ASSESSMENT
What someone is already good at, ranked.
A strengths profile that ranks 24 character strengths across 6 virtues, so a development conversation can start from what a person already does well instead of only from what is missing.
You receive
Character strengths are the parts of how a person operates that they would use even if nobody were watching. The instrument covers 24 of them, grouped under six virtues.
The strengths involved in acquiring and using knowledge — how a person meets a problem they have not met before, and what they do with what they learn.
The strengths that show up when doing the right thing is uncomfortable: acting anyway, finishing anyway, and being the same person under pressure as out of it.
The strengths of one-to-one relationship — noticing what someone needs, letting people matter, and reading what is going on between people.
The strengths that make group life work — applying one standard to everyone, taking responsibility for the collective result, and doing an unglamorous share of it.
The strengths that protect against excess — governing impulse, thinking past the immediate move, and letting things go rather than carrying them.
The strengths that connect a person to something larger — noticing what is done exceptionally well, acknowledging what has been done for them, and holding a sense of purpose.
Creativity
You do not accept that the existing way is the only way, and you will try the alternative that might not work.
Curiosity
You find things interesting on their own terms, not only when they are useful to you.
Open-mindedness
You examine a question from more than one side before settling, including sides that do not favour your position.
Love of learning
You add to what you know deliberately rather than incidentally, and the satisfaction is in mastering something.
Perspective
You can see the shape of a situation from outside it, which is why people bring you their tangles.
Authenticity
You present yourself as you are, with no work version and real version to keep apart.
Bravery
You act on what you believe is right while it is still uncomfortable to do so.
Perseverance
You keep going once the initial interest has worn off, which is where most things are actually decided.
Zest
You commit fully rather than halfway, and people describe time with you as energising.
Kindness
You do things for people without being asked and without keeping score.
Love
You let people matter to you, and you let yourself matter to them — which is the harder half.
Social intelligence
You work out what is going on between people quickly, and can find your footing in an unfamiliar group.
Fairness
You apply the same standard regardless of who is in front of you, including people you do not much like.
Leadership
You get people moving in the same direction without having to press, and you own how the group does.
Teamwork
You are loyal to the purpose and you do your share of the unglamorous part of reaching it.
Forgiveness
You let things go rather than carrying them, and someone's worst moment does not become permanent.
Modesty
You are comfortable being the person who did the work rather than the person credited with it.
Prudence
You think past the immediate move to what it will cost later, and are hard to talk into a regret.
Self-regulation
You govern your impulses rather than being governed by them, including when deciding was easier than doing.
Appreciation of beauty and excellence
You are stopped by things done exceptionally well, in any field, and treat that as genuinely important.
Gratitude
You notice what has been done for you, and you say so, as a reflex rather than a performance.
Realistic Optimism
You expect things to work out and you do the work that makes it likely, so the expectation survives the facts.
Humor
You bring lightness to a tense room without deflecting from the thing, and without making anyone the joke.
Spirituality
You hold a sense of purpose larger than your own circumstances, and it shapes how you act.
Every strength is measured by four items — two worded so that agreeing indicates the strength, two worded the other way round. That balance is deliberate: it makes a straight-line response pattern visible instead of letting it pass as a result.
The response scale has five points and every point is labelled, so two people choosing the same option have chosen the same thing rather than their own private reading of a number.
The report puts all 24 strengths in order rather than scoring each one in isolation. The ones at the top are the signature strengths — the handful a person can lean on now, without building anything first. That ordering is the point of the instrument, and it is why a low-ranked strength is information about emphasis rather than a deficiency.
Teams where the development conversation has become a list of gaps. A strengths ranking gives a manager somewhere to start that the person will actually recognise as themselves, which is usually the difference between a plan that is followed and one that is filed.
It also does useful work in role design and pairing: knowing that one person’s top strengths are Prudence and Perseverance while another’s are Creativity and Zest explains a great deal about why a handover keeps going wrong.
It is not a selection instrument. Nothing in the profile speaks to whether someone can do a job, and it should not be used to decide that.
Rigour
A strengths profile describes where a person's energy naturally sits — not their ability, and not their suitability for a role.
Strengths Profile