Most of us tend to hyperfixate on our weaknesses. But reflecting on your innate strengths—the skills that come naturally to you and set you apart—can help you maximize your potential and make a unique impact in your role.

General strengths are competencies and are often driven by externally motivating factors. Think of the skills you have to acquire for your work (maybe working with Excel spreadsheets) or your daily life (maybe diapering a baby).

Innate strengths, on the other hand, are internally motivated and oriented. These strengths are instinctive, differentiating, and energizing. Because they come easily to us, we might even feel intrinsically motivated to do them. For example, if there’s part of a project you find yourself consistently starting with, or a task you particularly enjoy, it probably requires skills that you’re innately good at.

Because most of us overlook our innate strengths, we often need external data to help us recognize them. There are several ways to begin gathering that data:

Start by asking mentors and colleagues for their feedback. Questions like, “What situations do I thrive in?” or “What makes me a good team contributor?” or “What type of work do you see me get excited and energized by?” can reveal strengths you might overlook. Their insights, drawn from observing and working closely with you, are valuable data.

Then, put yourself in new situations. Look for opportunities to take on tasks, projects, and responsibilities. Pay attention to what you gravitate towards naturally and pick up easily. New experiences can activate hidden strengths that remain dormant in familiar settings.

Finally, be aware of your biases. Be mindful not to project your strengths onto others. Not everyone has the same innate strengths as you. When someone doesn’t meet your expectations, reflect on whether it’s because they lack a skill you naturally possess. This awareness can help you better understand yourself and your collaborators.

In a world that asks you to obsess over self-improvement, try to forget about your weaknesses for a while. They’ll still be there when you come back to them. Instead, do the most radical thing you can: Work to identify and develop your innate strengths, and then use them with intention.

For a deeper dive into discovering your strengths, and the strengths of your teammates, consider the following classes from Learning & Organization Development.

• CliftonStrengths for Managers (in-person) on October 24th
• CliftonStrengths for Individual Contributors (in-person) on November 18th

References:
Harvard Business Review (2024, June 19) Sanyin Siang: Identify – and Develop – Your Natural Strengths

Team building has a bad rap. In most companies when a supervisor says, “We’re going to do some team building!” employees start re-running old episodes of The Office. It’s one thing to see it on TV but getting a real-life taste of your manager mimicking Steve Carell’s insanely-awkward-try-hard leadership style just isn’t as funny.

Despite its reputation for being lame, team building is the most important investment you can make for your people. It builds trust, mitigates conflict, encourages communication, and increases collaboration. Effective team building means more engaged employees, which is good for company culture.

Year-over-year, Duke earns a spot as one of the country’s best places to work and team building is a big part of that. Here are some ground rules to consider when it comes to planning activities for your people.

Don’t force the corporate stuff. The most successful, memorable team-building events are the ones that don’t feel like a day at the office. Activities that overtly aim to draw in leadership lessons or practical takeaways are less powerful. Spending time together, sharing an experience or working towards a common goal allows bonding to happen more organically and far more effectively.

Ditch the company picnic for a unique activity. It turns out that happiness and learning are tied very closely together. Trying new things with your staff can generate good vibes among employees, which in turn benefits the business itself. Choosing something unique and slightly outside of people’s comfort zones can encourage them to come together in new ways.

It’s not a splurge – it’s an investment. You don’t have to book fancy, expensive trips or experiences, but don’t skimp either. Be willing to make a real investment. At the end of the day, it is a totally worthwhile investment, and the team will feel appreciated.

Keep the positive energy going at the office. Most team-building falls flat because it’s a one-time activity – done and then forgotten. It’s key to find ways to keep the excitement going. The challenge is creating opportunities for people to connect and interact in meaningful ways, outside of regular meetings or presentations.

One way to do this is to take a gratitude break. Save a few minutes after a team meeting for team members to share a quick appreciation. Don’t overthink it. It can be as simple as, “I’m grateful to Sarah for making the coffee extra strong this morning,” or “Thanks to Tom for helping me organize my presentation files so I could be more efficient during our training.”

How do you know you’ve gotten team building right? If there was laughter, a sense of excitement and accomplishment, and maybe a few Instagram moments, you’re definitely on the right track! Still feeling stuck? Contact Learning & Organization Development for more ideas.

References:
Forbes (2016, Mar 9) Brian Scudamore: Why Team Building is the Most Important Investment You’ll Make