Today’s episode is a question that came up this week when I did an event for one of my awesome tech clients here in Austin, Texas. I was checking in with security and he asked about the purpose of my visit. I said I was delivering a StrengthsFinder team session. Pretty soon, he’s telling me his top five talent themes and we were asking each other questions about our CliftonStrengths profiles, which led to the StrengthsFinder answer highlighted in this episode.
My First Major Strengths Insight … Ever
He asked, “What was your first ever major insight from strengths?” So here I am, quickly scanning over 13 years of insights, and boom — it hit me like a bolt of lightning. My answer was that seeing my strengths and the strengths of people on my team (my direct reports) helped me understand that I had some dangerous unconscious biases.
Now, I am not talking about the biases that many workplaces are focused on right now, like racial biases or gender biases. Cognitive bias is another layer entirely. What I discovered is that I had strong cognitive biases.
And being in a people-manager role, this “thinking” bias was leading me to value the decision-making approaches and the thought processes of certain people on the team more than others. It was leading me to appreciate the relationship styles of some people over others. It was leading me to think that some people were high maintenance and not enrolled in our vision.
But once I explored our talents at a team level — our natural ways of thinking and feeling and acting — it helped me discover that I placed the greatest value on people who thought most like me (doh!). It was an especially dangerous bias because I didn’t realize I was doing it.
Cognitive Biases Are Extraordinarily Powerful Yet Often Unconsidered
Just imagine what this awareness could do to improve performance on the team. For example, one person on the team leads through the Consistency, Deliberative, and Intellection themes. She is probably at peak performance when she can think deeply and carefully about changes, how they will affect the people and processes on the team, and how they could be implemented prudently.
Meanwhile, imagine my Strategic theme: decision-making and pressing the go-button fast. And my Individualization theme leads me to rarely feel married to a consistent, standard way of doing things. If a situation calls for something else, I love to adjust and customize and change. To take it further, my Maximizer loves to tweak and change and make things better.
All the while, I am driving her crazy. She likes a steady, stable, predictable world. She likes to get rich context and then study a topic deeply. Yet I’m throwing her constant changes and extending little empathy for the anxiety I cause her.
And if you’ve read the book Strengths-Based Leadership, you know that Stability is one of the deepest needs of your team. So in this scenario, which happens to be a real-life memory from one of my teams, my personal biases and preferences were leading me to create an environment that put her at her worst and left her feeling frustrated every day.
Self Awareness Of Your Patterns
To apply this to yourself, think about your talents and consider these questions:
What kind of people do you most enjoy being around? This tells you something about your relationship-building patterns and preferences.
What kind of thinkers do you love working with? Is it fast thinkers with lots of ideas? Is it careful thinkers who go deep? It is it analytical thinkers who always consider data, credibility, and proof?
What are your trust patterns? My friend Lexy Thompson has this concept of a trust faucet. Are you a person who trusts easily — the type of person who extends trust quickly, like a faucet that is turned all the way on? Or do people earn your trust slowly over time, like you’re releasing it one drop at a time?
As a manager of a team, if you will take the time to understand these things about your team members, you can have massive insights about where you are similar and where you are different from people on your team. And if you’re honest with yourself and you’re willing to be very self-aware, you may find that you are biased toward people who are like you. Or, you might be biased toward experiences that honor your talents or bring you personal energy. Even when these biases are totally fine (which they sometimes are), it’s great to have an awareness of them.
Here’s a super simple example of being biased toward experiences that honor your talents: When I was sitting in the lobby with that client at the security desk, chatting about strengths, there was a Rolling Stones song playing in the background. It’s the one called Sympathy for the Devil. Don’t worry, I’m not about to dive into a lesson on devilish biases.
What happened is that the very moment he asked me my talent themes and I finished by saying the word Woo (my #5), the song breaks into the part where the rest of the band does the “Woo Woo.” I pointed at the speakers and added in my own “Woo Woo” singalong.
He thought it was awesome because his Connectedness talent knows that song came at the perfect moment for a reason and that there are all sorts of connections like this for us to make if we’re looking around for it. My Positivity talent theme loved being able to create a second of comic relief by singing in the middle of the lobby and getting to crack up together.
