Relator®: 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 Relator^® bring energy and motivation to their workplaces? And how can managers high in Relator foster a work environment that is energized, motivated and thriving? Join Gallup's Jim Collison and Dr. Jaclynn Robinson and discover how, using your Relator theme, you can bring new energy and motivation to your role, your managing, your coaching.

What's better than feeling more energized by getting to know your fellow colleagues that you're going to be working with?

Jaclynn Robinson, 1:47

[Use] your strength to share your own personal experiences and insights related to meeting those expectations. That can create a sense of relatability and trust.

Jaclynn Robinson, 7:34

Jim Collison 0:00
I am Jim Collison, and this is The CliftonStrengths^® Podcast, Season 3, recorded on February 26, 2024.

Jim Collison 0:18
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 Relator. If you're listening live, you can join us in chat. Or if you're listening after the fact, maybe on the podcast or on YouTube, you can send us 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. Season 1, we looked at Wellbeing at Work, through the book, which she was a major contrib -- yeah, major contributor; I could say that, right? -- major contributor to and a part of our Clifton Season 2 CliftonStrengths role-based reports. Always great to be with you. Welcome back!

Jaclynn Robinson 0:59
Thank you. Happy Monday!

Jim Collison 1:02
You wrote most of the Appendix of the Wellbeing at Work book, didn't you?

Jaclynn Robinson 1:05
The strengths mapping piece.

Jim Collison 1:07
Yeah. In the back?

Jaclynn Robinson 1:09
Yes. Appendix 2, I think, off the top of my head.

Jim Collison 1:13
Lots of, lots of stuff. Yeah, I don't want to, I don't want people to forget that.

Jaclynn Robinson 1:15
During the pandemic, which was nice, when you just want something to do that's creative during the pandemic. Put me in!

Relator: Questions for Individuals

Jim Collison 1:24
Early days of it as well. Well, we're, this season, not to digress, but this season, we're talking about bringing energy to work with your themes, and today we're talking about Relator. Let's talk about the individual first. What are some ways an individual with Relator can feel more energized by focusing on their basic needs?

Jaclynn Robinson 1:42
All right. Well, basic needs -- knowing what's expected at work [item Q01 of Gallup's Q^12® employee engagement survey] -- having the resources to do it. What's better than feeling more energized by getting to know your fellow colleagues that you're going to be working with? It's more energizing, it's more comforting when you've got a friend or two on the team that you can work on with these key tasks together, or at least get support with materials or resources as those barriers arise. So starting to inquire about work and communication style, or what individuals' strengths are, those can all be really good starting points for building a relationship with your team members, particularly, you know, those that might be newer to you or less familiar to you.

Jim Collison 2:23
You have Relator 5. What do you need -- for your Relator? How does that play out, like, from a basic needs standpoint? How does it play out for you?

Jaclynn Robinson 2:32
I love working with, I've got a close group of partners that I work with a lot on different projects or client accounts. And that's fun. We gravitate to each other, and we just continue to work together time and time again. So for me, it's once you've got that relationship built, how do we continue to build on it and find more work to do together? That's big. Otherwise, if it's new, then we'll, we'll even set up a call, just to have a little bit of a meet-and-greet first. Get to know each other better.

Jim Collison 3:06
I am known for my Woo^®, right. I talk about it all the time -- I say it's my favorite theme. But we were talking in the preshow, and I actually think Relator, for me, is more important for the -- I mean, look what you and I are doing here. And, you know, the, I have these podcasting relationships with, you know, Maika before you, Dean Jones, Mike McDonald, we have these relationships.

Jaclynn Robinson 3:28
Heart to them all.

