Deliberative®: Developing Your Leadership Skills

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Explore Gallup's CliftonStrengths^® for Leaders Report and discover its ability to help you maximize the impact of your -- and others' -- unique leadership talents and strengths, in this Season 2 episode of The CliftonStrengths Podcast. Join Jim Collison and Dr. Jaclynn Robinson as they discuss the Deliberative^® theme, its power in a leadership role, how it can help or hinder you as you lead others, and how you can leverage it with the CliftonStrengths for Managers and CliftonStrengths for Sales Reports. Unlock the leadership potential of your Deliberative talent -- because everyone leads something.

I like to think of this person as running [an] ... informal risk analysis. Let's explore the risks [and] ... any perceived obstacles that might come along the way, so we can make sure we are making that right decision.

Jaclynn Robinson, 1:24

They can offer a lot of patience. And they can welcome perspective, when it comes to conversations with fellow leaders or employees or their direct reports. They don't rush individuals into the decision-making process.

Jaclynn Robinson, 5:11

Jim Collison 0:01
I am Jim Collison, and this is The CliftonStrengths Podcast, Season 2, recorded on March 10, 2023.

Jim Collison 0:21
In this CliftonStrengths Podcast series, we look at the CliftonStrengths for Leaders Report one theme at a time, and today's theme is Deliberative. If you're listening live, we'd love to have you join us in chat; there's a link to it right above me if you don't see it. If you're listening after the fact, you can always send us your questions: coaching@gallup.com. Dr. Jaclynn Robinson is our host today. She works as a Senior Learning and Development Consultant and joined me for Season 1 of The CliftonStrengths Podcast, where we looked at Wellbeing at Work, one theme at a time -- I'm being very Deliberative here. Today, cause today's theme is Deliberative. Jaclynn, welcome back!

Jaclynn Robinson 0:56
Thank you.

Introducing Deliberative

Jim Collison 0:58
We are spending some time thinking about Deliberative. Give us that quick intro on it. What is, what does it mean to be Deliberative?

Jaclynn Robinson 1:05
Well, you are best described by the serious care you take in making decisions or choices. You anticipate obstacles.

Jim Collison 1:13
Talk -- that's interesting, as I was thinking about that, "anticipate obstacles." What does that mean? What, I mean, give me an example. What does that look like, do you think?

Jaclynn Robinson 1:24
I like to think of this person as running the, it's like informal risk analysis. So before we get started, let's explore what these pathways are. Let's explore the risks that might be involved, any perceived obstacles that might come along the way, so that we can make sure that we are making that right decision.

What Is the Power of Deliberative in a Leadership Role?

Jim Collison 1:45
I think sometimes we think of this as slowing down to think about it, right? We, if we were to kind of summarize that, like, Hey, look. And I think sometimes this gets, this gets maligned or misrepresented in slowing down being a bad thing, right? Like, Oh, no, especially among us Activators. Like, oh, yeah, Don't slow me down. We got to keep moving! And that, that, that the slowdown part may be minutes or seconds. But let's at least think about it before we, before we engage in the process. Let's, let's be, you know, certainly, for everybody, it's a little bit different. When we, this season, we're spending time thinking about this CliftonStrengths for Leaders Report, and what is the power of this theme, then, in a leadership role?

Jaclynn Robinson 2:35
Well, others know that this leader puts thoughtful consideration into all decisions that impact the department or the organization overall. Whenever this leader shares out strategic initiatives or upcoming objectives, then anyone around them knows that it was done by considering all factors and risks. And that level of care just really creates Stability and Trust in the workplace, as employees know that situations aren't just going to change very quickly. They know that a lot of thought has been put into it from that leader.

Jim Collison 3:05
Throughout this season, we've been thinking about this idea, these 4 Needs: Hope, Stability, Compassion and Trust. Because you said two of them, let's just, let's elevate that, because we can, to that section. Talk a little bit more about Deliberative and this idea of it bringing -- just expand a little bit on it bringing Stability and Trust.

Jaclynn Robinson 3:26
Stability, because even one of the things that we do at Gallup, we've got some custom indices for engagement surveys, and we'll ask employees, you know, do you trust in the leader? And do you trust that -- I'm paraphrasing, but -- if, you know, an obstacle were to arise, that the leaders would be able to come through and, and save the day? -- again, paraphrasing. This leader is one of those that people would say, Yes, we trust in them, because we know that they are really thoughtful and considerate in any actions that they're taking. They're not just going to take an iterative process. They're not going to want to run something through beta. Or actually, they would run something through beta; they're going to, you know, really make sure that the pathway they chose is right before acting. And so that creates a lot of just Stability for employees, who know things aren't just going to change on a dime.

