If you map out the strengths of the people you work or serve closely with, you'll probably discover some interesting things. I've got a big spreadsheet of people that I know closely and their strengths - I've been tracking this for a few years. Not only that, but if I've read your blog or follow you on twitter or read a book you've written, and you've published your top 5 somewhere, you are probably on my spreadsheet too. It's one of the subtle ways I stalk you.
Past clusters of people I've worked with seem to gravitate towards Developer, Adaptability [which I posted about yesterday] and Belief. These all make sense - those teams were in the business of helping mold students as part of cross cultural experiences - you can probably see how people with those talents would gravitate towards that.
Not only does the task of a team potentially attract specific talents, it may be that the specific leader also attracts those talents. It might also be true that a leader is able to build a team that reflects his or her strength set. We know this to be true in other venues as well - for instance, students in a youth ministry reflect their youth pastor, like it or not.
It's a proven metric for leadership - how well does a leader attract followers. The next level is whether this leader attract followers that can build on his strengths as well as creating teams that build on the organization's collective strengths.
This post is from a series of posts about what I've learned most recently from the Strengths Finder assessment. Part 1, 2, 3.
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