How to Retain Your People Using CliftonStrengths®

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

"The Great Resignation" that is happening around the world is an indicator that employees' workplace needs are not being met. With remote and hybrid work arrangements continuing in 2022, how can managers make a human connection to address these needs? And what part does awareness of employees' CliftonStrengths play in making that connection? Join Saurav Atri, Regional Leadership Coach and Workplace Consultant for Gallup, as he refines our understanding of "The Great Resignation" and shares what managers and organizations can do to engage and retain their employees.

That's why ... managers play such a big role in retention is because what we are hearing from people here, and what we're hearing from people worldwide, it's that their needs were not fulfilled. And that's what made them quit.

Saurav Atri, 8:34

We need to invest as organization[s] in the coaching capabilities of our leaders, of our managers, so they can be there for their people.

Saurav Atri, 25:05

It doesn't take a long meeting to build a human connection; it could just be 5 minutes of really authentic conversation.

Saurav Atri, 20:50

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. This episode was previously recorded on LinkedIn live.

Jim Collison 0:18
I am Jim Collison. I'm here with Saurav Atri, and Saurav, great to be with you today for this topic.

Saurav Atri 0:25
Thank you, Jim. And it's a pleasure to be back. And I just want to say, "Thank you" to all the people who are logging in live. You know, I see the greatest gift, you can give anybody is your time and attention. So we are grateful for your time, because that's the biggest constraint in life. But we want to make sure this time is useful for each one of you. So let's make this into an experience that you'll remember forever.

Meet Our Guest on This Episode

Jim Collison 0:45
Yeah, we'd love to interact with you. So if you want to continue to put stuff in chat, we'll be putting that on the screen. For those that are listening in the podcast form, we'll be reading some of those out as well. Saurav, let's get to know you a little bit. Tell us kind of your Top 5 And what you do for Gallup.

Saurav Atri 1:00
Thank you, Jim. And, well, my Top 5 CliftonStrengths themes are Strategic, Positivity, Competition, Responsibility and Futuristic. And I work with Gallup in Singapore, been here 10 years -- competing 10 years in another 10 days with Gallup, and it's been a privilege. I work specifically with leaders across Asia Pacific and Middle East and Europe, helping them create engaged workplaces. And also I'm an Executive Coach on CliftonStrengths. So I've had the privilege of coaching and, you know, training 3,000 executive coaches over the last 8 years since we've launched our flagship program called the Accelerated Strengths Coaching course then, and now it's moved to the Global Strengths Coaching course. And over these years, worked with very large organizations in organizational change, culture transformation, with organizations like Accenture, you know, who's one of my key clients as well, and many other great organizations. And primarily, my role is really helping them create insights that transforms business; coach leaders as well. But that's what I get excited by is change.

Understanding "The Great Resignation" -- a Worldwide Trend

Jim Collison 2:09
We are glad you're so -- we're really glad you're with us today as we, as we talk about this. We, the topic today is The Great Resignation. I mentioned, we have titled it "The Great Discontent" in an article that we have published, and actually, you and I have had the privilege of podcasting on this topic through Called to Coach. Some are, I'm kind of calling it "The Great Migration"; everybody's got kind of a term. Let's reset for this. What are we talking about here, before we dive into how to get through it?

Saurav Atri 2:36
Thank you, Jim. And yes, you know, you've heard this statement come across all around the world. It's a hot topic. CHROs are talking about this thing: Hey, how do we manage this workforce transition that's happening in the industry right now? People are calling it The Great Resignation. Some are calling it "The Great Reshuffle." Some are calling it "The Big Quits"; "The Great Migration." And I think about this, you know, if you really go deeper, what's really going on? Essentially, The Great Resignation is an ongoing trend, where employees are voluntarily leaving their jobs. And this is an important comment. It's a voluntary leaving jobs. And it's not just, great, you know, attrition happens when people leave jobs and they join new ones.

