training and our infamous flip charts—but that’s okay.
What matters is that we’re investing in our staff and moving forward from a position of strength.
IMPLICATIONS FOR A LIBRARY
1: Succession planning This is probably obvious, but when you lose a key person it's good to be able to itemize the talents that person brought to their position. Was it their self-confidence, their ability to get along with other department heads or community leaders, or the sense of responsibility they brought to their work? The search committee can incorporate those traits into their process as they meet new candidates or look internally for likely prospects. In-house succession planning means staff must have opportunities to demonstrate their strengths and be recognized for their efforts.
Strengths training provides an effective way to break down some of the typical hierarchical layers so pervasive in libraries. It opens up new lines of communication. For example, that first day of training we were given an assignment for a project that matters a lot to our organization-the renewal of a sales tax initiative that sundowns in 2014. Much of our current success can be attributed to the passage of that measure in 1998, and we know that we must enlist our public's support again in the near future. However, many of the library's current administrators will be retired by the time the next bond campaign is in full swing. How can the library develop momentum? Based on our strengths chart, we were divided into new subgroups to work on this topic. These included a communications group, a strategic group, and a morale-boosting group.
The results were catalytic. Working in small group settings with the director gave some of us insights into her style and a chance to put a buzz in her ear about a topic that line staff have been championing. The watchful employee with a sense of strategy could build on that session; the watchful director could pick up on traits she might have missed in the day-to-day structure.
You try it: Put some new faces on your next interview panel, bringing in those who are strong in gauging character to help you pick new hires.
2: Project planning Here's the scenario: the Assistant Director assembles an informal meeting with Librarians 1, 2, and 3 and an outside community member so the latter can make a presentation about a proposed collaboration. The presentation is a little dull, and her remarks don't immediately engage the group. Librarian 3 rolls her eyes and mentally dismisses the proposal. Librarian 1 is mentally coming up with workshop dates and "maybe we could try these scenarios," while Librarian 2 turns to the Assistant Director after the meeting and volunteers to participate in a specific program the guest had referred to obliquely. She found the kernel of an idea and ran with what made sense for the library. When Librarian 3 hears 2's ideas, her interest is sparked because she trusts 2's intuition. Librarian 1 joins in, and the ball is rolling.
LIBRARIAN 1 LIBRARIAN 2 LIBRARIAN 3
Arranger Learner Learner
Connectedness Connectedness Focus
Empathy Empathy Input
Ideation Ideation Achiever
Individualization Strategic Maximizer
You try it: Use your team's assorted strengths (as those in the chart above) when setting up ad hoc committees or task forces. Concentrate on bringing together people with dovetailing strengths that guarantee a mix of reflection, pragmatism, and action.
3: Team building/morale booster The endless barrage of budgetary woes has brought us all down. Any project or special programming is couched with "but how can we pay for that?" Even worse are the staff vacancies that remain unfilled. Rumors abound! It's not news that we all shore up the holes with departmental transfers (not always requested) or interim assignments.
One manager used strengths training as a team builder when such a situation came up: the deputy in the unit was retiring, and her position was not being filled. The manager realized that she was inheriting four staff members who were justifiably anxious about how their workflow was going to be affected and also how well-established team cohesiveness was going to survive.
With a coaching/fact-finding mission, this manager wanted to address the immediate concerns (down one staff member-the deputy) and also recognize the inherent talents of each of the remaining staff members. By knowing what the remaining four staffers'-and in this case, we had the retiring individual take the test as well-talents were, she could craft some strategies during the transition without sacrificing the group's established high level of customer service.
Results? The manager found she didn't have to be a mind reader about individuals she didn't know very well. The library had a record of "what was so special about the retiring individual's" strengths. The team has a clearer idea of how to make new work assignments in a way that won't sabotage each member's preferences.
Did the team love it? Yes and no-and that's part of the charm of this method. Those of us with the learning and emotional tendencies run with it immediately. The more matter-of-fact types are not quite as effusive about the results. It's not a pep rally after all.
You try it: Consult your employee's strengths chart before his next evaluation, and together craft at least one performance goal that reflects his talents.
4: Staff appreciation Having said that, a pep rally isn't such a bad idea. Positive psychology can reap great rewards for a suffering staff. Having a personality test appeals to just about everyone (it's all about me!), and as a group, library personnel really do like to gather information.
Looking at your staff from a strengths-based approach cuts across some of the generational divide issues as well. When a boomer manager finds out that one of her many-pierced and tatted Millennial library assistants is scoring high in "Responsible," she might rethink her assumptions about that worker's ethos. Youth, job titles, and external appearances won't matter so much.
The supervisor who loves to dwell in ideas and brainstorming can better understand why her direct reports who score high in Achiever (drive and efficiency) bristle when she doesn't get back to them in a timely manner. Just because your talent is in musing doesn't get you a free pass: use your team members who know how to execute procedures and plans to jump-start your dreams.
The test results also might influence modes of communication: frequent meetings or briefings? Or email and more independence? What some perceive as micromanaging others crave. It's pretty effective to know who's who!
You try it: Host a retreat or training for your line staff, and ask them to help address an important issue. Make sure to follow-up with action (see #1 and #2).
5: Personal development/self-awareness Strengths training is a confidence builder. Perhaps you aren't so sure this library job is cutting it anymore. Maybe you got your MLS, and now there's not a librarian position in sight. Your supervisor might be on extended leave, and you aren't getting any feedback from anyone except demanding customers with their own problems.
Take this test and rebuild your confidence. Acknowledge your leanings and devise a plan to pursue your goals. Even if your job is very clearly defined and limited in scope, make your game plan and find a way to demonstrate your abilities. Is it time to leave your current job and try something different? This is not a civil service moment-it's about your inherent talents, and you need to grow them into true strengths.
You try it: Take the test and redo your résumé.
What's This Test Like?
It's similar to other personality assessment tests where you are given a battery of questions about which you may feel passionately or more neutral. After reading the background behind the test design, it's clear that Gallup worked hard to avoid making the questions easy to skew. The StrengthsFinderTM Profile is Internet-based.
You take an online test-approximately 180 paired choices ("I read directions carefully" vs. "I start tinkering right away") requiring 30 minutes of uninterrupted time. The choices are different, but not always opposites; sometimes you will like both choices (but have to pick one), and other times you will feel quite neutral. It's all part of the design. Results are tabulated, and you receive a brief report indicating your top five talents (the basis of your strengths) out of the 34 possible traits listed in the book. Gallup has been quite successful with its strengths test; ordering the right book is important. We've used two titles:
Now, Discover Your Strengths
by Marcus Buckingham & Donald O. Clifton. 2001. Free Pr:
S. & S. ISBN 9780743201148
Used for formal, supervisory training because it has more extensive applications of how to work with staff and their traits. There are examples of complementary talents and those that might cause conflict between individuals.
StrengthsFinder 2.0: A New and Updated Edition of the Online Test from Gallup's Now, Discover Your Strengths
by Tom Rath. 2007. Gallup Pr. ISBN 9781595620156.
This is a smaller edition suitable for a curious individual, line staff, or larger departments. Every individual has to have her own copy because the online code is packaged with the book.
Teresa L. (Terry) Jacobsen (Empathy, Individualization, Connectedness, Ideation, Arranger) is Supervising Librarian, Training and Virtual Services, Solano County Library, Fairfield, CA