Jim Collison 3:29
They're super, they're super important. Not, not that I don't love recording these, but the 30 minutes we get ahead of you and I on this together, way more valuable. And we don't talk about the show; we talk about what's going on in our lives. Yeah. And so I think from a basic needs standpoint, even with Relator being as far down as 9 for me, I think it's really, really important that I get those, I get those times. As you were talking about the, what you needed. I agree. I love, I love sharing the work with somebody and just being on a call. Even if we're not talking, we're there, or next to each other in a conference room, right, one-on-one, building those deep relationships and knowing. How can an individual -- in what ways can an individual with, with Relator feel more energized by focusing on their individual strengths and development?

Jaclynn Robinson 4:26
I think opportunities to mentor or learn from your fellow colleagues/friends, I'll say, because you like, you like having friends in the workplace, typically, if you've got Relator high. And those opportunities to mentor or learn from one another can be really fruitful. So scheduling one-on-one calls with your team members, especially if the workplace might not be naturally conducive to a team meeting or a team retreat, those one-on-ones that you are scheduling can be helpful, just so you and your team member can share knowledge or best practices or just catch up on day-to-day life or even mentor one another. You kind of mentioned what we do, Jim, is, you know, we schedule 30 minutes before this to catch up with each other. So it's looking for those opportunities if you've got Relator high. And you can use that as a developmental opportunity too, to say, "Hey, do you have this resource that I'm looking for?" Or "How did you cover this particular work task?" You can learn from one another, especially your trusted confidants.

Jim Collison 5:28
And I think relationship building this way, with Relator, it is a, is an intentional, you know, I, you got to intentionally get after it. I guard those 30 minutes. Like, I guard it. Cause it would be easy to start saying, "Well, you know, there's other things we could be doing." But if I'm going to be doing this with you, I need that time. It actually makes me better. Like, I get to know you; we're better this way. We're, I mean, if you go back to Season 1 of The CliftonStrengths Podcast, it's good stuff. But do we know each other as well back then? No, like, it's the hours that we've spent. And I guard it. I think we need to be intentional about it. I think that's one of those areas, from a development standpoint, you've got, it just has to happen. You can't fake it. You can't, you know, like, oh, instant friendship or instant Relator! No, you got to put the time in, right. Let's, let me ask you this question: What are some ways an individual with Relator can feel more energized by building partnerships and finding purpose? I've answered my end of the question for you. But what would you say in that case, as well?

Jaclynn Robinson 6:37
Yeah, by discovering common interests with your team or team members, you can begin to connect over shared hobbies or work tasks to facilitate and just deepen your connections. Then consider each other's strengths and weaknesses when you are starting to split the teamwork. With that rapport already established, you're already going to be more inclined to share and value each other's thoughts and opinions on work assignments, because you have put in the work and the effort of getting to know each other. So there's more understanding and appreciation to say, I'd prefer to do this, because this is where my strength is going to lie. And you go, Oh, OK. This isn't an excuse; this is who the person is. And I've gotten to know them over time and know how this helps them in their growth or will help, you know, deliver excellence in the work itself.

Relator: Questions for Managers

Jim Collison 7:27
Let's make a shift to the manager. How can a manager with Relator support others with their basic needs? .

Jaclynn Robinson 7:34
Using your strength to share your own personal experiences and insights related to meeting those expectations. You know, that can create a sense of relatability and trust. And then you can open up the room to hear from other folks. What questions or concerns or insights do you have related to this key expectation? What resources do you need? So that level of relatability that you have, and the openness that you invite in, will allow them to share out more as well.

Jim Collison 8:05
Yeah, I think the essence, the me to we in Relator, is helping others know more about other individuals. Like, because we have a relationship, I know you; when I'm talking to someone else about you, I can give clues to you that speeds up the process of their relationship to you. Right. I mean, I think that's the power of that in knowing. And again, there's no cheat sheet on this. As a manager, I think you've got to know, you have to know them. You've got to create some ways that give you, you know, that give you the ability to know them by asking some great questions, by doing some things. We don't all do that naturally, even with Relator. What do you, how do you feel about writing things down about, about folks, like birthdays and anniversaries and those key events in their life? And keeping track? What do you think about that? What do you think about that?.

