![]() When diversity is seen as an asset, diverse opinions can lead to a breakthrough. When your teams know what motivates each colleague, you can talk about why you see things differently. This aggregate picture of personality provides Relationship Intelligence (RQ) to everyone and makes it easier for your teams to understand each other’s strengths and know how to appreciate their differences. Best of all, the people who work together with you can see their results plotted in the context of your team. So you can actually use it and see it work in your meetings, messages, and conversations. Many strengths assessments provide good insight, but inevitably leave you with one big question – “now what?” The SDI 2.0 is actionable and memorable, and it positions that insight in the context of your daily work interactions. That’s how you turn it back into a strength. Tone down your overdone strength by reducing the frequency, duration, or intensity. And when your own strengths aren’t working as expected, bring a different strength that fits the context and works better for you both. Suspend judgment and find their positive intent. But before you respond, be mindful that they are not trying to overdo it. When you see those undesirable overdone strengths in others, it can trigger conflict for you. The overdone strengths at the bottom of your portrait are what you would never want to overdo. Your assessment results show the strengths you’re most likely to overdo at work, how others might misjudge you, and how you might misjudge them. But you can make it a productive strength again by adjusting the volume, by doing less. And when you don’t get the expected results, you turn up the volume and try harder – overdoing it to the point of weakness. If you use a strength too much or in the wrong context, it won’t work as intended. Some people see your strengths the way you intend them, while others experience a distorted version. Your intentions are good, but they don’t always harmonize with others’ expectations. You do something expecting positive results, but you get a negative reaction instead. Overdone strengths are like good music played too loud. To some, it looks like a weakness because it’s possible to have too much of a good thing. They’re not flaws or things you don’t do well. Are your strengths getting the intended results and reactions? Are you achieving your goals while making things better for others in the process? Choosing the right strength fosters collaboration and solidifies the bonds within your team.Īlmost everything you’ve heard about weaknesses is wrong. How do you know if you’re using the right strength? Pay attention to your interactions. But just because you prioritize certain strengths, does not mean you can’t use different ones. Your top strengths are often really effective for you, but sometimes your preferred strengths won’t work in certain situations or with certain people. And you may be uncomfortable with the strengths at the bottom or even avoid using them. The strengths at the top are most like you. Your Strengths Portrait ranks your strengths from 1 to 28 and shows how you prioritize these behaviors in your daily work relationships. The strengths measured aren’t skills or proficiencies, but the behaviors you choose when trying to reach a goal. Your assessment results provide you with a Strengths Portrait that tells a story of how you use your strengths when you interact with others. In summary, your motives are represented by a dot on a color-coded triangle, and your Conflict Sequence is represented by an arrowhead that shows how your motives change during the three stages of conflict. But the good news is, the SDI 2.0 shows you how to resolve conflict productively, no matter how bad it gets. Everyone predictably experiences those 3 stages of conflict (in varying order) and we show that change with an arrowhead in one of thirteen Conflict Sequence regions on the SDI Triangle.Ĭonflict and motives are closely related because you are more likely to go into conflict over things that are important to you. At some point in a conflict, you shift from a People, Performance, Process perspective, and you begin to focus on how to Accommodate, Assert, or Analyze the situation. That’s because your motives predictably change in conflict, and we call that a Conflict Sequence. It’s usually uncomfortable and you often don’t feel at your best. This is what you feel when your motives and values are being threatened. ![]() Sometimes there’s conflict in a relationship.
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