Saurav Atri 3:22
What's different about this? Here's what's different. A lot of people are leaving the organizations, but they're not rejoining the workforce. And that's why it's called The Great Resignation; "resignation" is when you leave, but you don't go back to the same company or any other company, for that matter. And this is not just an American phenomenon, which started in the U.S. back in February of 2020. But if you look at the trend, in November of 2021, Jim, there were over 10.5 million jobs that were available in the U.S. alone. And even though you might say, Hey, 6.7 million people got rehired. However, during that period -- just the month of November, I'm talking about -- 6.3 million people quit or separated from their jobs. Some were laid off; others had other kind of, you know, issues that they left. But what's even more important is 4.3 million people voluntarily quit. So you see, right: 10.5 million jobs; 6.7 million getting hired; 6.3 million leaving -- the gap is not good enough to fill that workforce gap that is happening, and that is increasing. And that's a sign of worry.

Saurav Atri 4:32
Let's put it in a practical sense. Imagine there's a Pizza Hut, with 10 people employed in that Pizza Hut who are serving customers, making the food. And now, 4 people have quit that outfit. The work hasn't gone down; people are still eating pizzas. Imagine the pressure it puts the remaining 6 under. And this is why I say, no matter how much they might love their job, those 6 people, the pressure's a bit too much, and that would create even more attrition in that organization. That's why it is an area of concern. And that's why I'm calling this the new pandemic. Because this is not just an American phenomenon anymore; this is a global phenomenon. It's happening -- the same thing is happening in Asia, in Philippines, in Malaysia, in Singapore and other places where there are more jobs than people available to fill those jobs. That's how I reframe The Great Resignation as The Great Discontent, Jim.

The Future of Work: Think About Your Best Workplace

Jim Collison 5:23
Yeah, a lot, a lot of moving around in that, and a lot of reasons why. Well, let's tie in CliftonStrengths when we think about, because that's what we're here to do today. Talk a little bit about that. That's -- why is CliftonStrengths, and how does this fit into what we're talking about today with this?

Saurav Atri 5:38
Great. Well, if one of the reasons why, you know, leaders, CHROs and whoever I'm speaking with in an organization are paying attention to this is because they want to retain people -- their top talent, because what is the workforce, what is an organization? It's people, isn't it? So if people are important to us, and the more I talk to leaders, Jim, everybody's talking about the future of the workplace and strategic planning for what that would look like in the future. And right now, this is top of mind for them. So if I want to understand how to retain people, I need to study successes in it.

Saurav Atri 6:10
So let's go ask people here. I'd like all of you to think about the best workplace you all have worked at. Because clearly you've stayed back in those workplaces for many years. So I'd like you to go to the comments and write down the characteristics of that great workplace. What made that place the best place for you to work? Why did you stay back? Or if you're in that workplace today, what makes you stay back in those organizations? Let's go to the chat. And let's make this into a fun experience and an interactive experience. You've seen enough YouTube videos. You scroll through them and, you know, nothing changes from all those videos you've seen. The only thing that changes is when this is an experience for you. So I'd like to encourage all of you to go to the chat and write down: What was, what was the great workplace you worked at, and what made that place the best workplace for you?

Jim Collison 7:00
Saurav, while we're waiting for those to come in and you're looking about this, as we think about maybe some strategies moving forward, as we think about leaders, I mean, managers are really under fire, right? They're being held accountable in these organizations to keep people around, to keep teams intact, right. They're under fire. Any thoughts as we, as we get these best practices, these "why people stayed" coming in, any tips for managers or some things to think about that they can implement right, right away, especially with CliftonStrengths?

Saurav Atri 7:33
Absolutely, Jim, and this is where it becomes even more important, you know. If you see the words that are coming through: empowering, humanity, provided me the opportunity to learn and grow and develop, you know, they say, right, "People join companies, but they quit managers." We should ask, "Why?" Why is it that they quit a manager? Because what's interesting about all these comments that are coming in, Jim, right now is, I'm not hearing there were free, you know, coffees or chocolates in those workplaces. There were beanbags, you know, or, you know, there was a really big, beautiful building; there were parks outside. I'm not hearing all of those things. I bet they would have that also.

Saurav Atri 8:09
But clearly, that's not the most important things to people. What I'm hearing is, I was empowered. You know, I loved the people I worked with. There was, you know, a great chemistry that I had. I was achieving success. There was a lot of a closeness, as Rebecca is talking about. There was authenticity. And that's what I see, right? If you look at all these factors, these factors are within the span of control of the manager and the team they're working with. And that's why I say why managers play such a big role in retention is because what we are hearing from people here, and what we're hearing from people worldwide, it's that their needs were not fulfilled. And that's what made them quit. And when those needs were fulfilled for people, they stick around.

