Capp’s five-step approach to strengths-based recruitment

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July 2014
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Leaving a Strengths Legacy in Your Career

Posted by: Trudy Bailey, Strengths Consultant, Capp


I was asked recently to support a client on helping them work with the older generation in re-engaging them with their role as they approach their last 10 years at work. I thought I would share my reflections so you can see how Realise2 can support your workforce in leaving a strengths legacy through their career.


  • Connect individuals with their strengths of Legacy and Mission. Establish what this means for them in their role currently. How much do they use these strengths? What would it take to increase their use? How can their strengths make them feel as though they are making a difference? Whether it’s Innovation or in contrast Adherence, how can using these strengths support the person themselves, as well as helping others to achieve their goals?
  • How can you support/excite people with a longer term vision, based on their Realise2 profile rather than day job? What do they dream of achieving in the team? Where do they get the best positive feedback?
  • Are they focussing on their outcomes and delivering these with their strengths? Or are they simply doing what they always do that works? How can they get there another way whilst enabling and supporting the future talent of the organisation?
  • What do their unrealised strengths say? Here is potential to unlock further passion and energy. They might not be aware of this. Discovering it could leverage further motivation as it could be something new to get involved in.
  • How can they use their strengths to role model the future of the organisation? Who can they mentor and what strengths would make a lasting impact to others if they dialled those strengths up?
  • Often senior/experienced people have a lot of learned behaviours. Are they doing everything well, rather than maximising the top half of the quadrant? Having learnt to be capable in all areas may have got them to where they are now, but do they need to keep on proving themselves in their low energy areas?
  • Invite people to cross out those learned behaviours they simply don’t want to use anymore. This can be a helpful trick to get them to find more energising ways of doing things.
  • Re-write their leadership statement, this time based on their strengths. Consider ‘What do I really want people to come to me for and what do I not want them to come to me for? We can get known for our learned behaviours, so it’s important we don’t get stuck in this area.
  • What do they want to be read out at their retirement party?  What strengths lend themselves more towards these goals? Which learned behaviours need to be moderated to enable more focus?
  • If they are involved in succession planning, what are the strengths and weaknesses of the team? Where are the gaps and how could their strengths support them right now to develop and grow?
  • Do their strengths families show a preference for any particular behaviour? How can their role take on more of this whilst delegating the draining attributes to others?


As people start to look back over their careers and think about the next generation, a powerful way of doing that is to consider the strengths legacy that they can leave for those who follow. Help inspire your workforce to develop their own strengths legacy today!


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