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

It's important to just remain open or even do some check-ins, even if it's once a week, to say ... This is what I'm focusing on. Is it still key?

Jaclynn Robinson, 2:37

Where are [employees] finding a lot of confidence in the work they're doing day to day? Someone with Self-Assurance can really pull that out and then continue to help them cultivate those talents.

Jaclynn Robinson, 17:32

Jim Collison 0:00
I am Jim Collison, and this is The CliftonStrengths^® Podcast, Season 3, recorded on March 15, 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 Self-Assurance. If you're listening live, love to have you join us in chat. If you're listening after the fact -- maybe on the podcast or on YouTube -- and you have questions, you can always send us an email: coaching@gallup.com. Dr. Jaclynn Robinson is our host today. She works as a Senior Learning and Development Consultant, joined me for Season 1 and 2 of The CliftonStrengths Podcast. If you haven't caught those yet, don't stop this one. Just, when you're done, you can go back and hear these themes for Season 1 and 2 in that podcast series. But she joined me for those. Season 1, we looked at Wellbeing at Work; Season 2, CliftonStrengths role-based reports. Jaclynn, always great to be with you. Welcome back!

Jaclynn Robinson 0:59
Thank you.

Self-Assurance: Questions for Individuals

Jim Collison 1:02
Jaclynn, this season, we're spending some time talking about bringing energy to, to work with your themes. Today, we're talking about Self-Assurance. Let's talk about the individual first. What are some ways an individual with Self-Assurance can feel more energized by focusing on their basic needs?

Jaclynn Robinson 1:19
Well, there's naturally that, you know, inner sense of confidence and command over the workday. So this is a bit of a caveat or a "remember this too." And it's to remain open to input and feedback from others so that you can just continuously adapt your day, based on critical priorities or changing needs. That's what I'd have to say about that one.

Jim Collison 1:41
You think with Self-, with Self-Assurance, How important? I mean, you just said, Be open to or have open -- you didn't say it in this, but what I heard was like open channels of feedback. How important is it for Self-Assurance, from a needs standpoint, to make sure they're "listening"? I kind of put that in air quotes. But here, however they get that feedback in, that, about some things that they're doing and such. How important is that, do you think, for someone who has that high?

Jaclynn Robinson 2:10
It's really important. I do think it's really important. And it's -- that confidence is strong, to say, I've got this. I can handle the day. But without the feedback from fellow team members or matrix managers or managers, that day that you're confidently leading might be in an alternative direction than the new direction or the new critical tasks or key priorities. So it's important to just remain open or even do some check-ins, you know, even if it's once a week, to say, This is what the, This is what I'm focusing on. Is it still key?

Jim Collison 2:47
Yeah. This is one of those themes that, oftentimes as we've talked about the me to we, that I think, by definition, seems to focus on the individual. I think there's some, and maybe we'll get an opportunity in the next 15 minutes to talk about how it goes from me to we from a maturity standpoint. I think sometimes when folks see this up front, it always comes back to the me, but I think it's got some super powerful we functionality. Let's talk about that a little bit. In what ways can an individual with Self-Assurance feel more energized by focusing on their individual strengths and development? Oh,

Jaclynn Robinson 3:23
Ooh. I think there, it's really paying attention to your gut. When you think about where your energy is reflected in the day, what are you doing? What's your gut telling you whenever something just feels off? There's certain tasks or partnerships or projects -- or clients or customers you're working with, and it's leaving you draining or feeling less self-assured or confident. Then, that's going to allow you to get to the next level of, Is it because I need to develop myself further in this area, and that's going to support my confidence? Or do I want to focus in, you know, in a different area, and it's actually this responsibility or partnership or project that's draining me? Because then you can go to your manager and say, Is it possible to delegate, eliminate, you know, automate this, so that I can focus on what does give me confidence and energy?

Jim Collison 4:19
How important do you think that self-reflection cycle is for someone with Self-Assurance? In other words, what am I doing? What am I hearing? Where is it going? What is it doing? Those kinds of things. What would you say about that?