CliftonStrengths Gives Deep Insights Into Human Needs

Saurav Atri 8:52
And for me, when I look at CliftonStrengths, I say CliftonStrengths is a deeper understanding of human needs. Let's take just an example, for people to see it. So say, for example -- and this is a question for all of you -- say, for example, you have a colleague of yours or even your team, team, team member with Context as their top strength. And Jim, you can share back the screen for us to, for people to see. I would like to ask you guys, if you have a team member with high Context, what do you think that person's need is for that person to be at their best in a meeting? What's their need that'll make them feel fulfilled? Go to the chat and write down your answers, folks.

Jim Collison 9:32
What's the, read that for those, Saurav, listening just to the podcast, read our definition there of Context.

Saurav Atri 9:39
So people who have high Context as a top Signature Theme, they are exceptionally talented in the Context theme, enjoying, enjoy thinking about the past, and they understand the present by researching its history. So what's the need of Context? Relevant background for discussion and decision. And what do they bring to a conversation, to a team, is accurate memories and value, valuable memorabilia. And this is where it becomes interesting. You feed that past information, how we got here, what happens in their brain, it releases a chemical called dopamine. They feel good about it, because you've just fed that need. Now, if you don't give that history to that, that person with high Context, they'll be clueless, like, I have no idea how we got here. I have no idea how do we go forward, because they make sense of the present by thinking about the past.

Saurav Atri 10:29
Now, let's take another example. You have someone with a high Futuristic as their top strength. Tell me, what would, what do you guys think that person would need from you in a meeting for that person to be at their best? And for people who are listening in, what is Futuristic? When somebody has high Futuristic as their top CliftonStrengths theme, they are exceptionally talented in the Futuristic theme are inspired by the future and what could be. They energize others with their visions of the future. What they need is an opportunity to talk about the foreseen future. If they don't have clarity of where their career and their life is going to, they'll feel discontented. And then, they're like, "Maybe this is not a place for me." And they go looking for places which gives them that stability and assurity.

Saurav Atri 11:14
And that's why I say, when I think about CliftonStrengths, it gives you deep insights into the psychological needs of people. This gives you deep insights into what creates hope for people, what creates stability for people, what creates compassion, and trust. That's why I say, CliftonStrengths is just not, it's not just any other tool; it's a language of humanity, a language of compassion, a language of hope, a language of stability, a language of, of trust, with people. Jim?

How Do Managers Make a Human Connection?

Jim Collison 11:47
Saurav, clarity is not always possible in the future. We live in that world. I mean, and it's always kind of been this way; it's been really difficult the last couple years. But a manager knowing that, that they need to provide or, from a team perspective, provide that with somebody with high Futuristic, how do they go about that when they can't give a clear, I mean, you know, 2 years ago this month, right, the world was changed when a lot of folks exited the workplace to work from home. We didn't know what the future would look like. So what can you do as a manager in that circumstance, when you, you can't predict it, but folks need it?

Saurav Atri 12:26
Well, that's a great comment there, Jim. And that's why I say, Involvement is the key. You don't need to give hope to people; you can create hope through meaningful conversation by involving people. Hey, guys, what do you think we can do over this next 6 months to create the best workplaces we can create for ourselves? And when people say, "You know what? Let's, let's get into a regular catchup so we talk about something beyond work." And I'll give you some best practices. I was doing this work with this NGO, which is a big NGO out of India, one of the largest NGOs with the biggest contribution to cancer research in India. And it's interesting, Jim, you know, imagine the pressure they're under. There's COVID outside; they have to be on the grass roots in villages, trying to take care of people with cancer, you know, care services. Imagine the pressure they are going through.

Saurav Atri 13:15
So how does a manager manage the expectations of people who are facing just these complex, these complexities from all sides? Here's what they do: Every Friday for 30 minutes, they get on a call, and they talk about everything else other than work. That's a human connection happening right there. So it's, if you think about this, what's the challenge with the virtual world today is the physical environment provided that human connection. You know why people set up these, you know, pool tables and all? It's not about the pool table. It's when I engage with somebody, that human interaction, all my senses involved, that is being eliminated in a hybrid world.