How Can Those With Deliberative Lead Others?

Jim Collison 4:20
I want to spend, as we think of this through, it's the Helps and Hinders of this. I want to think about this skill -- this is one of those themes, I think there's a skill involved, especially in dealing with other people on doing this right and being successful with it. Because just stopping things is not necessarily the success factor, I think, of Deliberative -- of just being that person who's always the, Well did you think about this? Did you think about this? Did you think about this, right? But the skill that goes into the, in doing that in a team setting, going from the me to the we, thinking like, Hey, how do we do this in the team and make it work, so we're not just frustrating people? Because that can happen too, right, in this? Let's, let's first talk about the helps. So how could this theme help in leading others?

Jaclynn Robinson 5:09
I, I love that they can offer a lot of patience. And they can welcome perspective, when it comes to conversations with fellow leaders or employees or their direct reports. They don't rush individuals into the decision-making process, for one. And they'd rather gather information and feedback, so that all possible outcomes are reviewed and considered before moving forward. So they really do -- to your point of me versus we, they really can take that welcoming, thoughtful approach and invite in the we.

How Could Deliberative Hinder Your Leadership of Others?

Jim Collison 5:38
Yeah, a challenge in a group setting where they're ready to move. Right. They're like, Hey, let's do, and, you know what, and it's hard, for those of you high in Deliberative, this may be a hard pill to swallow. But sometimes, even getting all the information and considering all the options does not guarantee success. I think sometimes we think, like, No, if we don't have everything, it's -- there are times we move forward, and we get lucky. And we, it works. Right. And the, the, the, the, the other side goes, See! We didn't need -- again, going back to that, that kind of skill of inserting this in in a way that, that where it brings the whole group along with it. Let's think through this something, at the right time, as well -- knowing the right situation and the right time to be able to do this. Let's spend a little time thinking about that hinder, in that area -- how could this theme hinder the leadership of others?

Jaclynn Robinson 6:38
I think you just hit the nail on the head. It's, there's times when speed is more effective and necessary than thoroughness. And in those circumstances, this leader could really lean on their trusted, you know, confidants, who can think and act more quickly to offer great ideas and actions. So this might be those Activators kicking in; maybe they're Strategic; maybe they have high Relator. And they just have that relationship and deep rapport to know that that person's going to carry them through. But this is where sometimes that phone-a-friend can really come in handy.

Jim Collison 7:08
Yeah. And I, this is I love phoning a Deliberative friend. Like, Hey, I'm stuck! Can -- let's, help me think through this a little bit. What would you, what kind of things would you do? I also think one of the beauties of this talent is knowing, again, going from the me to the we, how to move it up in the cycle, so it gets introduced long before the decisions have to be made. So how do we get this, how do we get this deep thought into these considerations that need to be done -- getting the group thinking about things long before there's a desire to move. Because, you know, you get a group, the group wants to move, and then you've got the, Well, OK, but did you think about all that -- like, the time for that was actually a couple of weeks ago. And I think the maturity in this, the hindrance can be too late in the process; the help can be early in the process, when everyone's open to consideration, right?

Jaclynn Robinson 8:04
Yes, that ideating phase. I could see that.

Jim Collison 8:08
Yeah. Well, and listen, Deliberative is a form of Ideation in some ways, that, because you can think through all the things, like, What do we need to consider in this? And has it been thought about, right? Ideation and Deliberative can live in harmony with each other in that situation. So those don't have to be opposites either. Right?

Jaclynn Robinson 8:29
True.

How Can You Use Deliberative as You Lead, Together With the Managers and Sales Reports?

Jim Collison 8:30
We're spending this season also thinking about this in combination with this CliftonStrengths for Leader, Leaders Report this CliftonStrengths for Sales and then Manager Report that we have these role-based reports. Let's put the two together. As we think about sales and leaders, what could that look like? How could we use those two reports together?

Jaclynn Robinson 8:47
Yes. So this sales leader is one who would excel at carefully architecting a strategy for a client, while articulating how they arrived at that strategy. So the prospects and/or the clients they're working with know that that plan was presented in a way where, you know, that sales leader sees that it's the best solution available, based on the factors that that, you know, prospect or client is presenting with the considerations that they're trying to just consider -- considerations they're trying to consider -- I don't know any other word -- and the budget that they have. So this level of thought placed into the strategy can help build deeper trust and rapport because, Hey, this person listened to me. And they're really meticulous in helping me think about how, how this is the best solution.

