Darren Virassammy shares his expert tips on how to make the strengths work best for you and your team.
- How strengths can both be an asset and a liability
- The surprising sign of genius
- The trick to turn your blind spots into strengths
Darren Virassammy is the Co-Founder and Chief Operating Officer of 34 Strong, comprised of a team that believes everyone deserves a great place to work and that any workplace can be great. A leading expert in the global employee engagement community, the 34 Strong team leverages the Strengths-Based approach to human development to create massive shifts within organizations, both culturally and on the bottom line. He and his team have created sustainable change in small microbusinesses, all the way up to large organizational teams at the FDA, Bank of America, and The California Department of Public Health. Darren is the co-host of the Leading Strong podcast and the host of The Nature Advantage podcast.
- Darren’s LinkedIn: Darren Virassammy
- Darren’s podcast: Leading Strong
- Darren’s podcast: The Nature Advantage
- Darren’s website: 34Strong.com
Resources mentioned in the show:
- Assessment: CliftonStrengths Assessment
- Book: Incredible Parent: Discover Your Parenting Strengths and Raise Your Kids with Confidence by Brandon Miller and Analyn Miller
- Book: Think And Grow Rich by Napoleon Hill
- Previous episode: 178: How to Lead Without Authority with Dodie Gomer
- Previous episode: 643: The Overlooked Fundamentals of Inspiring and Managing Teams with 15Five’s Shane Metcalf
- Program: Barbados Welcome Home Stamp
Thank you, sponsors!
Darren, thanks for joining us here on the How to be Awesome at Your Job podcast.
Thanks so much for having me, Pete. What an honor to be here.
Well, I’m excited to hear about so much of your wisdom. And, first, I want to hear, I understand you recently moved to Barbados. From where? What’s the story?
Okay. So, yes, I am talking to you right now from Barbados. I moved from California, from Sacramento. I am a business owner. I’m the co-founder of a company called 34 Strong. That didn’t dissipate. We’re in a virtual world now so I have relocated here to Barbados. A big part of that story, Pete, was the fact that we wanted to give our kids a chance to live abroad. My family is originally from the Caribbean, from British Guiana, my parents and whatnot.
Barbados had a program called the Welcome Home Stamp, the Welcome Home visa, and that opened up over the course of 2020. Now, the interesting part, Pete, was we made the decision to make a move to the Caribbean in the summer of 2019 before COVID or any of that hit. So, 2020 was going to be the year that we planned on making that move to give the kids a chance to get a different experience, living overseas, looking into the United States, and really appreciating some of the things that we had there, and then getting a different appreciation from a global perspective.
One final piece I will say about that is a big part of that impetus as well was, for me, personally, outside for my family, was I really wanted to step into just leveling up into my strengths as a dad, and stepping into that place. I was personally ready to just shift into an environment like here that was going to force some of that because of some of the connections I had seen with my kids when we had been together on past trips to the West Indies, different islands.
Well, that sounds like a cool adventure, and so, kudos. You did it and you’re living it and you’re loving it. So, that’s cool. We’re going to talk a lot about strengths here. Can you orient us quickly, your company, 34 Strong, what is it?
Yeah, we actually do a lot of work in the space of organizational development and wellbeing. One of the tools that we’ve become very known for is our work with the CliftonStrengths Assessment. We’re helping to define what’s right with team members instead of fixating on what’s wrong with them. And then we really focused on focusing on moving the needle on employee engagement and wellbeing. There’s a loop connection between people’s overall wellbeing in their life, and employee engagement and their engagement in their work. So, we actually work in both those spaces, and we use strengths as a foundational. Foundation is kind of an anchor to build from.
That’s cool. Well, so we’ve talked about strengths a couple of times on the show and the difference it can make. Maybe, could you paint a picture perhaps by telling a story of just one professional who they were living their career life pre-strengths awareness, and then they came to getting an understanding of their strengths in a profound way, and then saw things take off as a result?