Jaclynn Robinson 9:01
Yes. That's a good question. Because we often associate that sometimes with Input^®. But Relators, given the investment they put into family, friends or colleagues in your trusted circle of friends, family and colleagues, there, I think there is, for at least some -- maybe it's not all -- that ability to recall key events in an individual's life because of the investment that you've put in it. I know I remember -- all my family comes to me for birthdays, the age of nieces or nephews or parents or aunts, uncles, addresses, because they know that I've, I've got it either written down or I have it top-of-mind. So I've been that person, and I definitely see it come through with the Relator. Recalling the strengths of family members -- they go, "How do you remember what our talent themes are?" Like, well, just invested in It. I'm invested in you.

Jim Collison 10:04
It is a letdown for me. I let myself down sometimes, like, Why can't I remember those? I need better systems for those kinds of things. In the moment, there's no one better than me, one-on-one in the moment. I, I am there. I am fully there. You have my full attention. If we're doing this, I'm in, I'm in -- emotionally, I'm there. But remembering those kinds of things has been, has been a challenge for me. How -- and we might have alluded to it a little bit, but how can a manager with Relator help others feel seen, heard and valued as an individual?

Jaclynn Robinson 10:37
Yeah, well, your genuine nature, because that's so important, that's, that's almost a value of someone high in Relator is to be genuine and authentic. So that comes through, and your desire to get to know team members comes through. You want them to feel cared about. You want to invest in them. So you tend to ask about their goals and their aspirations. What challenges are they experiencing? What are their personal and professional interests? And so that level of focus -- even, Jim, you just mentioned it -- the level of focus and intentionality you have behind individuals, and getting to know them, is apparent, oftentimes. And that helps somebody feel seen, heard and valued when you're actively listening. And then even in future conversations, you're pulling that commentary back in.

Jim Collison 11:25
What about in an area where -- we, and we ask this question a lot -- How can a manager with, with Relator, build trust, inspire and deepen team collaboration with the community? Talk some, talk some more about that, because I think those two really go together here.

Jaclynn Robinson 11:39
I think being able to, to work collaboratively to set quality-related goals as a team. Ensure those goals align with their individual strengths and interests, and help them see how their contributions impact the mission or the purpose. And then again, because you're creating that safe space, and it's a genuine space, people can ask questions. They can, they'll probably have a better understanding and appreciation of one another because you want to invest in people. So the we as a manager might be, I want our team to get to know each other more deeply as well. That sense of community and the bonds are already there. So it's going to make it even more feasible to say, What does quality look like? How do we want to divvy up the work involved? What questions do we need to troubleshoot together? Etc.

Jim Collison 12:36
Yeah, we have this exercise, "I bring and I need." And I think as we think, you know, you and I both have high Relator, so we come, we do this, we get together, and we both -- I mean, we can, we do this naturally, right, for each other. But I think in some contexts, especially as we think about the manager and figuring this out from a team setting, we may need to talk about, What do I need? This is really, really important, right? And focusing in on those Relators -- or non- Relators -- in the team, to be like, Hey, here's what I really need. That's what they're saying. That's the relational aspect of this in listening to that. So -- what a powerful question! I mean, "I bring" is awesome; but "I need"? It's such a powerful, I know, such a power -- and so easy. Like, it's so easy to do. Sometimes, when we put teams together, we get so focused on the doing and forget about the needing. And we do need things, right. So super, for Relators, asking that question should be a little easier in some regards, right, of remembering it. But, but, but a good point. Let's wrap it on this question: How can a manager with Relator support the growth of each team member?