Jim Collison 9:38
Well, trust is the cornerstone of the sales process, right? The customer buys when trust is, is achieved. And so I love that you brought that back around from, as we were thinking about it earlier of, through this strategy of deeper thinking, and then the customer knows, you know what? You've thought about this. I'm going to trust that thought, and I'm going to go forward with it, because a customer can't always get to that place on their own. They may not have enough time. They may need to move, you know -- I think about the housing market last year, and when it was time to buy, it was time to buy. Like you, you needed to move quickly, right? And to have someone who's maybe prethought -- that's, that's, I think, another superpower in Deliberative is maybe they've prethought through all the things. They've also maybe prethought through all the objections that may come up during a sales cycle. Like what are the objections they're gonna have? Let's think about that.

Jaclynn Robinson 10:34
Very true. I coached a leader that would think through that; that was his best way of being able to prepare for a conversation was to think about all the different ways that conversation could go. High Deliberative.

Jim Collison 10:47
Yeah. Pre-, prework, you know? It's, it's, Deliberative doesn't have to be in the moment; it can be prework that is done, thought that is done, knowing these questions are going to come up, and that person with high Deliberative has thought through those, those pieces. I mean, it certainly does have that element of action in the moment. I love that idea of preventative maintenance. You know, Deliberative as preventative maintenance?

Jaclynn Robinson 11:13
You've got to trademark these phrases!

Jim Collison 11:15
Super cool. OK, let's think about it in terms of Leader-Manager, then. What would come out of that?

Jaclynn Robinson 11:21
Well, thought leader comes to mind, when I think about this leader of people. Their direct reports can come to them and know that, when it comes to their individual development plan, a potential role change in the company -- we're seeing some of those desires now, when it comes to their goals, or even their key responsibilities, that this leader will help them think through all avenues and help them land at the best decision.

Jim Collison 11:46
I just got really comfortable when you read that. You know, when you, when you said that. Yeah, it was just like, it made me feel good, thinking if I had a leader with high Deliberative who was, who was my manager, that providing that stability and leaning into that stability --

Jaclynn Robinson 12:02
Yes. I so agree. I think they'd be such a fantastic thought partner.

Jim Collison 12:08
Yeah, yeah. Right on. As we think about wrapping this up, any final thoughts? How would you, how would you -- put a, put a bow on Deliberative here. Maybe think about it for a second first, though.

Jaclynn Robinson 12:19
Well, no, I think what we just talked about is something that Deliberative could likely really lean into right now. Because we know learning and development in the workplace is what people are craving. They're joining, because they want that; they leave if they don't have that. And so if there is internal agility or movement, or they don't have a career development plan crafted yet, someone with Deliberative would be really great as a manager, to have that sit-down conversation and say, Let's just talk about the work you're focused on. Because they can help them realign or redesign if necessary. Let's think about your career development plan. Have you thought about X, Y or Z? Based on whatever that, that feedback is from the employee. If they're looking to move into a different department and try something new, they can have those discussions. And I've just noticed, we talked a little bit about this in the midshow, but that certainly is something that is on folks' minds right now -- learning and development and what's next. I've coached a lot of folks this week on that -- and some engagement sessions. And so Deliberative is just, what a great use of your talent to be able to help people deliberate about what's next for them.

Jim Collison 13:35
Love it! Well, with that, let's, let's remind --

Jaclynn Robinson 13:39
Put a stamp on that; I'm done! I'm off my soapbox.

Jim Collison 13:45
Love it. Well, with that, let's remind everyone to take full advantage of all the resources we do have available now in Gallup Access. Head out to gallup.com/cliftonstrengths, upper left-hand corner. Choose the Resources tab that's there, and then search for what you're looking for. In this case, put Deliberative in; everything we've done around Deliberative will show up. Lots of resources available for you there -- great things to consider and great learning to take place in that, so you have an arsenal to work with, for those of you high in Deliberative, which I think would be very, very helpful. Stay up to date with all the following, or stay up to date with all the webcasts by following us on Eventbrite. Go to gallup.eventbrite.com -- B-R-I-T-E. Join us on any social platform by searching "CliftonStrengths," and thanks for listening to us today. Appreciate you guys out there. If you enjoyed it, share it, hit Like, Subscribe, all those other things, all the social proof that you're supposed to do. Even the live folks, you can click the Like button right now; that always helps with discovery and other folks discovering it as well. And thanks for listening. And thanks for coming out today. If you listened live, stay around for some postshow. With that, we'll say, Goodbye, everybody.

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

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