We each had a bias toward that moment, yet it came from a different motivation and set of values. So that’s another reason why this concept of cognitive biases is fascinating because your preferences might be similar on the outside, yet on the inside, you have vast differences in the motivations and values that sit underneath them. The “Woo Woo” example is totally harmless – not a bias either of us should try to squash. Still, it’s great to be observant of those preferences in the low-stakes moments so that you can be easily aware of them when the stress and stakes are high.
Differences Are Differentiators
The beauty of a strengths-focused culture is that you can see differences as differentiators rather than seeing them as annoyances. It helps you understand how to use each person’s unique awesomeness to improve your overall team performance. And rather than viewing those “different” team members as high maintenance, you can reframe that to understand that there are people on the team that do not think like you.
Surprisingly, this is good news. It means they cover important ways of thinking, acting, doing, and performing that do not appeal to you. And likely, your organization needs some of that “other way.” So if you can value those ways of thinking, you can make the person a superstar in that area. And — bonus! You don’t personally have to spend your headspace in that zone.
For example, I don’t personally love to think about all of the risks and possibilities for where things might go wrong. There are usually people on my team who do enjoy that. So, in this example, I could delegate risk management-related responsibilities to the person who enjoys it.
I could send juicy problems to people with the Restorative talent theme — to people who have a great time working out the solutions — people who love the puzzle of exploring the problems and fixing things. It’s no surprise that my Positivity talent theme doesn’t get energy or enjoyment from wallowing in problems.
To give you another example, a manager I met with last week is not strong in relationship talents and so rather than lamenting all of the critical customer relationships he needed to build, he instead delegated that authority to someone on his team who leads through Includer, Empathy, and Connectedness. Then both people get to have more fun and be more aligned with their highest and best use. The customer gets a better experience. And the company gets better overall performance.
Reflections To Consider Your Biases
So to summarize, take a look at your own biases. Here are three questions to get you started:
Who do you like spending time with? And to go deeper, after you think of those specific people or those types of people, now ask yourself if you tend to believe that the people you like are the higher performers? That’s a dangerous bias I’ve fallen into as a manager in the past.
If you’ve unlocked your full 34 StrengthsFinder lineup, look at your lesser talents, which are probably your bottom five. Ask yourself which themes, at the bottom of your personal list, bring you a tendency to potentially insult those talent themes in others who hold them in their Top 5. For example, Harmony is #33 on my list. And someone who leads through Harmony might feel totally drained in a work environment where people are disagreeing all the time. Well, my Individualization doesn’t mind if people disagree because I think we can all come at things differently and still be a functional team. Yet someone who has Harmony at #1 might get a gut-wrenching feeling when we are not moving toward consensus or not trying to find areas of similarity.
To make this self-reflection even cooler, extend it into an others-assessment also. If you can see the lineup of all 34 of your direct reports, go explore your themes that seem opposite of each other on the surface. Look for where you might drive each other crazy if you’re not conscious of pairing your strengths for and awesome yin-yang thing.
Think about whether your biases are allowing people to be seen and heard and appreciated at work. My friend Dave Stachowiak mentions this on our podcast interview. His insight really stuck with me. And if you think of this in the context of biases, you’ll quickly see that most of us have preferences that would make it tougher for someone else to feel appreciated.
Of course, as your self-awareness increases and as your talent themes mature, you learn to ask great questions and be curious and to value other peoples’ opinions even when you don’t agree with them. And if you want to amp up your emotional intelligence and your overall effectiveness as a leader, it’s important to give this a good consideration.
Burnout Might Bring Your Bias Out
As we bring this in for a landing, it’s important to note that I don’t believe that our strengths and natural talents bring us negative cognitive biases all the time. We have plenty of positive biases as well. Yet we’re human, which means we’re flawed. And you’re probably a growth-minded lifetime learner if you’re listening to a show like this.
So think of these cognitive biases as states of mind that you can change. And that might be more likely to crop up in you when you’re overtaxed, burned out, and falling into lazy thinking. But when your awareness is high, you can invest in those talents to apply them as contributions — and you will be on watch for other people’s contributions (especially the ones that are different from yours). To keep your biases in your awareness, watch for differences and use them as differentiators!