Yeah. So, when we think of playing to our strengths, let me start by giving this caveat. There’s this great question that Dr. Donald Clifton asked. He’s known as the father of the whole strengths-based movement and that perspective and this type of thinking. And he asked this question that ended up guiding his life, Pete, and it was simply, “What happens when we focus on what’s right with people instead of fixating on what’s wrong with them?” And that guided his whole life’s work.
So, getting to your specific question about how did that create a shift, I’ll never forget early on in 34 Strong’s life cycle, in our career as a company, when we were building it, there was a scenario where there was somebody that was in kind of a managerial role. And they were managing a team, and what started happening, there was these two managers. There was a manager effectively and an assistant manager, and they had to work together. But here’s what had happened.
They got to the place where they were not speaking and hadn’t actually spoken for 18 months. They’d be in meetings together and they literally wouldn’t speak to each other. Talk about toxicity, right? What ended up happening was they both went through the StrengthsFinder process, and the manager went through it. And the reason I started with the question of “What happens when we focus on what’s right with people instead of fixating on what’s wrong with them?” when you talk about strengths, it’s easy to think of, “Oh, let’s just focus on our strengths and ignore our weaknesses.” That actually couldn’t be further from the truth.
We actually become highly aware of where we are strong so we own those elements, and we have to own where our weaknesses show up. And here’s the key caveat. Our strengths can be our greatest assets and our greatest liabilities. This particular manager, Pete, had an awakening. She came to understand that there were things that she was doing that were contributing to how her counterpart was showing up, that was triggering her strengths.
So, it went from this lens of self-awareness to team awareness in terms of how they worked through. She came to an understanding of her own strengths and realized how that might be completely out of alignment with somebody else’s strengths on the team. And then that rippled well beyond just this assistant manager but to other team members as to how she was showing up.
So, a big piece of the puzzle that came here was this awakening of self-awareness in understanding, “How do I show up as I want to so I can be confident in where I shine? And how can I be confident around the areas where I’m blind where I might be stepping into it and not even understanding that?”
Long story short, that relationship synced up and that whole division synced up in the time that took place after that. And there was moving in the direction where it could’ve ended up very, very ugly from an HR perspective. All of that went down by the wayside and actually completely improved the overall performance of that whole division as a result of those two’s relationship falling out.
Yeah. Well, that is really cool. And so, I remember I’ve got Dodie Gomer, she was a guest on the podcast, and she told a story about she went through some strengths work and one of her top strengths was Positivity. And then she was working with someone who had another strength, I don’t even remember what it was, it might’ve something that was like Skepticism but that’s not one of them. I don’t know.
Maybe Deliberative or Restorative where there’s a natural tendency to ask a lot of questions, like, “We need to prove first,” and going through looking at things from a very risk perspective, or seeing very, very solutions-focused but to get to solutions, have to identify the problem first. But go on.
And so, the facilitator said, “Oh, so you see the problem with this?” And Dodie said, “Not at all,” which is like, “Your manager thinks you’re full of it. He just doesn’t believe you with that Positivity that’s not kind of vibing or natural for them.” And, sure enough, that was on the money. So, that’s what I think is kind of interesting here is that I think many of us have taken CliftonStrengths or a tool that goes after it. And, listeners, if you haven’t, I just recommend every human do it. It’s great and fun and quick and you learn some things. But so, then once we’ve got sort of our report, “Okay, these are my top five strengths or…”
I went with the whole enchilada, one to 34 all ranked, so I’ve got all of mine. It’s kind of like, “Now what?” I think a lot of people say, “Okay, so my top strengths are Ideation, Strategic, Learner, Activator, Input. Okay, cool, cool, cool.” And then I read a bit about what those words mean and I feel good and I say, “Yeah, I guess that’s kind of right. Okay, that kind of rings true.” So, I’m wondering, how do I go from, “Okay, I’ve got my report,” to, “I am going to build an exceptional career with this as my rock and foundation”?
