Consistency®: How to Feel More Energized at Work

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

Productive employees want energy, motivation and drive to characterize their work life. Managers want their teams to possess these in abundance. And organizations envision an entire engaged, thriving workforce that overflows with these qualities. How can individuals high in Consistency^® bring energy and motivation to their workplaces? And how can managers high in Consistency foster a work environment that is energized, motivated and thriving? Join Gallup's Jim Collison and Dr. Jaclynn Robinson and discover how, using your Consistency theme, you can bring new energy and motivation to your role, your managing, your coaching.

Someone with Consistency [is] so adept at ... creating fairness in the workplace. ... And so, inherently, they're almost developing others with the level of structure and fairness that they're putting in place for themselves.

Jaclynn Robinson, 5:14

To plan ahead for those times of change, consider putting together a to-do list. What are the first three things that you need to reestablish to create that predictability for yourself?

Jaclynn Robinson, 1:50

Jim Collison 0:00
I am Jim Collison, and this is The CliftonStrengths^® Podcast, Season 3, recorded on January 5, 2024.

Jim Collison 0:22
In this CliftonStrengths Podcast series, we'll look at how to feel more energized and motivated at work one theme at a time, and today's theme is Consistency. If you're listening live, love to have you to join us in the chat room. Or if you're listening after the fact, you can always send us an email with your questions: coaching@gallup.com. Dr. Jaclynn Robinson is our host today. She works as a Senior Learning and Development Consultant and has joined me for Season 1 and 2 of The CliftonStrengths Podcast, where we looked at Wellbeing at Work and our CliftonStrengths role-based reports one theme at a time. And Jaclynn, always great to see you. Welcome back!

Jaclynn Robinson 0:56
Thank you, and Happy Friday!

Consistency: Questions for Individuals

Jim Collison 0:58
Happy Friday, Happy New Year! as we're recording. Folks listening to it in the future, it could be any time of the year -- it could be years from now; we still have people listen to these 5, 6, 7 years after the fact. We are spending some time talking this season about bringing energy to work, and, and particularly with your themes. Today we're talking about Consistency. Let's talk about it from an individual perspective first, right? So what are some ways an individual with Consistency can feel more energized by focusing on their basic needs?

Jaclynn Robinson 1:32
I think, well, change is a constant. So when things change, it can be more disconcerting for somebody that leads with Consistency. So, you know, you typically have that plan in place. There's the predictability of the workforce and the workplace that you're in. But to plan ahead for those times of change, consider putting together a to-do list. What are the first three things that you need to reestablish to create that predictability for yourself? So for example, if there's change in the workplace, maybe the first thing on your to-do list is Identify the new outcome. Then you can gather the expectations from your project lead -- How am I supposed to, you know, strive towards this new outcome? Once you know what those expectations are, maybe your third step is, Let me write down a list of potential or, you know, foreseeable barriers that could hinder these expectations. And then that fourth step might be, Now I can flag the respective party involved. And so anytime there's change, you already have your to-do list of how you can reestablish some calm and some little, little consistency -- I'll use the small word consistency, not the theme -- but a little bit more of that consistency and predictability in your life.

Jim Collison 2:51
We often think of, I think this is one of those themes where we think of its outward-facing dynamics -- in other words, how we treat people, I think of it a lot of that way, in other words -- providing an environment that's consistent and fair, right? We used to call this one Fairness way back in the day. And so, bringing some consistency or fairness to the environment. I like when, as you were, as you were talking about that, I was getting this word picture of creating an environment for myself that is, that is fair and consistent or gives me the best opportunity to be successful every day. What kind of things can I do? I love your list idea. I love some of those, like, What can I do to set up an environment around me that is going to give me a fighting chance at success every single day? I don't know, as I say that, respond to that a little bit. What does that do for you?

Jaclynn Robinson 3:48
I think that's really well said. You framed it up in a way where it connects those strands we often see with Consistency, of liking a more predictable, more structured work environment -- or environment altogether, but we're more or less speaking about work here. And that, that piece on fairness that we often see. So it's creating almost equity for themselves. I love that piece of, Now I can have a fighting chance in this new environment of change, if I have that structure for myself. And they're so good, too -- we're thinking of it from the me perspective. But when they've got that level of maybe structure or consistency, it's a lot easier to then lend it out to others, because you yourself are stable. You've put the air mask on yourself first.

