Your strengths show in the work you do

Explore abilities through situations, not labels

In a team, one person may be good at explaining complex problems, another at organising, and a third at spotting risks early. That doesn’t mean everyone has one fixed role. Abilities show up in particular circumstances and can be developed.

Imagine an employee who speaks less in large meetings but can calmly resolve tense situations with customers. Calling her a “poor communicator” would hide a real skill. Ask what someone does well, when they do it and what support helps.

When choosing a team task, try three questions: What does the project need? Where can I contribute right now? What new skill can I safely try out? Your answers may help you share responsibilities in a way that draws on people’s strengths while giving them room to learn.

You don’t need to excel at everything. Sometimes it makes more sense to hand a technically demanding task to a colleague and focus on what you can do reliably. Delegating, however, doesn’t mean abandoning responsibility; agree on the deliverable, support and deadline.

Be specific when giving feedback. “You’re a natural leader” is less useful than “At the last meeting, you summarised the disagreement in a way that helped us make a decision.” That kind of description makes it easier to repeat what worked.

Try it out: Think of three situations where you were useful to a team. Describe what you did, rather than naming a personal quality. Then choose a small task where you can build on that skill.