So, I think that’s a great question. That’s often the question that we come against here, and it’s, “So, what? Now, what?” and that’s a really important question to ask here because we have to switch the lens towards looking at it from, “How do I apply this?” So, some very practical techniques to go through.
There’s an exercise that we utilize at 34 Strong, it’s part of our series that we actually train our managers on, but we actually train staff on it. In fact, as a company, we’re going through this right now for Q1. So, this is how much we believe in it, and that’s everybody in the company. Myself as one of the founders and part of the leadership team, all the way through to every single member of our staff, and it’s a very simple exercise. We call it the triple G. And it’s called grind, greatness, and genius.
So, when we think of our grind, our greatness, and our genius, we have to think these in terms of the respective zones that we show up in here. So, grind, greatness, genius, when we’re thinking about our grind zones, Pete, these are the things that when you think of in your work, in your career just the thought of thinking about these things causes your stomach to go in knots. You get pits in your stomach just thinking about these things, “Oh, my gosh, I have to do these elements,” right?
Now, here’s an important caveat as you’re going through this. Everybody is going to have grind in your work. It’s called work. There’s going to be grind. The goal here is evaluating where your grind zone is, where your greatness, and your genius zones are, and then thinking of ways that we can shift towards spending more time in our greatness and our genius zone. And I speak of this a little bit more wider. If you’ve taken the CliftonStrengths Assessment, your knowledge from that will further deepen by going through this exercise. If you haven’t taken it, this is still a very applicable exercise. And this can, again, for all levels of your career.
The greatness zone, Pete, this is things that you do well. You enjoy doing them. There are some level of enjoyment and you feel pretty strong in it. You can do them really, really well. Now, here’s an important part to understand, and this is, again, whether you’re a leader or whether you’re an employee. You might have strengths that will allow you to get into the greatness zone to where you’re actually really good at doing something that’s actually in your grind zone. So, you’re grinding to do it but when others are looking in, they’ll say, “Pete, but you do such a good job at this,” but you do not love doing it. So, make sure you actually segment those things out. It’s really important for us to do that.
I’ll give you an example of this. For me, personally, in my old job that I had before I started 34 Strong, Pete, I was a senior project manager at a commercial construction company, and I would often get pulled into the fire drill projects where a project had gone sideways. And my thought process was constantly, to the owners of the company, “Hey, instead of having me parachute in and be the firefighter on these jobs to repair client relations and going through, why don’t we spend a little more time training the other project managers on this? I can spend the time doing that.”
And that never became an area of focus. It was constant firefighting that didn’t need to happen. So, I got really good at doing something that I didn’t love. I felt like I would’ve been much better in training and developing people. And then, lo and behold, I started the company that focuses on training and developing people. So, that’s an important distinction to make.
And then, finally, we get to the genius zone. So, when we step into the genius zone, these are the things that you do so well, Pete, and that people can do so well. Oftentimes, you personally might overlook them or be frustrated. This is a very important “or.” Or, be frustrated if somebody can’t do these things. Maybe you’re a person that very naturally, like you were talking about with your strengths, with Strategic, Ideation, you can very rapidly see where things are going.
Oftentimes, for those strengths, they’re sitting in a meeting, they’re sitting in a program, and they’re like, “Okay, I see where this going. Let’s move. Let’s get onto that place.” And many others need to actually catch up in going through. That’s a sign of genius and sometimes our frustrations can be a sign of our genius and the brilliance that we bring.
So, that can be something that we do so well that others come to us, and these are things that we often overlook and say, “Yeah, it’s no big deal. Anybody could do that.” If you ever catch yourself making that statement in any point in your career, I encourage you to pause because you’re overlooking a key area of value that comes to you so naturally that others see it as a huge gift that you’re providing and you’re just overlooking at it as no big deal. That’s a sign of your genius that you have to give.