Jim Collison 4:36
That's a good way, that's a good, that's a good visualization on that. Giving your, and I think even from a wellbeing perspective of getting yourself healthy in setting the expectations for yourself in a matter that -- and let's talk about it from that second question, this idea of development, right. How can I feel more energized by focusing those strengths and development? Talk a little bit about that, because that's the, I think that's the natural next step.

Jaclynn Robinson 5:06
And that's a good segue too, because they, when we think about the strengths of someone with Consistency, they are so adept at having that plan in place, creating fairness in the workplace. So if they're taking care of their most basic needs, getting into the development piece, they're going to know, again, potential barriers getting in the way of their success; skills they might need to support their development with the new change, or, you know, whatever exists currently, if there is no change. But they're also able to lend it out to others. And so people might look to them and go, Ooh, I like the game plan you have. I don't want to create a template or this level of structure, but I like that you have. Can I take it from you? And then I just know what I need to get done. So the Activators^® or those with Adaptability^®, you know, folks that could benefit from having a template but don't want to create it themselves, you've got that person with Consistency. And so, inherently, they're almost developing others with the level of structure and fairness that they're putting in place for themselves. I hope that makes sense; you're always a better wordsmith. But as we start to pair these two together of the me versus we, often see it with those with Consistency.

Jim Collison 6:23
Yeah, as we think about the manager here in a few minutes, we'll, we'll spend some time talking more about the we. But as you're saying that, I'm thinking about my own Consistency being very low. And I used to feel a lot of guilt about that -- that I was different all the time, I did things differently. I treated people differently all the time. And, and there are environments where I need, I desperately need that Consistency, right? I don't bring it. I can fake it for a while, but not long term. And so that idea of building partnerships was super important to me, because, and then, guilt-free partnerships. This is, I think, the point in some of these is, sometimes we come to partnership, you know, partnering with people, and we feel guilty that we're taking from them. But that, that's actually providing great joy for them to give those things away, right. I think we forget about this, this part. So the, talk a little bit more: How can we feel energized by building partnerships and finding purpose within our own roles, by either using that if we have it? And we'll spend some more time if we don't, talking about that. But can you spend a little time talking about that finding purpose?

Jaclynn Robinson 7:33
Yeah, when I think about partnerships and purpose, because someone high in Consistency has a higher standard for rules and guidelines, they often earn the trust of others, because others know that they're not going to change their thoughts or opinions and just kind of, as we, we might say in the U.S., "fly by the seat of your pants," where you're just changing your thought process, based on the person or based on your emotions for the day. So knowing that this individual won't take sides, so to speak, and they'd rather have that more practical approach, I think they're really great at establishing partnerships, because people can ask for their insights and know that it's going to be pretty pragmatic or rational, in terms of their thinking. But then even in terms of, you know, and then once I think about partnerships, and we think about finding purpose, when you have that level of camaraderie with one another, it's a lot easier to align and then say, "What do we want to strive towards together?" So I think they do have a way of, of, you know, kind of pulling people together in a room, where now it's, OK, we're all kind of here. What's next? Where do we want to go as a group?

Jim Collison 8:46
To level that playing field, to getting it to a level of, of, again, we use, we continue to use that word fairness in this, but to, to get to that spot, I think we desire that in group settings. We desire that in teams or, or as we're working with individuals, to say, Hey, you know, be on equal footing on this. Whether that's mentally or emotionally or -- the hard part is, right, as we think about sometimes in these partnerships, they get imbalanced because the, the, there may be some themes that have to be used more than others in the task that needs to be done. And I think this is an area where those with high Consistency can continue to bring the, Hey, this is working. Right? This is working, in the sense we're getting things done. Let's just remember that the goal is to be successful in this too. But just see, to be able to see that inconsistent or to be able to see that like, Hey, this might be 70/30, but that's OK, because this is the task that we're doing right now. And we're leaning into this. This is where I always felt guilt, right, when I was on the 30% side of things, but no knowing that those in the 70%, we were leaning into their strengths full bore. Like, hey, we, no, we need you at this moment. There'll be times, there'll be times when you'll need me. But for now, we need you. And yeah, I don't know, does that, any, any thoughts on that?

Jaclynn Robinson 10:17
No, that resonates -- especially what you said about leveling the playing field. Because we all think about our relationships at work. We're talking to individuals day in and day out. We're talking in team meetings day in and day out. When you're someone high in Consistency, and you're frequently, you know, exhibiting these traits of fairness and being very grounded or stable in your, in your way of thinking, then, to your point, when you've got everyone in a room together, and that person -- doesn't have to be a leader -- but that individual with Consistency kind of offers their own thoughts, people are going to be more inclined to listen. Because they'll go, Yeah, that's, that's the person that is really stable in their way of thinking. So I love what you said -- Level the playing field. Kind of brings people back down to that level state.

