Tag Strengths

There’s a Big Difference Between Pointing Out Your Strengths and Bragging

Steve Keating 2 Comments

Years ago, I was looking for someone to develop and present a workshop on remaining humble when you’ve achieved great success. I did not succeed in finding that person because I realized pretty quickly that anyone willing to say they were qualified likely wasn’t.

I mean, “I can do it because I’m the most humble person you’ll ever meet” is not exactly a qualifying statement. I was looking for someone who could tell me how qualified they were without telling me they were qualified. It was a fool’s errand.

But in business and in life there are times when we need to point out our strengths to others. If we’re asking for a raise or interviewing for a job are two instances that come immediately to mind. We need to use a balance of humility and confidence when pointing out our strengths. We do not want to seen as arrogantly bragging about ourselves.

Finding that balance requires a combination of confidence and humility. Here are some ideas to help you share your strengths with a strong dose of humble confidence.

Focus on the facts. Instead of using superlative or boastful language, rely on concrete examples or results. For instance, say, “I led a team that increased sales by 15% last quarter,” instead of “I’m the best salesperson.” Focusing on facts allows your achievements to speak for themselves.

Acknowledge others. Share credit where it’s due. If a team effort led to your success, mention how others contributed. This shows humility and an understanding of collaboration. For example, “I was able to improve project timelines by coordinating closely with the team.”

Stay relevant. Tailor what you share based on the context. If you’re in a job interview, highlight strengths relevant to the role. In casual conversation, avoid listing achievements that might seem unnecessary or self-serving.

Use third-party validation. Mention feedback or recognition from others. For example, “My manager commended me for my ability to handle difficult clients,” rather than, “I’m great with clients.” This shifts the praise away from self-promotion to an outside perspective.

Frame it as a learning experience. When discussing your strengths, you can present them as part of your growth. For example, “Through this project, I learned how important effective communication is, and it is something I’ve continued to develop.” This shows that you value self-improvement.

Be brief. Share your strengths in a concise and natural way. Over-explaining can make it seem like you’re seeking validation or bragging.

Use “I” statements carefully. Avoid overusing “I” statements. Instead of “I did this, I achieved that,” mix in statements like “The project was successful because we…”

The reality is, sometimes it’s necessary to do a little “self-promotion.” But how you do that is the key to sounding humbly confident. If you lose that key you may just look arrogant and be locked out of future success, promotions, and stronger relationships. So stay humble, offer context, and keep your tone genuine. That’s how you can highlight your strengths without coming across as boastful.

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What’s Your Best Thing?

Steve Keating 2 Comments

What do you do better than almost anyone else?

 

It’s amazing and maybe a little sad how many people can’t answer that question. It’s also very concerning how many business leaders can’t answer that question on behalf of their business either. 

 

It’s concerning because the fastest way to grow your business, or yourself, is to build on your strengths. Many people focus on eliminating their weaknesses but the most successful people will tell you it’s far easier to simply overwhelm them with your strengths. 

 

I’m not saying to ignore your weaknesses, you certainly should eliminate them where you can. What I am saying is that if your strengths shine bright enough they will blind people to your weaknesses. You won’t be thought less of because of what you’re not good at, you will be thought more of because of what you’re great at. 

 

There’s some guy named Tom who plays football in the New England area. I hear he’s a pretty good quarterback. Some people say he might even be the best quarterback ever. But guess what, I also hear that he can’t hit a curveball when playing baseball. 

 

Nobody cares whether he can hit a curveball or not because he most certainly can throw a football. He uses his strengths to succeed and he keeps himself out of situations where his weaknesses could be exposed. 

 

You, me and everyone else can do the same thing in our lives and our careers. But first you must know what your strengths are. You must know what you’re better at than most everyone else. You must know what you do best!

 

Don’t mistake what you’re most passionate about for what you do best. Sadly they are often not the same. “Follow your passion” is advice often given during Commencement Speeches. It can be and often is some of the worst advice ever given. 

 

“Follow your passion” is great life advice and you definitely want to have whatever you’re passionate about be part of you life. But following your passion is not sound career advice. “Do what you’re best at” is much better advice for a successful career. If you’re fortunate enough that what you’re best at is also what you’re passionate about then good on ya. Don’t assume that because you’re passionate about something that it’s also what you do best.

 

It may take some time and deep reflection to know for sure what you’re best at. Some people know almost instinctively but most people need to noodle on that a while. But figuring it out is well worth it. Playing to your strengths is rewarding both financially and emotionally. 


So let me ask you again…what’s your best thing?


Do You Know The People You Lead?

Steve Keating 9 Comments

One of the more critical responsibilities of leadership is making sure you have the right people in the right positions. Leaders who don’t understand this fail, and they take their people right into the pit of failure with them. 

 

You can have one of the most talented people in the world on your team but if you don’t put them in a position to succeed then their chance at success goes way way down. 

 

Albert Einstein said that “Everybody is a genius. But if you judge a fish by it’s ability to climb a tree, it will spend it’s whole life believing that it is stupid.” So it is with people too! 

 

You may not see all of your people as geniuses but each of them indeed has their own set of strengths and as a leader it is incumbent upon you to make certain that those strengths are put to good use. Doing so is good for both your organization AND your people.

 

One of the challenges many leaders face is that they simply do not truly know their people. They don’t know their motivations, they don’t know their goals (or if they even have any) and they don’t know what challenges their people are facing in their own lives. Too many leaders are almost completely unaware of the totality of their people’s strengths and that results in people locked into jobs that are often far below their abilities. 

 

No one wins when that happens. Underutilized people become unmotivated people in the blink of an eye. If you don’t know what you have in your people you’ll likely never get it out of them.

 

If you’re a leader and you’re not conducting regular “strength inventories” with your people then you run the risk of demotivating the very people you need to be as engaged as possible. Conducting these types of inventories requires you to interact with your people. It makes you get out from behind that Great Wall known as a desk and meet your people on their terms. Indeed, the huge side benefit of conducting “strength inventories” is you’re also taking the pulse of your organization. 

 

Do not believe your organization is so big that you as the leader can’t do this. You may leave some of the inventories to your HR group or other leaders but every leader in your organization should be doing at least some inventories of their own people. 


Not providing your people the opportunity to fully utilize their skills is one of the fastest ways to lose them. If you’re lucky once you lose them they will move on to greener pastures, if you’re not lucky then you’ll lose them and they will stay in your organization.