So, again, grind, greatness, genius, spend some time over the course of a month, make a list of three columns. I think we have a resource on our website as well, 34Strong.com, where you can actually grab one of those, or message us for those and we can send you one of those links to be able to get that. And it’s an exercise that you can actually go through to take some inventory of that and think of that. And that can serve as a framework to start moving and asking yourself, “How can I spend more time in my greatness and my genius zones?” And we can think of ways that we can partner with others who might be in their greatness or genius zone when we’re in our grind zone.
And can you share some other telltale signs for our genius zone? I think the frustration is great in terms of that can tell you something. What are some other indicators that are like, “Aha, this is genius territory”?
So, genius territory is when you feel very energized by doing these things. And, again, it feels like second nature. You’re stepping into doing something, it felt like you have known how to do this your whole life. That’s one of the clues to talent. And there’s a level of not only energy but enthusiasm. After you’ve gotten through it, you want to do it again. You might be tired. At the end of the day, you might be exhausted, and you see this surge that can be rising to do it. You find yourself in positions where there’s third-party validation of excellence. This is not me saying, “Hey, I’m a great singer,” when I’m singing in the shower. It’s like I’m actually singing out where other people are validating that for you when you’re getting that validation.
Here’s another piece, Pete, that I will share. Think of the reasons that people seek you out as a complementary partner. And if you haven’t thought of, “Why is it that people come to you?” ask that question, “What is the value that I do bring?” because oftentimes, again, it’s staring us right in the face. We’re looking at each other right now through a camera, but if we were in person, I wouldn’t be able to see my face, so if I had a big giant mark on my face, I’d hope, Pete, that you’d say, “Hey, you might want to remove that blemish. You’ve got a leaf or something sitting on your face.”
Pete, my point here is, oftentimes, our talent, similarly that genius zone, lies so close to us we cannot see it. So, it’s when we actually seek that out and find out, “What is it that we bring? What is unique about the perspective that we bring?” You talk about your strength of Ideation. Oftentimes, people will come to somebody with the strength of Ideation, and really enjoy digging into things with them because they’re constantly and quickly able to see many, many different ideas, and bring out very, very fresh perspective, and not get stuck in the, “Well, we’ve always done this the same way, so we need to keep doing it that way.” That can be a huge tell for us to really grow in our career and in our job. Again, wherever you’re at in that cycle.
And let’s talk about, I don’t know if you want to call them weaknesses or lesser strengths or what’s number 33 and 34 on the CliftonStrengths report. For me, it’s consistency and adaptability.
Fun fact. So, what should we do with those?
Yeah. So, our bottom five, we like to look at, if you do go through the CliftonStrengths process and you take a look at your full 34 report, you really want to get to a place where you own your top ten and spend the time to understand not how they only exist individually but how they exist collectively. The reason for that is the likelihood of somebody having their top ten in the same order as you is one in six billion.
So, even though, Pete, you and I share Activator, you have Activator, you have Input, you have Ideation much higher. We share Activator and Learner in our top ten, you have those as your top five. But that Ideation that you share, that you have there, that’s a little bit lower for me. That’s not quite as high. I appreciate Ideation but what I’m getting at is the way that Activator and Ideation will pair versus the way that Activator and Self-Assurance might pair, the way that I have those. That’s going to be a slightly different brand of the way that that Activator goes.
So, we want to start in that top ten and understanding that. And that pivots right down to the next phase of understanding, getting into exactly what you talked about, the bottom five. So, we want to explore our bottom five, and here’s the reason why. It’s not to step into the place of deficit thinking. A lot of times, and when I say deficit thinking, we think that our greatest opportunity for growth and excellence lies in focusing in our areas of weakness. That’s not true.
What we’re getting at here is our greatest opportunities for growth and human excellence lie in those top ten. But when we look at the bottom five, what are we inevitably going to have? People that have those in their top ten, those are our blind spots. So, getting to a place where we can understand those strengths, we can also come up with an awareness of, “How do those strengths provide benefit? How can they give rise to the best ideas? How will they balance out my very own gaps of where I’m at to actually create a much stronger outcome overall for the team, for the organization and going through?”
