Those with ‘Responsibility’ in their top 5 CliftonStrengths (formerly Gallup StrengthsFinder) profiling results have an innate motivation to take ownership of anything they commit to and follow it through to completion. It is not surprising that they feel very guilty when they cannot deliver what they said. You can likely take them at their word as they often pride themselves as dependable.
A large proportion of the global population possesses the Responsibility talent theme. I am glad to see this statistic. I cannot imagine a world without people who take ownership of their commitments. My wife, Michelle, is such a person. Responsibility is the top talent theme in her CliftonStrengths results - her innate motivation makes her one who carries out what she promises. She is one person I know I can fully count on. People with Responsibility tend to be the pillars of a team.
Conversely, there are challenges for many, like myself, who do not have Responsibility as our dominant talent. Firstly, in my personal experience and conversations with many in Singapore, those with the Responsibility talent theme often subconsciously view others through Responsibility-tinted lenses, judging those who fail to keep their word. Similarly, Singaporean managers and leaders with the Responsibility talent may subconsciously create a non-level playing field in a team and prefer dependability over other traits such as creativity or charisma. In CliftonStrengths lingo, execution talents like “Responsibility” or “Achiever” can be viewed by these leaders to be more desirable than influencing talents such as “Woo” or “Significance.” In the local Singapore Schools, I found it very interesting that multiple Head Prefects or Head of Student Council that I know, has Responsibility as one of their dominant talent themes.
Secondly, as the wife often remarks - apologies are not enough. Excuses and rationalizations are totally unacceptable. Every seemingly valid reason I give her when I fail to complete a task is simply an excuse to her. Many, like myself, struggle to partner those with Responsibility. This often comes down to the high expectations demanded of us. It sometimes takes one honest mistake to be labeled "irresponsible," even if we succeeded the other times - no excuses.
Many with Responsibility have a love-hate relationship with this particular theme. Because of this unique wiring of ownership, these individuals take on more than they should and feel a great sense of burden within their hearts.
How can someone with Responsibility grow this Talent Theme into a Strength?
1. LEARN TO SAY “NO” OR “CAN I COME BACK TO YOU?”
Those with the Responsibility talent theme tend to say “yes” to others. They hate to reject and constantly feel that being helpful should be a given. This unique wiring wins them many friends. On the other hand, this very trait also causes them much burden and tension. As a person who innately desires to help others, a practical and wise way to avoid unnecessary stress is to ask for more time while considering a request. That beats saying “no,” an answer that those with Responsibility dislike giving. With some time to make a decision, there can be careful consideration.
Life is a zero-sum game. When something piles up, something else has got to go. Consider what needs to go when you say "yes" to someone. Pay attention to your capacity as well as your own physical and emotional health. Quite commonly, those with Responsibility forsake their own time to recharge and rest. Make your rest a priority. It is not rocket science that the chances of failed commitments increase when one fails to look after his health.
2. KNOW YOUR VALUES AND SHARE THEM.
Our commitments are related to our values. Two persons with the same Responsibility talent can clash extensively because of differing values. A person with Responsibility who values family will leave work on the dot and possibly rush home to prepare a meal for the family or spend time with them. Contrast that with another team member with the Responsibility talent who values career. Such a person might stay long hours, take on more tasks, and be perceived as one with ownership over his work. With such differing mindsets, a partnership between two individuals may lead to many conflicts.
Knowing what we value and sharing this with other team members allows for dialogue. These dialogues can create greater understanding between team members, and conflicts reduced. When approaching projects or tasks with tight deadlines, it is important for people who naturally take high ownership not to quickly jump to the conclusion that others are ineffective if they are not as on the ball as themselves. There must be efforts to clarify gaps to create trust in the team.
3. HAVE A PARADIGM SHIFT IN UNDERSTANDING TRUST.
Those with Responsibility tend to equate trust with task completion. The view that “trust needs to be earned” is often a perspective embraced by someone high in Responsibility. However, an alternative view of trust can reduce heartache. The alternative view, “trust is to be given,” seeks to value others’ intentions above task completion. Paradoxically, this view creates greater trust in a team. When a person with Responsibility (especially the manager) shows grace to the individual despite his/her inability to complete a task, they can become more motivated to fulfill the commitments they have agreed to because of the trust shown. For people with Responsibility, such an alternative view of trust also enables one to embrace others who do not have "Responsibility" as one of their dominant strengths and expands the individual’s capacity to lead by example.
4. SEEK COMPLEMENTARY PARTNERSHIPS
Partner individuals with Self-Assurance
People with Self-Assurance get drawn towards taking on challenges. They have a bigger appetite for risks compared to the average person. By contrast, people with Responsibility prefer to do things right rather than do something that can end up in a mess. The appetite for risk-taking as compared to those with Self-Assurance can be significantly lesser. Such a partnership is invaluable in a setting where pioneering into new grounds is often needed to remain on the cutting edge. Discussions that surround the plans to launch into new grounds become more robust as a result of this partnership.
Partner individuals with Developer
Developers enjoy seeing people grow and discover their potential. Developers thrive in giving others new opportunities to try different kinds of tasks even if these tasks could be new and challenging. They enjoy encouraging and spurring others on personal development and growth. People with Responsibility can sometimes find it hard to let go and delegate duties, particularly if they feel others will mess up. They can end up doing a lot of micro-management to see that the tasks are done right. In doing so, they can end up neglecting the development of people. Such a partnership can push towards the right balance between people development and the completion of tasks within a team.
Written by Victor Seet
Activator • Communication • Strategic • Self-Assurance • Command
As a Gallup and Newfield Certified coach in Singapore, Victor is passionate about helping people be better observer of themselves to achieve the results they want, especially in the area of well-being. Victor intentionally integrates the strengths-based and ontological approach into his leadership coaching and workshops.
