What sets great managers apart?
There are countless styles of management—and just as many books offering the “right” way to lead. But one quality consistently sets great managers apart:
They discover what makes each person unique and intentionally build on it.
Great managers focus on strengths.
Rather than fixating on weaknesses, they help their team members do more of what they naturally do best. They know that each person brings something different to the table—and that difference is not a problem to solve, but a strength to harness.
Why Focus on Strengths?
Investing in strengths pays off. Here’s what it leads to:
Higher performance: People are more productive when using their strengths.
Greater accountability: People own what they’re good at.
Stronger teams: Complementary strengths build interdependence.
More innovation: Strengths-based roles allow for healthy disruption and creativity.
So What Is a Strength?
A strength isn’t just something you’re good at. It’s a combination of:
Talent (your natural way of thinking, feeling, and behaving)
Knowledge (what you’ve learned)
Skill (what you’ve practiced and honed)
You can learn a skill. But a strength comes from who you are at your core.
You might see strengths show up in how someone:
Builds relationships
Takes action
Organizes information
Influences others
Importantly, strengths need specificity. Saying “She’s good with people” isn’t enough. A clearer strength might be:
“She’s skilled at building new stakeholder relationships and gaining trust quickly.”
What Does Strengths-Based Management Look Like?
Let’s say you manage two very different employees:
Joe: Reliable and structured. Great at follow-through, not as strong in brainstorming or strategy.
Andrea: Visionary and expressive. Full of ideas and energy, but inconsistent with execution.
A traditional manager might ask, “How do I help Joe think more strategically?” or “How do I make Andrea more detail-oriented?”
A strengths-based manager asks,
“How do I design their roles so they can each thrive?”
You might give Joe ownership of key deliverables that require accuracy and follow-through. You might invite Andrea to lead strategic planning or ideation sessions.
This is not about lowering expectations. It’s about aligning people’s natural talents with the roles they play—so they can succeed and grow.
Customize the Role, Don’t Clone It
Here are a few more examples of how great managers match strengths to opportunities:
A team member who craves public recognition? Give them visibility through a presentation or spotlight.
Someone who thrives on ownership? Let them lead a project from start to finish.
An analytical thinker? Design a role that allows them to dive deep into data and mentor others doing the same.
When each person is seen for their unique contribution, teams become stronger, more trusting, and more effective.
How to Start: Know Your Team’s Strengths
If you want to be a strengths-based leader, begin with one essential question:
What are my team’s strengths?
To manage someone well, you need to understand:
What their strengths are
What triggers those strengths
How they learn best
One way to start: ask these two simple (but powerful) questions in your next 1:1:
“What was the best day you’ve had at work in the last three months?”
“What was the worst?”
Then listen. Watch for patterns. Stay curious. Take notes.
You can also deepen the process with tools like the CliftonStrengths Assessment and consider partnering with a strengths-based coach to guide the conversation and growth.
The Bottom Line
Great managers don’t aim to make everyone the same. They embrace difference, amplify it, and help each person do more of what they do best.
The result? Stronger individuals. Stronger teams. And a whole lot more impact.
