Knowing Your Strengths Isn't the Same as Using Them
During a recent CliftonStrengths workshop, someone asked me a question that has stayed with me.
"What if I'm not getting to use my strengths at work?"
I appreciated the question because it gets at something we sometimes overlook in strengths-based development.
We spend a lot of time helping people discover their strengths. We take assessments, learn the language, and begin to understand why certain things come naturally to us. And that awareness is valuable.
But here's the thing: Knowing your strengths doesn't automatically mean you're using them. And knowing what you're capable of contributing doesn't necessarily mean your workplace is creating opportunities for you to contribute it.
I've been thinking about that question from two perspectives:
How many people are sitting on our teams right now with strengths, ideas, and contributions we haven't made room for?
And just as importantly: How many of us are waiting for someone else to recognize what we bring rather than finding ways to put those strengths to work?
I think both questions matter. Because whether you're trying to use more of your strengths or you're a leader trying to bring out the best in your team, there's an opportunity to be more intentional.
First, What Does It Mean to Use Your Strengths?
One misconception I sometimes encounter is that using our strengths means only doing things we enjoy or are naturally good at. That's not quite how it works.
Our CliftonStrengths themes describe patterns in how we naturally think, feel, and behave. They help us understand how we're likely to approach problems, build relationships, influence others, and get things done.
But our strengths aren't limited to particular job titles or responsibilities. Two people can do the same job and use completely different strengths to accomplish it.
Someone high in Relator might build trust through meaningful one-on-one conversations. Someone high in Communication might help a team navigate change by finding the right words to explain it. Someone high in Analytical might examine evidence to support a decision, while someone high in Positivity might help maintain energy and momentum through a difficult stretch. Different approaches. Different contributions. Sometimes, the opportunity isn't to change what we're doing. It's to change how we're doing it. And that distinction gives us more agency than we might initially realize.
If You're Not Using Your Strengths, Start Here
1. Get Curious About What's Missing
Before deciding your job doesn't allow you to use your strengths, identify what that actually means.
Are you missing opportunities to do work that energizes you? Are particular talents being overlooked? Are you spending most of your time on responsibilities that drain you? Or are you using your strengths without recognizing them because they're showing up differently than you expected?
I encourage coaching clients to pay attention to moments when they feel most engaged.
When do you lose track of time? What problems do people naturally come to you to solve? When do you find yourself thinking, I wish I got to do more of that?
Sometimes the answers reveal opportunities already within reach.
2. Look for Ways to Use Your Strengths in the Work You Already Have
Not every opportunity requires a new project, promotion, or job.
Someone with Developer might find opportunities to mentor a colleague or help onboard a new employee. Someone with Strategic might identify alternative approaches to a recurring problem. Someone with Arranger might enjoy coordinating people and resources to make a complicated project run more smoothly.
The work itself may not change, but the way you contribute to it can.
Ask yourself: "How could I approach something I'm already responsible for in a way that allows me to use more of what comes naturally to me?"
3. Advocate for Opportunities to Contribute Differently
This is where the conversation during my workshop eventually landed. Sometimes we assume our supervisors know what we're good at, what energizes us, or where we'd like to contribute more. But they may not. And we can't always wait for someone else to connect those dots.
Instead of simply saying, "I'm not getting to use my strengths," consider explaining what you could contribute.
For example: "I've noticed that some of my best work happens when I'm helping people think through complicated challenges. I'd love to find more opportunities to contribute in that way. Are there any upcoming projects where that could be helpful?"
Or: "I really enjoy helping new team members learn and grow. If there are opportunities to support onboarding or mentoring, I'd love to be involved."
You're not simply asking for different work. You're helping your leader understand where you believe you can add value.
4. Raise Your Hand (Without Just Adding More to Your Plate)
Sometimes the opportunity you're looking for doesn't exist yet. Could you propose an initiative? Volunteer for a cross-functional project? Improve a process? Bring forward an idea that addresses a recurring challenge?
But I want to be careful here. Using our strengths shouldn't automatically mean taking on more work. We don't need to keep adding responsibilities to already full plates simply to feel more engaged. Sometimes the conversation needs to be about shifting responsibilities, not accumulating them.
5. Pay Attention to What Happens Next
Not every workplace will create space for you to use your strengths in the ways you'd like. You can advocate thoughtfully, communicate what you bring, and look for opportunities. And sometimes, the answer will still be no.
That doesn't automatically mean you need to leave. But it is information.
If you consistently feel unable to contribute in meaningful ways, consider whether the challenge is temporary, whether there's room for change, or whether the environment is ultimately a poor fit.
Using your strengths intentionally doesn't mean forcing yourself to thrive in an environment that won't make room for you. Sometimes it means recognizing when something needs to change.
Now, Let's Talk About the Other Side of the Conversation
If you're a manager or leader, I want you to consider something.
How well do you actually know the strengths of the people you lead?
Not just what they're responsible for or what they're good at. But what energizes them. What they wish they could contribute more often. What comes naturally to them that might not be obvious from their job descriptions. And where they feel underutilized.
There is a difference between assigning people work based on what they've always done and creating opportunities for them to contribute what they do best.
1. Ask What Energizes Your People
In your next one-on-one, try asking:
"What part of your work has been giving you the most energy lately?"
"Is there something you're particularly good at that you wish you had more opportunities to do?"
"If you could spend a little more of your time contributing in one particular way, what would it be?"
You may be surprised by what you hear. And asking communicates something important: I'm interested in more than simply getting work out of you. I want to understand how you do your best work.
2. Stop Assuming That Being Good at Something Means Someone Wants to Keep Doing It
Sometimes our most capable employees become the people we rely on for everything. They're dependable. They get things done. We know we can count on them. So we keep giving them more of the same. But just because someone is good at something doesn't mean it energizes them. And just because they've always handled a responsibility doesn't mean it's the best use of their strengths.
Competence and fulfillment aren't always the same thing. As leaders, we need to be careful not to confuse someone's ability to carry a responsibility with their desire to keep carrying it.
3. Look Beyond Job Descriptions
Of course, people have roles and responsibilities. We can't simply let everyone choose whatever work they want to do. But there may be more flexibility within those responsibilities than we realize.
Could someone lead a project aligned with their strengths? Could responsibilities be distributed differently? Could team members collaborate in ways that allow their strengths to complement one another? Could you invite someone into a conversation where their perspective would be particularly valuable?
Sometimes small changes create meaningful opportunities.
4. Make Strengths Part of Your Ongoing Conversations
One thing I emphasize in my workshops is that CliftonStrengths shouldn't be something we talk about once and forget. It's not meant to be a report that gets filed away. It's a language we can use to better understand ourselves and one another.
Try asking:
"Which of your strengths helped you navigate that challenge?"
"What strengths do we need to bring into this project?"
"Where might we be overlooking something because we're approaching this problem from similar perspectives?"
Strengths awareness is valuable. But strengths application is where the real work happens.
The Conversation Worth Having
I keep coming back to that question from my workshop. "What if I'm not getting to use my strengths at work?"
Because I wonder how many people are quietly asking themselves some version of it. And how many leaders would be surprised to learn that someone on their team feels that way.
We don't always know what people want to contribute. We don't always recognize the strengths sitting right in front of us. And we don't always realize how much agency we have to approach our own work differently.
But we can start asking better questions.
If you're an individual: Where might you be waiting for someone else to recognize what you bring? What could you do to put those strengths to work more intentionally?
If you're a leader: Who on your team might have more to contribute than you've created space for? What could you ask, change, or make possible?
You may not be able to change everything. But you might be able to change something. And sometimes, that starts with a conversation you haven't had yet.