And understanding them is not, again, to the lens to become them but spending the time to dig into that so we can figure out what those needs are, so we can figure out how those can play into a greater good, and, really, bring out the fact that, on teams, our differences can be our greatest advantage that we have.
The analogy I like to give with this is the Golden Gate Bridge. I mentioned to you at the top of our time together is the Golden Gate Bridge, we’ve all seen it, it’s absolutely beautiful, but the cables that keep those two towers standing are pulling in different directions. There’s a little bit of tension that’s there. And the healthy amount of tension is actually what gives rise to the strength of the bridge in and of itself. Much the same way, Pete, that’s what gives rise to the strength of teams where we go from self-awareness, and, “How do I grow in my career?” to, “How I then ripple that to my coworkers that we need to flow, work together, and give the rise to the best ideas?”
And we come to that understanding as opposed to just saying, “This person is difficult.” We start to understand where they’re coming from, what they bring that’s very unique, and that can be an advantage to getting to exactly where we’re collectively trying to go as our outcome.
Well, can you share some of those tactical specific adjustments you’d make in your environment and with others to pull that off so more of us are spending more time in the genius zone?
Yeah. So, I love what you said with your bottom one, your 34 is Consistency. Let’s just use that. So, somebody that’s really strong in the strength of Consistency, they’re going to thrive oftentimes in creating and establishing systems and routines that we can rinse and repeat and then going through, and they’re naturally going to think in that sort of capacity.
So, for you, for instance, if you were working with somebody that was very strong in the Consistency strength, and your Ideation, your Strategic, your Activator might move in very different directions, but I might understand, if I’m in your shoes, you might understand, if I’m working with somebody that’s very strong in Consistency and then understanding that, they might have needs that are different than mine.
So, I’ll give you an example of this. Your Ideation might naturally go to a place where it’s going to communicate different ideas. And what we’re searching for is to give rise to the best ideas. We might throw six, seven, eight, ten different ideas on the board, and somebody with Consistency might be listening and saying, “Whoa, whoa, whoa, which one of these are we doing?” because their brain is not naturally thinking in the context of, “We’re throwing seven, eight ideas on the board to kind of wrestle with them and then see if we could push together and come up with a best idea out of that and maybe it’s not one of those ten. Maybe it’s one that merges together.”
So, when we’re communicating with somebody that might have Consistency high, when we’re looking at potentially disrupting that pattern, we give acknowledgement to the fact that, “Hey, consistency is going to bring the system.” I want a message to you so if I’m you, Pete, I might tell somebody with Consistency, just letting them know, “Right now, I’m in the process of ideating.” I might be very intentional in communicating that up front. So, “We have not landed a consistent place. In fact, the work that we’re doing now is to come up with the idea of what that could look like,” and leading the conversation with that.
Because if not, the way that they’re receiving that information might be through the lens of, “Let’s establish the system right now,” and where you might be at is working through defining what even the relevant ideas might be for the system. In a nutshell, you’re both working towards the same goal but you’re in different places as to where you might show up.
So, in spending the time to be curious not only about just reading the report but if you have somebody on your team that’s strong with that, get curious about them. Ask them, “Tell me more about Consistency. That’s one of my bottom ones. That’s in my bottom five. How does that show up for you? What does that mean to you?”
And learning about that and asking them if they have any specific needs that they feel like they have to be successful. What are the needs that they have to be successful? That might be very different than your need, and that will help you to grow your connection with direct teammates, with people that you manage, or if you’re managing up the chain with understanding what success looks like for them. And that will help you to nurture and strengthen those relationships, and, again, advance in your career as you’re continuing to grow in those techniques.
Yeah. You know, Shane Metcalf, a recent guest, brought up those perspectives associated with the strengthen and the associated need. Can you say more about that and give us some examples? So, Ideation, Strategic, Learner, Activator, those are some strengths. You say there are some particular needs that are often tied to them. And what might be some examples of those?