Consistency: Questions for Managers

Jim Collison 11:03
This is a theme, again, that goes to the we very quickly, and we can't stay off the we. We keep, even though we're talking about the individual, we keep going to the we a lot. Let's, let's just go, as we think about a manager, so how can a manager with Consistency support others with their basic needs? Let's talk -- we've alluded to some of that, but, but what are your thoughts there?

Jaclynn Robinson 11:23
Yeah, manager-specific -- team members take comfort in knowing that, you know, what the rules are and having guidelines in place. It offers that foundation that they can stand on. So when change occurs, set new ground rules that everyone can abide by and realign on what the new priorities are, because that can bring calm and reduce any confusion. And some of these, you know, if you're listening and you have Consistency, you might say, Oh, I do that. That might be a way of just confirming, Oh, this, yeah, OK, this is something that I do and bring to the table, and maybe this is where it shows up for me.

Jim Collison 12:02
Do you think with that, the value, the term I'm thinking of is the value of the reset. In other words, working with teams, of saying, OK, it's different now; let's reset together and make sure we're all on the same page -- that this is, no one's being left out (I know that sounds like Includer^®). But no one's being left out or, or, you know, we're, here's where we are right now, thinking of a reset with that. So in light of that, as we think, How can a manager with Consistency help others feel seen, heard and valued as, as an individual? What does that look like?

Jaclynn Robinson 12:38
This might be an area where someone with Consistency can, can lean in a little more, but take note of what each team member is doing consistently with ease and excellence, and then get curious about their process. What are the tactics they're using to do their best work? It could be easier to standardize to a group, studying the success of, you know, the team overall. But when you study the success of each individual, it's going to enable them to contribute to the overall group success with even more ease and, you know, productivity.

Jim Collison 13:13
How do you think, when you think about recognition and Consistency and this reset idea that we've been talking about, how does that play, as you see that? Because recognition's really important -- individual recognition is really important for, but there are times Consistency plays in in this area in recognition. How do you, how do you think that helps people be seen and heard?

Jaclynn Robinson 13:41
Ooh. Well, if I kind of understand the, the path you're walking, they might be consistent with the cadence of the recognition, but individual in terms of how they recognize that person. So every week, I want to recognize, you know, 5 people, but what that looks like is going to be different based on that individual. Or every quarter, I'm going to recognize the team as a whole, based on some of the successes that we've had. Or once a month, in a team meeting, I'm going to allow space for us to recognize one another. So they might have some consistent scheduling but be individualized in their approach.

Jim Collison 14:20
It's a huge blank spot for me, because I don't have Consistency -- I mean, it's super low. So as I'm thinking about how I would do it as a manager, I, I'm going to need some help in that. Because the genius, right, is, is getting recognition both consistent, or with consistency and individualization. And it seems like the juxtaposition that they're opposites, but they're actually, you know, they are actually, they need to work -- you have to have both in that to make it, to make it work, to have that both meaningful recognition that's individualized as well as consistent, consistency, when we think about the people and the way it's, in the way it's being done, right? If, if it's, if it's favor, if it's being favored towards a individual or group of individuals or whatever, it can lose as much value to both those being recognized and not being recognized, if it doesn't have a consistency element to it, right. I don't know. Any other thoughts on that?

Jaclynn Robinson 15:19
Yes. I think that was well said right there. Yeah, they, Consistency and Individualization^® can play very well together -- should play well together, when it comes to recognition. Yeah.

Jim Collison 15:30
Yeah, the genius is making it. That's the hard part, like, this is the hard part of that. This is, if it was easy, anybody could do it. And so we need to, the hard part is making those two work together. Well, as those are working together, as we think from a manager perspective, how can a manager with Consistency build trust, inspire and deepen team collaboration and community?

Jaclynn Robinson 15:53
You teased a little bit of this out earlier when we were thinking about the manager with basic needs, and making sure everyone feels aligned and is giving their, you know, thoughts. So in this case, rather than give the team rules and guidelines for projects and tasks, get the team's opinion, and allow them to design the plan, when those opportunities, you know, are allowed or, you know, are something that you're capable of. So what protocols do they want to put in place? How often will they meet and align on the work? What does success look like to them? How do they want to celebrate their success? So instead of always creating the rules and the structure, really open it up and allow them to have their opinions count and allow them to come together as a team and create those partnerships and inspire one another through the motivation and the recognition that they want to put in place.

