5 Common Myths about Strengths Based Leadership

Across many industries and large corporations, strength-based leadership and coaching is becoming the norm.  With that in mind, I thought now was a better time than ever to have a look over what are the common myths surrounding Strengths. So let’s dive in…

1. Strengths = things you are good at

In part, this statement is correct but at face value is too simplistic for such an important concept.  

Strengths are 100% the things that you are skilled at and can excel in.  However, the most important component is missing here.  When you pump a true strengths muscle you should feel energised and motivated.

Strengths Profile differentiates between Learned Behaviours and Strengths.  A learned behaviour is something you are skilled at but it de-energises you. These behaviours should be used as needed only. In contrast, a Strength is something you are highly skilled at AND it energises you.  You love to use a true strength as it lights you up.

More often than not, managers will confuse learned behaviours and strengths.  This results in employees that look like they are kicking goals but aren’t enjoying it. The ability to identify a true strength is incredibly difficult because the differentiating factor is what is going on internally for your employee. 

We want our workforces to be motivated and pumped to perform at work and the best way to do this is to recognise their true strengths and provide them the space to use them.  Strength Spotting requires in depth conversations and where these are fruitless it’s time to bring in the diagnostic tools like Strengths Profile.

2. Focusing on Strengths is the latest “thing”

When a new philosophy hits main stream outlets there are always people that say “Oh great a new fad”.  While it may appear so, if we look back in history it is obvious this is not the case for Strengths.

Martin Seligam is credited with introducing the world to Positive Psychology in 1998 (12 years ago!).  However, growing evidence suggests that the fundamental concepts can be dated back even further than that. 

In 1906, William James (president of the APA) addressed the American Psychological Association and asked them to raise the questions “a) What were the limits of human energy? and (b) How could this energy be stimulated and released so it could be put to optimal use” (Rathunde 2001 p. 136)

Furthermore in 1967 in “The Effective Executive” Peter Drucker wrote:  

“The effective executive makes strengths productive. To achieve results one has to use all the available strengths — the strengths of associates, the strength of the superior, and one’s own strengths. These strengths are the true opportunities. To make strength productive is the unique purpose of the organization. It cannot overcome the weaknesses with which each of us is endowed, but it can make them irrelevant.”

As you can see strength-based management has a long history and is not something that has been thought up in the naughties.

3. Don’t overuse your Strengths, you’ll turn them into a weakness

Some leaders believe that people shouldn’t overplay their Strengths as it turns them into weaknesses.  Of course, if you are overplaying a strength like Feedback you may start to get a reputation on never being happy with anybody’s work but does that turn your ability to provide feedback into a weakness? I don’t believe so.

It simply means that yes you have overplayed it and you aren’t giving enough air time to the other strengths in your toolbox. Perhaps you need to start flexing that Emotional Awareness strength a bit harder so you know when it is a good time to provide feedback.

That being said, there is a down side to overplaying your strengths.  Not only do you miss out on using all the strengths at your disposal but you also run the risk of turning that strength into a learned behaviour.  Remember the only difference between a strength and a learned behaviour is where your energy levels are at around it.  So if in your role you have had to squeeze your Spotlight strength repetitively over a long period of time, for example, you may find yourself demotivated to get onstage and have the focus on you anymore. This is just a sign that you are shifting into learned behaviour territory.

Don’t fret though as once you take some time away from using whatever strength you have overplayed, as time goes on you more often than not find your energy coming back to that strength.  

This is why high performers need to be very conscious of when they are stepping into learned behaviour territory, so they can pivot.  Otherwise they run the risk of burning out.  

4. Top performers are playing to their strengths

In some organisations this may be the case, but sadly most are not playing to the full suite of strengths available to them.

As mentioned previously, many people confuse strengths with learned behaviours.  If you really want your employees to be performing at the top of their game you need to allow them to play to their strengths.  In order to do this you need to know what they are.  This is difficult to determine without diagnostic tools or meaningful conversations as the differentiation is what they are feeling internally.  Is building new relationships something your sales manager loves or do they actually like developing deep relationships and the small talk wears them out? How can we harness that so they can use the Relationship Deepener strength in their day to day work?

In today’s market more than ever it is important for management to be aware of how they can motivate their staff.  The best place to start with this is ensuring they are squeezing the skills muscle that lights them up and makes them want to perform.

5. You need to work hard to develop your strengths

The old adage “practice makes perfect” is true.  If you have the tenacity to keep working at something until you are good at it, you will 100% master it.  However, will it motivate you? If you love learning new things and growing your personal development – yes it will motivate you to conquer that skill.  But will it continue to motivate and energise you day after day of using it? Chances are no.

A true Strength should come naturally, it should be something you love to do.  When deciphering our strengths one of the best ways to find them are to think back to your childhood. What things did you love to do when you were a kid? Did you love to tell people stories? Maybe you the narrator strength where you are energised by story-telling is innate to you.  How can you use that in your current role? If you don’t enjoy providing feedback could you use story-telling to energise you in those demotivating moments?

I hope debunking these myths have been helpful for you.  Drop me a comment below on your thoughts.  What are your true strengths? What have you learnt to be amazing at? 

If you want to delve deeper into the world of Strengths or find out more about yourself or your team, please drop me a note on LinkedIn, Instagram or at nicole@heyscout.com.au.

Now go play to your TRUE strengths, people!