Jaclynn Robinson 4:33
Yeah, I think it is really important, and I don't want to generalize it across Self-, for those that have Self-Assurance, but I think there is a party of folks that have that theme where self-reflection is just a natural day to day, and probably a majority feel that, because it is such an intuitive feeling of, I've got this. I know the path that I should walk. You're pretty clear when you get that tug of war in your body, to go, something's off here. What is it? Where's it coming from? What do I need to do about it?

Jim Collison 5:07
Yeah, well, and from a need standpoint, not, not cutting off that feedback, in order to get those self-reflective, you know, that feedback in, to say, How am I doing? How is it going? What -- where am I leaning? Or where am I, you know, what impact am I having out there? Is it moving things? Like, I think that's super important, right? Is it moving things? And that's not the only thing, right. But I think, as we think about basic needs and development, of being able to not only have the channels open, but to be able to receive it in a way where it doesn't, you know, sometimes it doesn't bounce off. Because sometimes we get that, like, "How am I doing?" And then somebody's like, "Well ..." and, and you're like, I really don't want to hear this.

Jaclynn Robinson 5:55
The brain just shuts down from there. Yeah.

Jim Collison 5:59
But I think it's important for that development cycle for those that are high in Self-Assurance to be able to make sure they can bring that in in a way that's constructive and doesn't get shut off. Right? Where it doesn't, it doesn't necessarily get shut off because of the purpose. Let's ask that question, then: What are some ways an individual with Self-Assurance can feel more energized by building partnerships -- back to the me versus we -- partnerships and finding purpose in their roles?

Jaclynn Robinson 6:25
Oh, this is fun. Well, I think, when we're thinking about individuals in the workplace that they enjoy working with, it's those who also hold meaningful and ambitious goals and facilitate a culture of, I call it calculated risk, or stretch goals or even a meeting of the mind and the intuition. So having people that are saying, Hey, yep, I believe in all of us and that we can get through this together. If adversity comes, we've got it. Let's put our heads together, let's ideate. Something feels off, let's talk about it. I think that's kind of the group that they would feel really comfortable working with and get energy from. But then, in terms of the we and what they lend, regardless, I think they can lend that sense of self-confidence to other people, to say, "Oh, you've got this!" or "You can do it!" or "I believe in you," or "I trust you," or "Go forth! Be merry!," You know, "You've got the expertise or the experience to knock it out of the ballpark."

Jim Collison 7:26
Well, we're going to talk about this a little bit in the manager role, but I think there is, even aside from that, this opportunity to inspire. This opportunity. like, you know, you said, like, a big, audacious goal. Sometimes, you know, the, someone who says, "You know what? We can get there! This is, I know this looks impossible, but I'm gonna help, and we can get there," is inspiring in a way that takes a team to the next level, right? We've all been on teams where we've gotten those, like, "Hey, we're gonna make this change, and we're gonna do this thing. And now things are gonna work this way. And, you know, and it's gonna be great!" And everybody on the team is just like, "Oh!"

Jaclynn Robinson 8:12
Their shoulders just go back and they're like, "Oh, I don't know. More change!"

Jim Collison 8:15
If you have any empathy in seeing what's going on, right? And that person with Self-Assurance, in those moments can stand up and say -- or whatever; insert the right metaphor there -- and say, "You know what? You know what? I think we can do this! I know I can. I want you to come along with me." Right? And it's inspiring, right, from that standpoint? Yes, a manager can do that as well. We're gonna talk about that in just a second. But I do think that's very powerful within a team that's not necessarily from the chosen leader in there but someone who, someone who can stand up behind that and say, "You know what? We can do this! I know we can get this done!" You know? I don't know -- you want to add anything else to that?

Jaclynn Robinson 9:00
I love your example. Because when we think about Self-Assurance being under the Influencing Domain, you just, I think, highlighted a great example as to why. Because it can influence by inspiring people and lending them that sense of confidence that we can get through this together.

Self-Assurance: Questions for Managers

Jim Collison 9:16
Yeah. And I think that's the we part, right? Lending, lending that hope, lending that motivation, lending that confidence to others, to say, You know what? I, we're gonna get there, because you're gonna, you're gonna be with us. And what a, only a few times in my career have I actually seen that done perfectly. Man, it's inspiring when it, when it does show up. And you're like, you just want to follow that person. You're just like, Yeah, let's do this thing. You know, and it's, it's, maybe a possibility why I ran physically as much as I did in those days, it was because I was inspired by some of those people who were like, "We can do this! We can do it together!" Let's talk about the manager. How can a manager with Self-Assurance support others with their basic needs?