Saurav Atri 13:56
Now, let's be honest about this, we get on a call with somebody else, you know, "Hey, how are you? How's your family doing? Everything's good, OK?" for 5 minutes. Then we go, we go into work conversation. Where is the human connection? Versus in the physical space, when you sit down with somebody, have lunch, you know, when you have lunch with somebody, the kind of information your senses are gathering? Their styles, what they like, what they don't like, the kind of food they eat, there's so much information that we miss that we're gathering that creates that feeling of connection, that feeling of engagement.

Saurav Atri 14:27
And that's why I say, Engagement is not an external phenomenon; engagement is an internal experience. A stimuli of that could be outside but it's still a feeling people have inside them. And managers need to measure what creates that feeling. CliftonStrengths gives us really good insights into human needs that remove the, "Let me guess what that is." It gives you key clear insights; why wouldn't you measure it to manage it? Q12 -- our engagement surveys -- that gives deep insights into workplace needs of people. And that's what you'll see. Right? What made that great workplace for you? You'll see here as well. If I sort of share, you know, think about the Q12 as workplace needs, you'll see how that translates into your work, and what made that place the best place for you to work as well. So have a look at this, you know, Jim, you can share the Q12 workplace needs as well, tied back to CliftonStrengths. It's a powerful -- two powerful tools to help you manage this challenge in the workplace. Right now? So --

Measuring Basic Needs in the Workplace via Gallup's Q12

Jim Collison 15:28
Talk, Saurav, talk a little bit about the, when we think about Q1, Q2 and Q3, and how those fit into these basic needs we have, again, for those folks listening on audio, can you kind of just walk -- quickly walk us through that?

Saurav Atri 15:41
Yes. So if you think about, you know, we've measured workplace needs over the last 30 years, and been researching this for the past 5 decades. What we found out, we can actually break down workplace needs into 4 big categories: Basic Needs, Individual Needs, Teamwork and Growth. And it's similarly mapped to Maslow's Hierarchy of Needs as well there. If we think about, within those Basic Needs, Individual, Teamwork and Growth, we ask a question in our survey, you know, "I know what's expected of me at work." And when you think about that question, it's clarifying expectations; the need behind that question is, Focus me on something. If people are not clear what they're supposed to do on a daily basis, they'll be like headless chickens running around. And you'll be surprised: 50% of people show up at work, not having clarity of what they're supposed to do; not, like, having clarity of expectations. How do you perform if you don't even know what my top priorities for this week are? Because let's be honest: Everything you do on a daily basis isn't exactly matched to your job descriptions. What about the stuff that John put on my desk today? That's never mentioned in my job descript -- I could do it or not do it; I'm not sure.

Saurav Atri 16:50
So this is where clarity of expectations is a fundamental need from the workplace environment. If that gets fulfilled, I will be clear on what I'm supposed to do. If that's not fulfilled. I'll be like a headless chicken. So that's why I say, if you think about these 12 needs or Focus me on something, well, expectations, materials and equipment -- Free me from unnecessary stress is the need behind that question, and so on, so forth. The real insight is this: If you think of these 12 needs as a pyramid, and you don't focus on the base the pyramid, the bottom 6 needs of Focus me, Free me from stress, Know me for what I do well, Help me see my value (which is recognition), Care about me, Help me grow. Whereas you're fulfilling the top needs only, which is Challenge me, give me challenging work or send me for trainings only, and Help me review my contributions, the pyramid will get inverted. And with an inverted pyramid, it topples over. That's why people leave companies when they have no clarity, they're not feeling valued, they're not in the right job, they're not being developed. And you can hear all these comments. What made people stay is exactly mapped to what we're just talking about right now, Jim.

Employee Engagement When You Can't Meet in Person

Jim Collison 17:58
Saurav, we got a question from chat. Theresa says, For international teams, how do you create a human engagement when you can't get together for a meal? (I have a story on this as well.) But Saurav, let me throw that to you. How do you do that when you can't physically get together?

Saurav Atri 18:12
That's a great question there, Theresa. And this is why I say, think about human experience is engaging all our senses. Now in the virtual world, it becomes hard because we only have two senses involved, which is eyes and the sound. So what I say is, think about creating organizational memories. I say the last 2 years, what do you really remember from work, versus 3, 4 years ago, when you were in person, right? And the moments you captured in the last 2 years that really sticks in your brain and you would want them to stick for the next 5 years, I call those organizational moments and organization memories. So you should ask yourself, Within your culture, what are those moments that stick? Create more of those. Because that creates that memory, that emotion that sticks. People don't remember what you say. People don't remember what you do. People remember how you make them feel. So focus on that emotion. That is engagement right there, Jim.

