How to Improve Your Wellbeing With Command®

Below are audio and video plus a transcript of the conversation, including time stamps.

Your CliftonStrengths^® can empower the 5 elements of your wellbeing -- career, social, financial, community and physical. But how does this happen if you are struggling in one or more of these elements? If you have Command, Appendix 1 of Gallup's Wellbeing at Work book has Strengths Insights and Action Items that can move you from struggling to thriving as you apply your Command talent to fuel your wellbeing. Join Jaclynn Robinson and Jim Collison on this CliftonStrengths Podcast to discover how.

Someone high in Command is likely to thrive when they're able to call the shots in their life but also help others navigate through change goals or challenges.

Jaclynn Robinson, 2:46

When someone high in Command is trying to connect with others, ... [finding] common ground can really help you establish a relationship and bring forward a deeper friendship.

Jaclynn Robinson, 3:59

Jim Collison 0:00
I am Jim Collison, and welcome to the CliftonStrengths Podcast. On this podcast, we'll be covering topics such as wellbeing, teamwork, professional development and more. Now enjoy this episode.

Jim Collison 0:13
In this CliftonStrengths Podcast, we'll look at the Strengths Insight and Action Planning items from Appendix 1 in the Gallup book Wellbeing at Work, one theme at a time. And today's theme is Command. If you're listening live, love to have you join us in our chat room. There's a link right above me there, if you're not already there. If you are, you've been checking in -- thanks for doing that. If you have questions after the fact, you can always send us an email: coaching@gallup.com. Dr. Jaclynn Robinson is our host today. She works as a Learning and Development Consultant and was the primary contributor to Appendix 1 -- I don't know when you found time to do that, Jaclynn -- in the Wellbeing at Work book. It's always great to be with you. Welcome back!

Jaclynn Robinson 0:49
Thank you. It's good to be here.

Jim Collison 0:52
It's always good to spend time with you. Yeah, no. It's -- I always do these, the only reason I do these is to spend time with you.

Jaclynn Robinson 1:01
The community, with you, it can't be beat.

What's the definition of Command?

Jim Collison 1:04
We are spending some time looking at Command. What -- give us the basic definition of Command.

Jaclynn Robinson 1:09
We often think of people high with Command as having a presence or air about them. So, you know, they, they're capable of taking control of a situation, and they can make decisions.

Jim Collison 1:19
We had a good preshow conversation, a good reason to come out and join us live. But let's talk a little bit about, How does it relate to you? And then maybe How does it relate to others?

Jaclynn Robinson 1:27
I think about how it relates to you. If this is you, and you're a person high with Command, you may feel you can take the lead on your life and the decisions that need to be made with clarity. That's a key word there -- you can just move forward with confidence and clarity. And then when we think about how you relate to other people, people may look to you to cut through emotional discord or confusion to get everyone moving forward in that same direction.

How does Command look when it's thriving versus struggling?

Jim Collison 1:53
You know, I find, in those kinds of situations where it's, things are out of control, there's people actually looking for that, right? Would somebody please take charge? Right? "It's not going to be me," they say. That's, that's, I always, it's always me, when those kinds of things happen. But I do find -- and I think folks high in Command do bring this amazing ability to bring order to chaos in social situations, right? To say, "No" -- and, and, and the ones with high maturity can do it in a way where it's just smooth and elegant, and it makes people feel comfortable, right, in that? It's a, it's a real talent, and it's a real skill to be able to get that done. We're, we're thinking about that in the context of wellbeing through this. And so how does that theme look, struggling versus thriving?

Jaclynn Robinson 2:43
If I think about the person thriving, as a natural leader, someone high in Command is likely to thrive when they're, you know, able to call the shots in their life but also help others navigate through change goals or challenges. Struggling, though, I think about someone with Command and, you know, they're not in a capacity to lead. Particularly if a situation calls for more stability and clarity, I think that could be particularly difficult to just kind of have to sit there and not create this call to action for themselves and other people, when you can see and recognize that people need that sense of stability and clarity.

Jim Collison 3:22
That struggling may then lead them to say things like, "I don't want to" or "I don't have time to be" or "I don't have the emotional energy to engage," right, "in a way that is, that could be productive." They step away; they step back from a situation that they need to step up and be a part of. In the book, in Appendix 1, you, we look at each of the 5 elements with Command. Let's pick one of those and kind of walk our way through that with Command.