Jaclynn Robinson 10:02
Well, when communicating expectations, speak with confidence and clarity. Convey that -- and this goes back to what you even said, but -- convey that you believe in the team's abilities to meet those expectations. And then when times are particularly busy, or there's change, or it just feels unsettled, express your conviction in the importance and achievability of those expectations.

Jim Collison 10:25
Yeah, as you were saying that, I was thinking about communication, the small "c" on this, of the art in the, of the manager of communicating this inspiration. Like, Hey -- or just being an example for it. I'm gonna, we're required, I think of it like, we're required to do this thing. Nobody's doing it. I'm going to start doing it, because it's what needs to be done. And I'm gonna lead by example, right? I think of that Self-Assurance -- even when no one else is doing something, I'm gonna do the right thing, because it's the right thing to do, and lead others in that process. I love that. How can a manager with Self-Assurance help others to feel seen, heard and valued as an individual?

Jaclynn Robinson 11:10
Ooh. I think what automatically comes to mind is when you've got a team member, and you've nudged them in a direction because you see the potential, they might not believe in themselves, and then they carry forth, and they, you know, complete that project, or they achieve that task. To be there at the finish line, to say, "You did it! I knew you could!" And you kind of celebrate that win, and they're having their own confidence built up, just in the action of your belief in what they could do. And then I think it's just to kind of, to debrief, in a sense -- to say, you know, "I knew you could do it, but you did it! So what helped you get there?" And then help them start to deconstruct that process, so that they can replicate that experience and continue to build and grow and be celebrated by you as the manager with Self-Assurance in their, their fellow team members.

Jim Collison 12:08
Yeah. I think of this example. I've said this before on the podcast, but I was running a marathon and, and we were running, you know, the half- and full-marathon runners were all together. And we were picking up half stragglers as they were, you know, so we're coming in at mile 12. I'm out there, you know, and I don't have Self-Assurance high. So there's other things, but this is the image I think for Self-Assurance -- and I'm telling people, "Come on! Jump in here. You can finish this with us. We're gonna do this together." Right. I think of this leader with high Self-Assurance as saying, "You know what? I'll get you there." And as I rounded the corner -- in Lincoln, you round the corner, and the half-, the half- marathoners turn right, and they go into the stadium, the full-marathoners keep going --

Jaclynn Robinson 12:50
It's the worst experience if you're full, isn't it? Cause you're like, I could just turn! I could cheat!

Jim Collison 12:50
Yeah. You're like, maybe I just will turn.

Jaclynn Robinson 13:01
Why did I sign up for the full?

Jim Collison 13:04
But turn to everybody, and I waved -- like, OK, guys, you know, take it in! And it, like, 40 hands came up!

Jaclynn Robinson 13:32
So amazing.

Jim Collison 13:11
Like, 40 hands came up of people, "See you!" And you just didn't realize along the way how many people we had picked up, right, in that. I think it's a great, I just think it's a great example of Self-Assurance and pulling, gently pulling others along with you as you're doing this -- but not, not on a bicycle, because I told you so; because you're in the crowd, doing the work, right, saying, "We can do this together!" I love that. Yeah. How can a manager with, with Self-Assurance build trust, inspire and deepen team collaboration and community? Maybe my example goes towards that. But what else would you add to it?

Jaclynn Robinson 13:50
Can we feel that one? I think that's just it, too, is -- and I think, even coming together in the very beginning as they're considering that key target goal or that big team project, initially, to say, "What do you want to contribute to the team?" because you've got confidence in your ability to, to come through. And then the team's all united on their respective strengths. They're inspiring each other along the way. It's, "Yeah, you've got this!" It's the manager celebrating, to say, "This is how much closer we are to our goal" in those touch-point meetings. To have people talk about their wins and their successes, I think, in the room, of how, you know, they were able to come through, even if an obstacle occurred. And even if the team has an adversity, that leader with Self-Assurance tends to say, "OK, how did we overcome it? Let's celebrate it and think about how we overcame it." The calculated risks we might have taken to get to that ultimate mission or purpose that we have.

