People with strong Developer talents are at their best when they are spotting others’ raw potential and incremental progress.

Developer®

A theme in the Relationship Building domain of CliftonStrengths

People exceptionally talented in the Developer theme recognise and cultivate the potential in others. They spot the signs of each small improvement and derive satisfaction from evidence of progress.

 

Full Theme Description

You see the potential in others. Very often, in fact, potential is all you see. In your view no individual is fully formed. On the contrary, each individual is a work in progress, alive with possibilities. And you are drawn toward people for this very reason.

When you interact with others, your goal is to help them experience success. You look for ways to challenge them. You devise interesting experiences that can stretch them and help them grow. And all the while you are on the lookout for the signs of growth — a new behaviour learned or modified, a slight improvement in a skill, a glimpse of excellence or of "flow" where previously there were only halting steps.

For you these small increments — invisible to some — are clear signs of potential being realised. These signs of growth in others are your fuel. They bring you strength and satisfaction. Over time many will seek you out for help and encouragement because on some level they know that your helpfulness is both genuine and fulfilling to you.

 

This Theme’s Power and Edge

Developers see the raw potential and incremental progress of others, and they actively invest in furthering that development. Their help and encouragement enable others to learn, grow and improve. As a result, they help groups develop bench strength and ensure a successful future for individuals and teams.

 

How People with Strong Developer Talents Describe Themselves

  • "I am patient with the inexperienced and unseasoned."

  • "I need someone to invest in."

  • "I love to see potential and progress in people."

  • "I hate wasted or unrealised potential."

  • "I bring a commitment (time and energy) to the growth of others."

 

Theme Contrast

Developer “I notice and promote growth in others.”
Maximizer “I notice and promote excellence.”
Developer Interested in getting people done.
Achiever Interested in getting work done.
 

Developer Helps and Hinders

Helps

  • You are genuinely interested in other people's progress. You see improvement opportunities they may not see for themselves.

  • You instinctively know that development takes time and personal investment. As such, you tend to be patient with others and encourage them to invest in themselves — while you invest in them as well.

  • Development requires a safe space where people can experiment with ideas and actions, without fear of repercussions if they fail. You provide that for others; failure is part of the learning process, and the only mistake is the one from which nothing is learned.

  • You encourage growth through celebrating others' successes. No matter how incremental the growth, it is always worth celebrating.

Hinders

  • Your delight in seeing incremental growth in the potential of low performers may lead you to ignore the accomplishments of the stars on your team. Remember that all individuals — even the most talented performers — have room for and the desire for growth and development.

  • If you lead a team, your natural tendency to focus on slow, incremental growth may lead you to invest too much time in those on your team whose talent is not a fit to their role. Remember: An investment in C talent can only yield — at the most — C+ results.

  • You may become so invested in others that you forget to invest in your own development. Remember to take time to foster your own growth. Find specific ways to turn your talents into strengths.

  • Some people are not interested in their own development and are satisfied with their performance — even if you see the potential that they don't. Sometimes you will need to know when to focus your attention on those who will appreciate your growth-orientation.

 

If Developer is a Dominant Theme for You, Take Action to Maximise Your Potential

  • Find roles in which your primary responsibility is to develop others. Teaching, coaching or managing might prove especially satisfying for you.

  • Notice when your friends and colleagues learn and grow, and enhance their development by sharing your observations.

  • Make a list of the people you want to help develop. Write what you consider to be each person’s strengths. Meet with each of them regularly — even if it’s for only 15 minutes — to discuss their goals and strengths.

  • Call, text or email people who need your encouragement the most.

  • Thank the mentor(s) who helped you develop, even if this means tracking down a former teacher and sending this person a letter.

  • Partner with someone with strong Individualization talents to help you see where each person’s greatest strengths lie. Without this help, your Developer instincts might lead you to encourage people to grow in areas where they lack strength.

  • Avoid supporting someone who is consistently struggling in their role. In such instances, the best developmental action you can take is to encourage them to find a different role — one that fits.

 

Potential Blind Spots to Watch Out For

  • You may become over-invested in someone’s development and feel personally responsible if they are struggling. Accept that sometimes, the best option is for them to find their own path forward.

  • Be careful not to devote so much time to other people that you forget to invest in your own development. Remember that you can’t help others if you don’t take the time to work on yourself.

 

If Developer Is a Lesser Theme for You

Think about how you interact with and invest in others. That Developer is not a dominant theme for you suggests you may prefer working with those who are already well-trained. It does not mean you can’t be an excellent manager or invest in others’ talents.

  • Determine the best way for you to encourage others. It may be to share what you know, provide recognition, ask questions and listen, or boost their confidence.

  • You may be more inclined to challenge than to encourage. Remember that there are times when it is appropriate to challenge people and times when it is appropriate to encourage them.

  • Get to know people who seem to care about others’ success. They might have an innate desire to see others grow, and they could be great partners who help you think about how to invest in and motivate the people you care about.

  • Notice when your employees and colleagues learn and grow. Enhance this growth by sharing your specific observations with them.

 
 

Source: Gallup®

 
 

“Treat people as if they were what they ought to be, and you help them to become what they are capable of being.”

— Johann Wolfang von Goethe; poet, dramatist, novelist, scientist