Jaclynn Robinson 3:49
Yeah, so for Command, this time I wanted to choose one we might not think about. Sometimes I do think we'll drift towards work. So from a social wellbeing standpoint, you know, when someone high in Command is trying to connect with others, sometimes they can come across as too strong. So what I think about here is allowing others to really converse with you, or you're listening and you're looking for common ground. And that common ground can really help you establish a relationship and bring forward a deeper friendship. It's kind of taking a pause and not wanting to control the situation or the conversation, and find that common ground and just go a little deeper; they start to see more of that personal or emotional side.

Jim Collison 4:31
You know, sometimes that confidence too, just the confidence that there's somebody, like there's somebody in charge, right, can, can, can bring people back, right, can bring, bring people back from the brink and, and create this kind of emotional stability. We think about those 4 Needs of Followers. And I think Command oftentimes brings this ability to have high stability in it, because people go, OK, phew, one less thing I have to worry about, kind of in there. Anything else you want to add to that?

Jaclynn Robinson 5:04
Yeah, I like that! I think, I think to your point, they can create that foundational piece of stability. And then people can, can kind of build off of that where, OK, now we know what's stable; let's connect with each other. How do we want to take our thoughts or ideas or commonalities and then drive them forward together? We'll be in this together as a unit.

For those with Command, how can it be used to support others?

Jim Collison 5:25
Ah, I like that last bit: "We'll be in this together as a unit." And I think that word "together" is key in this. And people, people need that; they're looking for that, right, their own, their own stability in that. We have 4 other elements that, that Jaclynn's provided there in the back of the book, if you want to look through the other 4. Some great tools there as we think about strengths in relation, these themes in relation to those 5 elements as wellbeing. So Jaclynn, for, for those with Command, how can they really use that to support others? What's some practical ways to look at that?

Jaclynn Robinson 5:59
If I think about this person being a manager, this person can help the team make progress toward goals or initiatives by providing clarity and direction -- especially, I think, during times of change in the workplace. Going right back to what you said was stability, they become that point of stability and kind of that beacon of light to help people grasp onto something and then have the capacity or wherewithal to then move forward. From a teams perspective, I think this person is really adept at being able to guide the team to results by ensuring everyone plays a role and knows how they contribute to that goal. There might even be times when they could be that natural leader, and it just makes sense.

Jaclynn Robinson 6:41
And then there's other times, if they're really perceptive or have that sense of emotional intelligence, to really recognize that, Hey, maybe I should be a guide or a facilitator in this moment, to allow others to kind of take a, take a step up and build a deeper team connection or that sense of camaraderie. And then last, but not least, if we think about this person from an individual perspective, taking a pause and just listening to feedback or direction of another person or colleague, I think that can go a really long way. Because you're open to different perspectives. And as someone that usually has the reins of a situation, allowing someone else to just give their own thoughts or perspective can make that person feel really seen, heard and, and valued where it's, "Wow, they want to hear from me. Wow, they respect my voice." There's a lot of power in that, since they might not always give that up to other people.

Jim Collison 7:34
This, this may be a hard question; I didn't prep you for it. But as we think about Command and, you know, and this is a, we've been going through this same format of managing, leading a team or being on a team and then as an individual, we don't often think of Command in the individual space. How do you think, if we look at that theme based on individuals and the benefit that brings -- I bring back to myself, can you expand on that a little bit more? Do you have any thoughts on that?

Jaclynn Robinson 8:08
Someone high in Command tends to have and enjoy the ability to take the lead over their own life. I think sometimes it might feel like it overlaps a little bit with Self-Assurance because they like having that lead, but someone with Command, they're going to want to have the reins. And I think when they start to feel like they're thriving less and struggling more is when someone is trying to hamper that and kind of suppress it and, and tell them what to do or not allow them to have so much control. And they probably have more of that personally, depending on relationships. But maybe in the workplace especially, I think it'd be pertinent for managers or leaders to be aware of someone with Command and recognize that they want to be able to control their life. And they like dynamic environments. I think sometimes we leave that part out. So if they're in an environment where there isn't things to maneuver and control and take the lead on, it can feel probably pretty -- what's the word I'm looking for? Pretty, pretty boring.

Jim Collison 9:06
Stale. Yeah.

Jaclynn Robinson 9:07
They need a little bit of that dynamic environment.

