Moments of great change can bring out the best in Activators, with their boundless energy and undying need for action. This same need for action can also drive them toward burnout in moments of change when they: 

• Aren't able to start new projects due to cuts in funding, team workforce, or physical resources.
  
  
• Attempt to engage with others who might still be looking for more guidance or information on how best to proceed; particularly when the whole world of work is being reinvented.
  
  
• Being told to “hold on” because decisions haven’t been made yet.
  
  
• Try to "activate" too many initiatives all at the same time.

In each of these scenarios, their impatience can lead them to either burnout by trying to push forward regardless, or disengagement because they give up trying to move the unmovable.

As we look to define and develop our new world of work, one of the most important ways you can engage and enliven those with Activator talents is to give them roles where they can play a dual role of "guinea pig" and "initiator."

• ​Engage them to test run new work protocols, web platforms, etc. while also asking for them to record feedback and lessons learned to share with others so the tools can be improved.
  
  
• Invite them (when safe and appropriate) to be the first to try new mixed-location working arrangements. Ask them for insights on tools or approaches that seem to work well.
  
  
• Encourage them to start finding new ways to accomplish work. 
  
  
• If other members of your/their team need more information before launching a larger initiative, encourage those with Activator talents to start looking for the information. Getting them in action will feel more natural than sitting around waiting. 

As a leader or manager, one of the simplest questions you can ask right now of those with Achiever talents is,

Government, at all levels, often gets a bad rap as archaic when it comes to developing people and allowing them to creatively solve problems....think of waiting at the DVM on a Monday morning.

Whether it's the detailed (but limiting) job descriptions, structured organizational charts, antiquated technology, or command and control management; government does not have the same reputation for flexibility and innovation as some business sectors... think Silicon Valley.

Yet last week, I had two experiences that have given me hope that change is on the horizon. In particular, how Strengths can be used to improve government operations.

The first, was a wonderful conversation I had with Rose Gowdey. In her role as Director of the Center for Achievement in Public Service for Vermont, she's worked with her seven colleagues to train more than 300+ supervisors in Talent/Strengths-based staff development.

The second is this recent TED Talk by Haley Van Dyck (also viewable below). Here, she emphasizes the power of small, flexible teams in solving some of our national government's biggest technology problems. Even though she doesn't mention Strengths directly, her focus on utilizing people, who've developed their Strengths within other industries, is critical to her team's success. It also could serve as a blueprint for how government workers could/should be encouraged to think about their own work for the future.

Here are three takeaways:

• Strengths-based work and leadership has a place in government. For all of its seemingly slow moving parts and outdated practices, Strengths can bring incredible change and success for those who wish to serve the public good. Vermont joins Rhode Island as states starting to use Strengths throughout state government.
• Look for Strength partnerships between staff. Part of the training Rose's team includes getting supervisors to see how two (or many) staff members may outwardly seem very different, but then find that when paired together can achieve great success. Similarly, Haley looks to couple the skills and knowledge (parts of developing a Strength) of lifelong federal employees  with the skills, knowledge and talents of outside consulting IT extraordinaires. What Strengths exist in your current staff that could be brought together for super-success?
• Don't make it a "flavor of the month." Strengths-based coaching and training is far more effective when applied over the long-term. The force-multiplying effect of Strength will become greater as team members have time to develop their Talents into Strengths.

Let's connect so we can figure out how a Strengths-based approach might improve your local governance.