Jim Collison 16:48
Yeah, I love that. I, continuing to think through, just as you think about collaboration in that -- and this may be a collaborative superpower in some ways. While we, I think sometimes, while we think Consistency can slow things down, because we've got to do some leveling, right in this, in this, in this analogy, however, that works out, they can actually can be an accelerant once things are in that state. Right? We have to spend a little time sharpening the axe, so to speak, in the leveling, getting, getting prepared, getting ready -- it's, it may be one of those preparation themes that gets us ready, so we can, you know, rocket out of the, out of the gate. That wasn't a good analogy; those were two separate analogies. Burst out of the gate on that. How do we think, how, so last kind of question, then: How can a manager with Consistency support growth of each team member, then? Because that doesn't sound like Consistency, right? That sounds, that sounds like Individualization. Talk a little bit about that?

Jaclynn Robinson 17:52
Well, they can be consistent with the timing of those one-on-one developmental check-ins. But going back to that individualized piece, they still need to individualize with each team member's career path. But maybe there's, you know, specific questions that they ask that are consistent across the board, to some degree. But they can inquire about recent challenges that the individuals faced at work. If the challenge is ongoing, help them identify a pattern or method that's worked for them in the past, with similar challenges. That's one of our coaching tactics -- let's study success. And then in this way, they're actually giving everyone an equal opportunity to thrive and succeed.

Jim Collison 18:34
Jaclynn, I think I'll say on this, from a community perspective, I definitely lean into Individualization on the side. I lean towards the way I run the community and the way I, the way we do things. But I have to say, "Thank you" to those in the community with high Consistency who have held me in check. To say, "You know, Jim, you know, you could think about it this way too." And I love that partnership, to be able to -- and we need those things, right. That's the power of bringing, I think, in the manager and the growth of each team member -- of having the boldness to say, "I know you're thinking this way, friend; think about this way as well." Sometimes, people come at me kind; sometimes not so kind. But I do appreciate the feedback that you bring to me -- helpful to me and my growth. I guess I'm saying this to say, those with high Consistency, we need you to come at us sometimes and say, "Hey, I need you to think about -- I'm seeing this. I need you to think about that," right. And I think it's super beneficial. As we wrap this up, Jaclynn, final thoughts on Consistency for us?

Jaclynn Robinson 19:41
Well, I think Consistency can be underestimated for the level of trust and stability that they can bring into the workplace, because we automatically connect it with fairness. And part of that fairness is having rules or guidelines or a little bit more predictability. And so to those high in Consistency, I think you do, as you mentioned, Jim, a lot of folks a favor in showing up and being your authentic self, because whether you might see it or not, visibly, you're creating some of that, that calm and that collectness that can help other people start to reassess their own, you know, their, their own life or go, Ooh, you know, this person, they're so chill right now, and we have all this change. Like, what system or mechanism are they using? They'll kind of want to go pick your brain and see what template or mechanism that you have in place. And so I think, going back to just being your authentic self, even though you might be focused on the me, oftentimes, it will show up as a we with the level of stability and comfort and trust that you provide. So, we love you, those with Consistency.

Jim Collison 20:54
Yeah, we do. We do. Well, well said. We're, we, as we record this, we're, I'm, I'm personally going through a lot of change. And it's a good reminder, you know, both at work, and in my, in my home life, I, it's a great reminder to lean in, find some folks with Consistency, and ask them some great questions. Like, how can you help me? Give me some advice, as we get through this thing. And so very well said. Well, Jaclynn thanks you, thank you for that.

Jim Collison 21:22
We'll remind everyone to take full advantage of all the resources we have around this. You can find that in Gallup Access. Head out to my.gallup.com. For coaching, master coaching, you want to become a Gallup-Certified Strengths Coach, we can help you with that as well. Send us an email: coaching@gallup.com. If you want to join us for the 2024 Gallup at Work Summit or any of the summits -- maybe it's past that time -- but details: gallupatwork.com. And stay up to date with all the future webcasts by joining us on our Facebook or LinkedIn groups. Search for any of -- find us on any social platform by searching "CliftonStrengths," and if you enjoyed it, we would ask that you share it, and many of you do. I see that all the time. So thanks for doing that -- putting that on LinkedIn or Facebook, and thanks for listening today. Thanks to everybody who came out live. Stay around for a little bit of a midshow. With that, we'll say, Goodbye, everybody.

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

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