Assessing your Strengths
It is only in recent years that organisations have鈥痓egun to adopt a 鈥渟trengths-based鈥� approach to鈥痳ecruiting and developing their employees.鈥疪ather than the traditional management emphasis on addressing weaknesses, emphasis switched to harnessing the person鈥檚 inherent strengths to optimise levels of individual motivation and achievement
A strengths-based approach can also help you to map your strengths to roles or potential careers.
Key Facts about Strengths:
Strengths are鈥痸iewed as鈥痠nnate and 'pre-existing' capacities,鈥痵imilar鈥痶o鈥痶alents.鈥疐or talents to become strengths however, (similar to opera singing or classical guitar playing) they need to be developed through practice so that they become .
They are energising. Using our strengths can enhance our wellbeing鈥�because it feels authentic鈥�� unlike skills or competencies in which you excel but鈥痙o not enjoy.鈥�For something to be a strength, there must be a 'powerful, intrinsic, motivation' to use it. (Peterson & Seligman, 2004, p.18).
Harnessing your strengths can lead to your greatest achievements.鈥疊y enabling, 'optimal functioning, development and performance',鈥�you are more likely to fulfil鈥痽our potential鈥痠n the pursuit of鈥痸alued outcomes 鈥� valued by you and/or the organisations and causes you serve.鈥�
Being able to recognise and communicate your strengths will provide you with invaluable material for job applications and interviews.鈥�
Strengths-Based Self Assessments
The is based on more than 30 years of research,鈥痠nvolving thousands of structured interviews,鈥疭trengthsFinder assesses 34鈥痵trengths,鈥痬ainly鈥痺ithin occupational settings, and provides a鈥痙etailed鈥痜eedback report that documents one鈥檚 top five themes of talent.鈥疉s the strengths are assessed in occupational settings, this tool is ideal for those with professional experience.鈥�
The VIA Questionnaire measures 24 signature strengths, which are loosely organised under six virtues (wisdom and knowledge, courage, humanity, justice, temperance, and transcendence). The feedback reports again provide the respondent with a brief description of their five signature strengths. The VIA Questionnaire is broadly 鈥�theoretically based, having been developed 鈥�based on鈥痚xtensive academic groundwork by Character Strengths and Virtues, and handbook by Peterson & Seligman, 2004. You can take the questionnaire here: (Peterson & Seligman, 2004).鈥�
An equally effective way to begin to identify your signature strengths is to reflect on the following questions鈥痑nd share the 鈥渁t your best鈥� examples that emerge鈥痺ith a鈥�Careers鈥�Advisor, coach or trusted mentor.鈥�
- What are the things that you do best?
- What activities energise you?鈥�
- What do people tend to praise you for?
- When in your life have you excelled and enjoyed the effort involved?
- When have you solved a difficult problem or overcome an obstacle?
- What were the key strengths and resources that you drew on in both situations?鈥�
Of course, it would not be sensible to dismiss weaknesses, especially at an early stage in your career. There are many skills in which a basic level of competence is required these days to鈥痓e employable, (e.g. interpersonal skills, organisational skills, IT, emotional intelligence). Avoiding a鈥�weakness鈥痽ou have in these key鈥痑reas could lead to problems later. By taking the time to address those weaknesses now, you鈥檒l have鈥痑chieved the basic level required so that鈥痽ou are freed up鈥痶o focus鈥痑gain鈥痮n what you do best.鈥�
Complete the 鈥淪trengths and Weaknesses鈥� sections of your Personal SWOT.