Jim Collison 14:50
You know, what I heard you say there is Self-Assurance -- managers with high Self-Assurance give recognition. And listen, all the themes are responsible for that. But that's, and as you were talking --

Jaclynn Robinson 15:08
Good callout!

Jim Collison 15:09
How powerful -- that's a, it's a powerful tool in that, to take that, take that confidence that I have, I have it, give that confidence to someone else using recognition as the tool to do that. I don't think that's natural. Yeah, I don't think that's as natural as we think it is. Yeah, but, so, friends, managers who have high Self-Assurance, we need this more now than we've ever needed it in the workplace. Because engagement is tanking at the moment, as our numbers would show. We need you, we need doing that. Last question: How can a manager with Self-Assurance support the growth of each team member?

Jaclynn Robinson 15:49
Ooh. Well, they can empower team members in their career journey by asking guiding questions of times they felt most capable. So examples might be, Hey, ask them where they felt most comfortable and confident in their work over the past 3 to 6 months. What enabled that sense of accomplishment? Would that be something they want to have more autonomy over in the future? And so, you know, you can start to study where they're feeling they have the most confidence and comfort and clarity and credibility in a situation, and then cultivate their development around that -- if they so choose; if that's the path they want to walk.

Jim Collison 16:27
Friends, if you just heard that, Jaclynn had three questions in there that you should go back and write those down. Like, those are really good, Jaclynn. Those are really great questions, for both managers and individual contributors, just kind of thinking about that. I'm not going to repeat them, because they're, we just recorded it for you. Just go back. But those are really, really important questions, Jaclynn, I think, in the development of thinking about growth and development, of both the team and yourself. Thanks for bringing those in. Final thoughts as we wrap this theme up today?

Jaclynn Robinson 17:00
Well, I think you called it out. Engagement is at a low. People are kind of in that existential crisis mode still, of, What do I want to do next? What's for me? Do I want to stay in this role? Do I want to grow laterally or, you know, horizontally in the company (if I can find my words today)? But asking questions to get at the heart of where they want to contribute and where they've seen their contributions, you know, land successfully within the company or with customers, I think, is important. Where are they finding a lot of confidence in the work they're doing day to day? Someone with Self-Assurance can really pull that out and then continue to help them cultivate those talents or their skill sets or those particular responsibilities they have. And that spikes engagement, because they're having opportunities to do what they do best every day [item Q01 of Gallup's Q^12® employee engagement survey]. So please go forth and continue to lend that sense of Self-Assurance to others and identify where others feel most self-assured in the workplace.

Jim Collison 18:03
Well said, my friend. With that, we'll remind everyone to take full advantage of all, take advantage of all the resources -- it was great. I was watching you as were doing that, and typically I'm looking at the notes. It's awesome. Take advantage of all the resources we have available in Gallup Access. Head over to my.gallup.com. If you want more resources on Self-Assurance, we have that for you as well. Head out to gallup.com and Search button upper right-hand corner, just put in "Self-Assurance"; it'll, it'll, there'll be a little drop-down that says "Self-Assurance theme." Click on that, and you get all the resources, all the webcasts, everything we've done on that is available for you. You can binge on it today, if you want. For coaching, master coaching or to become a Gallup-Certified Strengths Coach, we do that as well. Send us an email: coaching@gallup.com will help get you there. If you want to join us for the 2024 Gallup at Work Summit, it's coming up fast. And actually, by the time we release this, it's, it's critical. It's, it might already be happening. But I bet we have another one in place. So live folks, head out to, head out to gallupat -- sorry, gallupatwork.com. And for those folks who are listening to the podcast, head out to gallupatwork.com, and you'll see the next one that's coming up there. Stay up to date on all, on all our future webcasts by joining our Facebook or LinkedIn groups. Find us everywhere by searching "CliftonStrengths." If you've enjoyed it, Like, Subscribe, all that good stuff that you're supposed to do now on social media. Thanks for joining us today, and thanks for listening. If you are listening live, stay around for a little bit of mid-show. With that, we'll say, Goodbye, everybody.

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

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