Jim Collison 9:12
Yeah. Wow, I hadn't really thought through this -- the concept of managing oneself and then providing enough challenge, right. I mean, I think Command likes challenge. Like the challenge and the opportunities, so providing those challenging environments to, to win and compete and to finish and all those things that we talk about -- I know I just named some other themes in there. But we know, I think we know. So interesting there, Jaclynn, in Appendix 2, we really work through the framework of this. And I think this framework is really great for coaches, through each one of these wellbeing elements. So let's look at Command. This, this, this framework is questions to ask yourself and ask your team members and then to take action on. Walk us through that with Command.

Jaclynn Robinson 9:57
Yes, and I've been picking through some of these different wellbeing elements, just thinking about the theme at hand. So with Command, I would have someone with Command ask themselves, you know, "Let me think about days when I've had the most physical and mental energy. What do those days have in common?" And I think about that question because that person high in Command can then direct their life towards situations and people that give them energy. And really just pinpoint, Where is that? Where is, where am I getting the most energy? And let me make sure I'm steering my, my ship in that direction.

Jaclynn Robinson 10:32
In terms of asking team members, I think people high in Command could ask a question like, "If you could make one change for the better, what would it be?" And then as that guide or facilitator, they have that confidence to help maybe guide them or lead them towards that goal that they have in mind or that change that they, they want for the better. Last, but not least, we think about Take Action. So what can I actually do? I think about, identify someone with a shared mission who encourages your growth, and then spend more time with them. You know what I think that does is someone high in Command can often take for granted the perspective, potentially, of other people, because they've got this ability to take control of their life; that's where they're at their best. But finding someone with that shared purpose or mission that has a perspective might offer new and enlightening ways of thinking, while also building that person up for feeling like they can contribute, you know, to that person's thought process and ideas.

Jaclynn Robinson 11:30
So it, it works for both people. But I always think, I know a lot of people with Command always want to think about, How can I continue to build and deepen relationships? And oftentimes they want that, but that presence might have other people go, "No, I'm good with you continuing to take the lead. Keep doing it." Like, "No, but I want to hear from you!"

Jim Collison 11:48
Yeah, people very, very comfortable in that space. And you say, "No, I will follow, you know, I will, just tell me, tell me what you want me to do, and, and I'll do it. And that, that, you know, that, they're looking for that, right. And I think oftentimes, the trick is not to misrepresent or not even lead the witness, so to speak, as we're coaching with this, to say, "Oh, you have Command; you must then ... " like, and then, and then start bringing in some of the negativity or bringing in some of the things that misrepresent as opposed to, "Man, I bet, I bet you're super great at doing this." I love these ideas of Asking Yourself, Asking Your Team Members and then Taking Action, because it's, it's really, it's just, it's just really that Name, Claim and Aim, kind of the, an extension of it. Get, here's some great questions, get some stuff rolling, and then take action at the end. Which is, which is super great with that. Jaclynn, before I wrap it, anything else you want to add to this?

Jaclynn Robinson 12:52
You know, I so appreciate people high with Command that are willing to take the lead and, and like to take the lead. And I, I, I just think that's such a beautiful theme. And oftentimes you do want to build relationships. So I think for those that don't have Command, it's also something to remember about them is they, they want oftentimes to build that, that relationship with others. And it might feel like it's just always towards task orientation. But oftentimes, they're looking to hear different individuals' thoughts and ideas, depending on how mature the theme is. So if we're going back to, Do they have self-awareness of how it's showing up, and they know it's also fruitful to step back and not always be leading -- much different than someone that might not be as self-aware. So, I should disclaim -- I'm think, I'm talking more about those that are self-aware and say, "Hey, I want to continue to deepen my relationship with you. Please give me your feedback. Please give me your thoughts and ideas. Take the lead sometimes; I'm OK with that." So I think that's important for all of us to acknowledge and remember.

Jim Collison 13:53
Thank you so much for listening to today's episode of the CliftonStrengths Podcast. Make sure you like and subscribe wherever you listen, so you never miss an episode. And if you're really enjoying this podcast, please leave a review. This helps us promote strengths globally.

Jaclynn Robinson's Top 5 CliftonStrengths are Achiever, Strategic, Maximizer, Positivity and Relator.

Gallup^®, CliftonStrengths^® and each of the 34 CliftonStrengths theme names are trademarks of Gallup. Copyright © 2000 Gallup, Inc. All rights reserved.