Jaclynn Robinson 13:53
Well, this might come more naturally, but practicing that active listening in your one-on-one meetings with team members, encouraging them to share their thoughts, their concerns, their ideas, related to development. And then offer support and empathy when or as needed. I would say, one elements to Relator is it's easy to want to acquire information about other people. Sometimes you can be a master deflector, though, and it's harder for you to give information about yourself, which can halt vulnerability. So maybe there's opportunities, too, to just be vulnerable in the moment or listen or, you know, as they're sharing a hardship, maybe there's even something -- and you have to be careful not to make it, you know, you-focused. But you might have an example that you can even share, to bring forth some relatability of, Oh, you know, I can see where you're coming from, or I understand you, or I remember when, you know, I was at that point in time, in, in your shoes. And I know how difficult it might be, and let's think about next steps. So I'm just kind of speaking off, off the cuff there. But we do recognize that: Relators are really good at wanting to invest in people; it can be harder to be vulnerable. But in those moments when you're talking about growth or development, or you're offering constructive feedback (you're probably going to be better with the successes), you might want to think about that, too. What can I maybe share so I'm creating more of that psychological safety for this individual to tell me what it is they're experiencing, or where they want to grow or where they might be struggling?

Jim Collison 15:34
I think well said. I think with that, well -- well, before, why don't, why don't you just wrap up, wrap it up for us. Any final thoughts on Relator?

Jaclynn Robinson 15:43
Yeah. So Relators, you can create safety in the room through the intention and the, just the time that you spend on individuals and in team settings. What we do know is you tend to work better one-on-one or in those smaller team meetings. That's where you tend to be at your best. And so, Where are those opportunities to continue to just take 5 minutes with somebody or take 5 minutes with your team and celebrate success? Or ask what, what, what support you can offer them? Thinking about stories, maybe it's a, you know, 2-minute spiel about what you want to share about yourself that helps build relationships with newer people. You might have new team members or a new manager that you're also coworking with. So I, that's always a best practice I try to suggest to people is, you know, what are maybe two things or two sentences that you could share with somebody, so they can get to know you as much as you want to get to know them? That's going to help create that shared vulnerability and safe space in the room.

Jim Collison 16:50
I think we'll wrap it on that. Well said, and lots of work to do in that area. I'm always super convicted when I come out of these sessions. I have so much work to do. I have so much work to do. So Jaclynn, thanks for --

Jaclynn Robinson 17:03
We're always a work in progress.

Jim Collison 17:04
Yes, we are indeed. Thank you for your, thanks for your, your partnership with me on this. This is a Relator exercise that we do and is, I think is a great example of how it can, how it can work out. With that one, want to remind everyone to take full advantage of all the resources we have available inside of Gallup Access. Check it out: my.gallup.com. Or you can just go to gallup.com. Search on the click icon; put in "Relator" -- not "realtor," but "Relator" -- and you'll see the, you'll see the Relator theme that's in there, and you can see all the past podcasts that we've done that, plus other resources available for you. For coaching, master coaching or to become a Gallup-Certified Strengths Coach, we do that too. You can send us an email: coaching@gallup.com. You'll want to join us for the -- speaking of Relator -- you'll want to join us together in person, if you can make it, for the 2024 Gallup at Work Summit. It's coming up quickly. We'll have in person (most fun), virtual (awesome), because we're gonna lead the virtual stuff. So either way, awesome!

Jaclynn Robinson 18:04
Winning!

Jim Collison 18:06
Either way, but don't miss it. Don't miss it. It's coming up here June 3, 4, and 5: gallupatwork.com. If you did miss it, maybe you're listening to this in July, chances are we have something else set up for you. So head out to gallupatwork.com, and we'd love to have you join us for whatever event we have here in the future. Stay up to date with all our future webcasts by joining our Facebook groups, you can find them, find us on LinkedIn. Really find us on any social platform just by searching "CliftonStrengths." If you've enjoyed it, hit the Like and Subscribe buttons, so you don't miss an episode; all that other good stuff so that you're connected to us. And thanks for listening today. If you're listening live, we'll do a little bit of a 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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