Yeah. Shane is a great guy. I’ve worked extensively with 15Five and with Shane since 15Five was like a nine-person company, so outstanding human being. Great friends with him. When we think of some of the needs, so you mentioned Activator, I’m going to talk about that particular strength and how it kind of falls into place here.
A need that some strengths might have, and some of these are known as our influencing strengths here, Pete, they might need to verbally process. They might need to, when I say verbally process, for verbal processors, some of our strengths, like Activator, like Communication, like Command, Self-Assurance, Maximizer, those are some of them, they might need to verbally process where they think by talking. So, the talking process is thinking.
Now, here’s the thing that’s fascinating. When we’re listening to somebody that has these strengths, when they’re thinking out loud and going through that process, because those strengths bring with them a certain level of presence to be able to influence others, one of the things that we have to be mindful of, if we have those strengths or if we’re working with somebody with those strengths, is when they’re verbally processing, they might be influencing us. We might be feeling like an Activator creates some urgency, “Gosh, we got to get going. We got to get started on this.” And an Activator might unintentionally be getting things started and getting people going on things when they’re still in the verbal processing phase.
So, if you understand the needs of somebody that might be a verbal processor, my business partner, Brandon Miller, for instance, he is very much a verbal processor. And when we first started 34 Strong, I was very much an Executor so I would hear a story that made sense, I would say, “Hey, we could get this done, we could get this done, we could get that done.”
So, I’d hear what he might’ve been verbal processing, and what did I do, Pete? I went right forward to the task and three days later we’d have a chat, I’d say, “Hey, I got this done, I got this started. We’re moving forward with this,” and he might say, “Why did you get all that started? Why did you do that?” And I’m thinking, “Well, we talked about it,” because in my brain the only reason you talk about something is if you’re going to do it, and that’s where we were missing. And, thankfully, that didn’t cause us to disconnect. We weren’t eating our own cooking and it came to the place of understanding, for him, he’d signal to me, “Hey, Darren, I’m just verbally processing.” So, that was my signal to just allow that to go, allow that process to flow.
And then, for me, if I wasn’t sure if, “Hey, do we need to be moving to task on this?” I could easily ask, and say, “Are you just verbally processing right now or are we getting ready to land the plane right now? Do we want to move to task on this?” That’s just one example there, but those little nuances in understanding those of different team members can be the difference between frustration and acceleration as opposed to having to do things one, two, three, four times and we’re just missing how we actually connect and how people best learn and go forward.
Absolutely. And that’s one huge win right there in terms of, “Is this a commitment or is this just sort of kind of thinking about some things?” And, folks, their feelings can be hurt, “Hey, I planned my whole day around this thing that we talked about.” It’s like, “Oh, sorry. It was just sort of one option among many.” So, great to zero in on that.
Darren, tell me, anything else you really want make sure to mention before we shift gears and hear about some of your favorite things?
Yeah, I think these are really powerful tools to be able to take advantage of in thinking through in framing our thinking. And I want to let everybody know as well, you can go beyond this in just your work environments. You can take this sort of thinking home. Think of if you do have children or if you have a spouse.
What was really revealing for me, Pete, early on was when my wife and I both got our 34 reports unlocked, and I realized that three of her top five alone were in my bottom five. Everything that I’m talking about of understanding where people are coming from, that made our relationship make so much more sense.
And we’ve even applied this into the vein of parenting with our kids, and there’s a whole platform and push forward for going through that as well and digging into that great book called Incredible Parent. It was released earlier in January, and there’s actually a parenting assessment on strengths as well. And that was written by my business partner Brandon and Analyn Miller. And our whole Barbados story is actually featured in that book as well.
All right. Cool. Well, now, could you share with us a favorite quote, something you find inspiring?