Jim Collison 19:09
Yeah, practically speaking, as soon as folks started going home, I started making and setting up meetings, to meet with them, to do exactly what you said -- not necessarily to be work only, but for an opportunity, especially for those I worked closest with, to just have conversations. And in one case, that individual needed it daily, and, and so we get, we get together every -- we still do, actually. Well, even when we can get back in the office, we'll still meet on a daily basis. It's just, it's what's needed. For others, it was maybe weekly, right? We set up a call on Fridays, or we set up a call whenever it worked. Reilly, who's running the, kind of running this behind the scenes here, we started working together during the pandemic, and we set up a regular meeting for that, to make sure that we didn't miss, right.

Jim Collison 19:58
Now, does that always, does that connect always compensate for not being in person? Well, no, of course not. You can't get those same kind of, always the same. But I think the regularity behind a lot of that, the discipline to do it on a regular basis, I think some folks were hesitant to do that, Saurav, early on. And man, that was, that was a superpower for me. Like, it just changed everything to have these regular, scripted calls. And it was OK -- most of the time, we talked about personal stuff, right? It's the stuff we would have talked about if we were together.

Saurav Atri 20:31
And, Jim, you know, I had some amazing colleagues at Gallup. Robert Gabsa did this, what we call a "Take 5." Just a 5-minute check-in call, and he called, and he's, and he's in the, he's in the U.S. He called me up late night his time, says, "Hey, Saurav, I just want to have a 5-minute chit-chat with you to see how you're doing." And you know, I still remember that. So it doesn't take a long meeting to build a human connection; it could just be 5 minutes of really authentic conversation there. At an organization level, I've had clients who did Durian parties. So Durian's a famous food in Singapore and Malaysia. And they got the whole office online, and they all had yellow clothing. It was a theme party; they had Durian together, and it sticks in people's brains.

Saurav Atri 21:12
Then the same organization, which I have huge respect for, they committed to a social cause, you know, community wellbeing? They said, We will donate hair for the Bald and Beautiful Initiative for cancer research. And imagine all the top 20 people in the leadership team went bald. That's an experience of its own that people will remember for the rest of their lives. I'm not saying people have to go bald all the time; the point is that it was all done voluntarily. That creates connection. You can create similar experiences that creates that unification, that connection towards a common purpose, common cause. That is engagement.

Jim Collison 21:51
Just because we were virtual doesn't mean we couldn't eat or drink together, by the way. I did many happy hours that way. It may be in the same time zone; that's kind of key. And we, I've done meals together with people on video. So yeah, you're spending some time, because Don would say -- Don Clifton would say -- when we meet together, "When we eat together, we meet together; when we meet together, we eat together," right? Those were, those are key times. And so finding how that could work and having meals together, even virtually, worked out pretty well. Saurav, you've got 4 tips that we want to kind of work our way through, as we think about strategies that leaders can use to implement CliftonStrengths to, to really increase retention. Can you talk a little bit about those?

4 Things Orgs Can Do to Retain Their People: Measure

Saurav Atri 22:32
Yes, so 4 things leaders and organizations can do to retain their people, first is Measure. Understand your people really well. If you know your organization is high at Relators; you know they value that one-to-one conversation, they value that human connection, create more opportunities to fuel that. If you know your organization is highly competitive -- Competition is the top strength -- create contests; they will be driven by that. If you know your organization is high Ideation, create a think tank. So the first is Measure. If you don't even know, you can measure it. And you can measure at 3 levels: psychological needs level, which is CliftonStrengths; workplace needs level, which is Q12 and engagement; and wellbeing needs as well, through wellbeing surveys. That's the first step: Measure.

