Build Balance and Strength by Working with our Traits

Balance and Strength at Work

Balance and Strength at Work

This week we are focusing in on behavioural traits. Harrison Assessments identifies 175 traits that provide a profile of those traits that are strong for you, those that are used easily and with comfort, and those which you have not yet given sufficient attention for them to have built strength in their use. Looking at your traits through the Harrison Profiles gives you wonderful insights into how to best use your traits at work, which jobs will suit you the best, which areas to target for development.

The profiles are also very useful for building your own self awareness, and minimising that “Not Known by Self/Blindspot” window of the Johari Windows. It is interesting and insightful to look at any traits that are very strong, perhaps over used, and those traits that are, well, quite ignored. We learn to either overuse or ignore traits because it helps us to avoid some pain. This behaviour is usually developed early in life, and then goes on to become our default way of operating, even when the cause of the pain has been removed.

An example might be the trait Authoritative. If this is a strong and comfortable trait, you are very comfortable making decisions as necessary. When it is an extremely strong trait, you might insist on making decisions. When it is an underused trait, you might avoid making decisions, and look to others to make the decisions for you.

Building Understanding and Making Active Choices

As we grow in self awareness and can look at these traits without judgement or emotion, but with understanding and compassion, we gain insights into our drivers. Our drivers can, in certain circumstances, cause us to act too strongly or to let go where we might otherwise take responsibility. This can be seen as taking firm control, or by acting the victim or abdicating responsibility for certain actions.

You may find that your high traits and lower traits are related. Just because a trait is under utilised, does not mean that we do not desire what that trait could give us. So our stronger traits are often used to find ways of providing what is missing – in other ways, or through other people. An example might be, if Influencing is quite low and Authoritative is quite high. Strong decision making could overcome any need to influence the opinions of others.

Even though we have chosen to pay little attention to some traits, it does not mean that their influence goes away. They might raise their head in dreams, or compulsive behaviours. We can become a bit judgemental if we see them in others. “Look how that person schmoozes up to others to get support for the project. I would just make the decision and  run with it.” We see our own behaviour as being of virtue, and the behaviour of others as being shameless in some way. We do this because facing that behaviour in us makes us feel uncomfortable, so we close over and push that trait down again.

Interestingly, we often keep in our lives the very people who can freely utilise our under practiced traits.

Self-Led Development

When we can develop the courage to be open to exploring our under utilised traits, to experience and explore the emotions that the traits can raise in us, it is an excellent trigger for self-led development.

People who have the courage to explore the under utilised traits and become familiar with them begin to experience greater acceptance of themselves and of others. Their life seems more balanced. The traits become stronger, and can be used with more comfort. We bring those traits into the consciousness, so that we can make active choices.

Stay well, balanced and happy.

Ganga

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