So, a favorite quote of mine that I have lived by for a long time, I have so many, but the one that really stands out that’s at the core of the life that we live within 34 Strong is this African proverb, Pete, “If you want to fast, go alone. And if you want to go far, go with others.”
All right. Thank you. And a favorite study or experiment or bit of research?
So, my good friend, Joseph McClendon, III…
Oh, I’ve seen him speak with Tony Robbins.
He’s Tony Robbins’ business partner.
We did some power moves together.
You did some power moves.
I don’t know if he’d remember me. I was one of thousands.
Yeah. So, Joseph is actually a dear friend of mine.
We share the space of bass playing, and we facilitated some workshops together on future-vision thinking and whatnot with the iconic bass player Victor Wooten, so him and I share that. But the story that he has shared, a study that he talked about was simply this. When he was doing his doctorate of neural science. When he was going through his doctorate in that, there was this stretch of highway in this two-lane road in southern California. And on one side of the road, Pete, there was light poles, telephone poles every hundred yards or 200 yards, whatever it was.
So, what was fascinating to Joseph was accidents would happen on that highway, and frequently over 50% of those accidents would end up with at least one vehicle hitting a telephone pole, which made no sense to Joseph because it didn’t just divot off and there was like these divots that went down. It was flat open dirt and fields.
So, what ended up happening for Joseph was he started doing studies, and he interviewed everybody that survived these, and there was a common theme that emerged, Pete, and it was simply this. Everybody said, “You know, Joseph, the last thing I saw coming at me was a light pole,” and that was it for him.
What happened for him, as he realized, people are what they focus on. They were so focused on not hitting the light pole, they never saw the wide-open fields that were there for them to go through. And that is at the core of a lot of what Joseph has gotten into his teaching as an ultimate performance specialist, and I love that story because you cannot hit what you’re not focusing on. How can you become strengths-based if you’re focusing on your weaknesses?
Thank you. And a favorite book?
Favorite book of mine, there’s many to mention. I love Think and Grow Rich, the classic version by Napoleon Hill. I read it at least once a year and it seems to constantly teach me something new on a personal level, on a life level, and on a business work level each time as well.
And a favorite tool?
I love the CliftonStrengths Assessment.
It’s pretty powerful. That’s an obvious one.
And a favorite habit?
One of my favorite habits right now is collaborating with nature. So, I believe that as we become more technologically connected, we become more nature disconnected. And nature has always been a catalyst for human excellence, human innovation, and so much of what we do is tied up in that place. So, I actually talk about that as I explore people just like Joseph McClendon. He was one of my first guests and I interviewed him on my show The Nature Advantage and he shared a lot of his takeaways of how he’s actually used nature to step into his own genius.
And is there a particular nugget you share that really seems to connect and resonate with folks; they quote it back to you frequently?
Yeah. So, one of the ones that comes back to me a lot is “Be confidently vulnerable.” And by that, I mean be confident in where you shine and where you’re blind. When we step into the place of being confidently vulnerable, we own who we are and we own who we’re not, and that allows for our self-awareness to grow and our team awareness to grow. That’s at the core of being strengths-based.
And if folks want to learn more or get in touch, where would you point them?
I would tell them to check out 34Strong.com. You can find me as well on LinkedIn and you can find me at NatureAdvantageShow.com as well, and check out the Leading Strong podcast as well through 34 Strong.
Okay. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?
Yeah. I say go visit 34Strong.com and there’s a free download that’s right there on the power of setting clear expectations. This can be a valuable tool if you’re in a managerial role. I know with Shane, you talked about the importance of identifying recognition, what are the forms of recognition that people like. It’s just ten simple questions that you can ask of somebody that you’re managing or of a partner that you’re working with to understand their learning styles better, understand how they liked to be recognized, and what success will look like for them. That’s something that you can use immediately and put into work, so take advantage of that.
All right. Darren, thank you. This has been a treat. I wish you and 34Strong lots of luck.
Thanks a lot, Pete. Really appreciate being on here today. Thanks for the work you’re doing.