Please respond thoughtfully to the discussion post below regarding this individu

Please respond thoughtfully to the discussion post below regarding this individuals CliftonStrengths.
A descriiption of each CliftonStrength can be found at the link below.
Link: https://www.gallup.com/cliftonstrengths/en/253715/34-cliftonstrengths-themes.aspx
Discussion:
Describe where you made the cutoffs and why you chose those talent groups.
When looking at my list of strengths from the CliftonStrengths assessment, I went down the list from my top strength and read through each theme to understand what each one meant and to reflect on where my cut-offs might be. This was an interesting exercise for identifying the separation of dominant and supporting talents, because I had to think to myself about what came naturally and what I had to be aware to utilize or engage. I think my cut-off was my seventeenth theme of self-assurance. While I do feel like this theme can be dominant in situations where I have a good foundation of personal knowledge and experience, I do notice that when there is a degree of uncertainty, I must lean into my other strengths for this one to surface.
Briefly describe a situation that demonstrated how you use your dominant talents.
My number one dominant talent is analytical, a strategic strength where I can think through reasons and causes while identifying what factors might affect situations. I use this talent daily as a production control leader. For example, we are seeing a coating quality issue on one of parts where some of the coating is chipping. Since it is a new coating structure there was concern on the integrity of the coating itself. In the meeting where we had several engineering groups discussing what next steps were, I spoke up to have everyone pause and talk about what was happening and the timeline before we made any decisions. As we talked through the timeline from the new coating design release, we highlighted that this part used to be dual sourced up until the end of our first quarter. The chipping issue surfaced in the second and third quarters. I asked the team if there was potential that the primary supplier was causing the chipping during their process post coat rather than jumping to the conclusion that it was the coating itself. This concept drastically changed the course and approach to the next steps but would have been missed most likely if I had not reeled everyone back in to talk through the problem methodically.
Briefly describe a situation in which you leaned into one of your supporting talents.
Empathy is one of my supporting talents from the relationship building category. This talent is where one can sense other people’s feeling by imagining themselves in their shoes. This is a talent I have become more aware of and understood more about how to utilize it as I have gained more experience. While I think I was generally good at reading situations and people most of my life, I did not necessarily express that well to facilitate the relationship building aspect of the talent. As I have mentioned in other discussions, I have undergone a great deal of turnover within my team recently and that has brought many challenges since my organization does not have a robust training program and the new hires all came into their position as external hires. I have been able to lean into my empathy talent to help read when a new team member is becoming overwhelmed or discouraged to be able to defuse their negative feelings and provide support, encouragement, or resources to alleviate their stressors. I must step in when necessary and be that support by remembering what it was like for me two years ago when I came to my organization.
Briefly describe how you used your dominant or supporting talents to make up for a lesser talent.
Maximizer is one of my lesser talents. This is described as someone who focuses on strengths to stimulate personal and group excellence. While I am not someone who naturally thinks in this manner, my individualization and developer dominant strengths are able to bridge the gap. Individualization is a talent where you can figure out people’s talents and/or strengths to be more productive and developer is a strength where one can recognize and cultivate potential in others. I can use these strengths to facilitate a team towards a common objective or to find resolution. For example, we recently went through our yearly physical inventory. Having new team members made it tough for my area to go through reconciliation between physical and systematic counts to ensure inventory was put on hand at the right levels and cycled off if it was not found. I was able to discuss the process and talk through how we should approach the task based on our different knowledge and strengths while also teaming certain people up so they can gain understanding in areas where they are not so familiar. This helped people understand what went well and what did not while also focusing on task completion so we could use it as a learning experience instead of a terrifying financial exercise and get it done quickly.
How have you cultivated your top talents into strengths?
Fifteen years ago, I feel like a talent such as activator and deliberative would have been switched in their position in my assessment. Early in my career I was more apt to just jump to action and get into the thick of it right away. Throughout the years I have worked on taking moments to pause and reflect to assess the assumptions, risks, consequences, and alternatives. These exercises play into my deliberative talent that is now in my top ten. While at times I feel like a group could be going into “analysis paralysis” and I want to rush them along, I have learned the importance of listening and letting people be heard in certain situations to ensure that the best resolution is found. Usually, I engage my activator talent when decisions have been made and people are still lingering to start engaging people to execute, implement, and/or start moving forward.
Describe if the shadow side of your dominant or supporting talents have occasionally become weaknesses.
There are times where a shadow side comes into play with my dominant and supporting talents to the point where they become weaknesses. One example is within my achiever talent. While I possess a strong drive and stamina within the chaos and uncertainty from constant change in my organization’s environment, others do not have this same disposition. When under stress, the intensity of my achiever strength can take over and that can be too much for some. This is the weakness I bring up when asked in interviews because not all work cultures or teams are effective with that intensity. I would not be the right fit for them and most likely the organization or team would not be right for me. Recently I was dealing with a complex challenge and my direct, intense method and tone during our collaboration made one of the team members take a comment personally because of my delivery. I was able to talk it through with the person and mention that I was focused on the process and trying to probe for information to gain context so I could figure out how to proceed and apologized if that offput them. In a less stressful situation I would have seen that person’s facial expressions and body language change and adapted my approach, but I was too focused on the task at hand in this instance to take notice.
Describe if you consider lesser talents as weaknesses.
I do not consider my lesser talents as weaknesses. I think I am just generally pre-disposed to not naturally use them. For instance, woo was my dead last talent. While I am introverted and do not care to be in social situations, especially where I might have to win people over, I can do it. It just drains me, and I must prepare myself for it accordingly. I know when I travel for business, do large work events, or other similar social situations that are usually over-stimulating that I need to prepare for what I am going into mentally, rest, and have downtime to myself afterwards. I think it is important that we are aware that the lesser talents are just ones we have to work at and understand more than our dominant or supporting talents.