4 Things Orgs Can Do to Retain Their People: Coach

Saurav Atri 23:13
Second is Coach. And here's why coaching becomes even more important, Jim, in the modern environment. I say right now, people's expectations from society, from the world are not being met. They expect to travel; they expect to meet with family. I was just talking to a couple of leaders in coaching calls just last couple of days in Hong Kong. And Hong Kong is going through some really tough times right now, you know. People going to go, will go through lockdowns, and they'll go through PCR testing, and you know, they won't be able to travel. And that's frustrations. Why? Because we, whenever our expectations are not met, we get frustrated, isn't it? So it's important to realize that there's a lot of external frustration that are being built in, into people's lives. So even a small trigger the workplace could really create a lot of turmoil internally into people's lives. I say, right, engagement is an internal phenomenon. If that is not being fulfilled, it will reflect externally as well there.

Saurav Atri 24:09
Coaching gives you an avenue to vent out, release that pressure cooker right there. So that at least there's somebody who's listening to me, understanding me. It's not just a transactional work conversation; it's a human conversation. And this is where managers need to develop coaching capabilities to do just that, to take care of people right now. It's not about just feedback right now. It's about "feel back before feedback." That will create a lot of release in pressure; it will create understanding. And that's why I say, Coaches are great listeners. That's what we want them to be, right. So this is a time not for talking and telling; it's a time for listening and understanding, because people are going through some really tough times right now. So, Coaching is the second step that we can think about this. And CliftonStrengths also gives you insight of how to coach people, what to coach people on. It gives them a lot of good energies to help people be the best of who they can be.

4 Things Orgs Can Do to Retain Their People: Development

Saurav Atri 25:03
Third: Development. We need to invest as organization in the coaching capabilities of our leaders, of our managers, so they can be there for their people. And also development of our people, individuals. You know, the No. 1 reason why people change their jobs or leave companies is for learning-and-growth opportunities, career growth opportunities. So if you're not investing in our people, then we're not investing in business. The best leaders invest in people the same way they track the business growth for numbers for their businesses, they track the people growth in the organization. What's this person's skill today? What's the person's skill I want to be in the next 2 years, from a workforce planning perspective? That is what I call is building a workplace of the future, where you're paying attention to where your talent is today and where your talent needs to be in the near term. And you're investing intentionally in that area. Growth happens, whoever and whatever you give attention to.

Saurav Atri 26:00
If you, imagine if you give attention to every employee in your organization, and you grow them by 20%. What impact would that have on your business? Because let's be honest, that's all you control. You don't control the external markets; you don't control how the markets are reacting to the war that's happening worldwide. All you control is how I'm taking care of my people. If they're feeling stressed out with what's happening globally, it will impact business. Who's listening to their needs? Who's listening to their emotions and managing them?

4 Things Orgs Can Do to Retain Their People: Investment

Saurav Atri 26:29
This is where I say, fourth step, Jim, is Investment. The best workplace needs the, meets the needs of the entire employee workforce. Holistic wellbeing, invest in people's wellbeing right now because that is top-of-mind for people right now there. Understand how different initiatives worldwide are impacting them, you know. Break the biases happening. So don't just assume anything; ask, ask, ask and listen to your people's needs. And that's where I say, when people and leaders invest in human impact, it creates business impact, Jim.

Jim Collison 27:08
Saurav, just a reminder, again, those are Measure, Coach, Develop and Invest. And actually not a bad personal strategy either. You can look at those as your own, What am I doing to measure my own growth? What am I doing to make sure I'm getting coaching? What am I doing for my own personal development? And what am I doing to invest in myself? I love that it works on both. Saurav, we got maybe about 30 seconds left. Give us your best summary in just the final moments here.

Saurav Atri 27:37
Well, here's what I say. When you think about human beings, human beings are both emotional and rational. While we take care of the rational side with pay, benefits, experiences, the emotions are the most important aspect today. And if we pay attention to that experience people are going through in life, you know, we can create a great life for people out there. The best leaders focus on people's lives and not just on only work. Because let's be honest, when you're 70 years old, and you look back to this time, nobody would remember what targets you've hit. But people will remember how you've changed their life. And this is the time when leadership needs to rise. Leadership is not a position or a title; it's a mindset. Leadership is a mindset -- when you believe that the purpose you're working towards is bigger than just you being able to achieve it yourself, you need to inspire people to follow you along. And to inspire people, you need to inspire their hearts to work towards a common goal. So pay attention to people. Jim.

Jim Collison 28:37
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.

Saurav Atri's Top 5 CliftonStrengths are Strategic, Positivity, Competition, Responsibility and Futuristic.