Focusing on strengths is powerful for individuals, transformative for teams, and a multiplier for leaders. But the real opportunity comes when strengths move beyond the personal and become part of an organisation’s culture.
We all have moments when we feel energised, focused, and at our very best. These moments are often powered by our strengths — the natural tendencies, talents, and preferences that shape how we think, feel, and act. Yet, for many people, their greatest strengths remain underexplored, unnoticed, or underutilised.
We all have moments when we feel energised, focused, and at our very best. These moments are often powered by our strengths — the natural tendencies, talents, and preferences that shape how we think, feel, and act. Yet, for many people, their greatest strengths remain underexplored, unnoticed, or underutilised.
Everyone seems to be talking about intergenerational teams right now. With Boomers delaying retirement, Gen Z entering the workforce, and everything in between, there’s no shortage of opinions on how to make it all work. But what if we’re looking at it the wrong way?
The ability to effectively cope with change, navigate uncertainty and act without the full picture is certainly a skill that effective teams have had to develop - well before the arrival of COVID-19. During this current period of uncertainty, we have all been compelled to draw on these skills and act out of immediate necessity – to make rapid decisions, re-think, re-prioritise and adapt for the future. This is galvanising and testing even the strongest and healthiest of teams.
Measuring personality to realise potential
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