Leading With Strengths in a High-Change Federal Workplace 

I’ve been a fan of the Gallup CliftonStrengths assessment for years. What first drew me in holds true today: we make our greatest impact not by fixing what’s wrong with people, but by investing in what’s right with them.  

What Federal Leaders Are Navigating Right Now 

Across agencies, we are hearing consistent themes: 

• Teams are being restructured while the mission continues. Workforce changes create knowledge gaps and new hires require rapid onboarding. Leaders must transfer knowledge, ramp up talent, and sustain performance, often in acting roles or with newly formed teams.

• Spans of control are growing and work is more complex. Leaders are managing larger, more matrixed teams across functions and geographies. Gallup research shows spans of control have increased by 50% since 2013. Manager engagement and alignment now take more effort, not less. 

• Leaders are absorbing work that organizational systems used to handle. Leaders now carry more responsibility for culture, conflict, and performance, often without the infrastructure that once supported them. 

Three Leadership Moments That Matter Most 

In my work, and in my CliftonStrengths group debrief workshops, I often ask: If strengths really matter, what does that look like on a hard day at work? 

In these moments, the most effective leaders pause and ask better questions before they act. The goal isn’t to use the “right” strength, it’s to use your strengths in the right way for the moment. 

So here is the question to carry forward: In the middle of all this change, how are you using your strengths, not just to perform, but to create clarity, connection, and a sense of meaning in your work? 

1. What matters most right now?  

In matrixed environments, priorities shift, roles change, and guidance evolves. Gallup research shows that clarity of expectations is one of the strongest drivers of engagement. 

Use your strengths to create clarity and focus. For example, if you lead with: 

• Analytical: Define what matters now for this cycle, not everything that could matter 

• Communication: Simplify and focus your team on one or two mission-critical priorities 

• Activator: Pause to align stakeholders before acting 

2. What does my team need from me right now, beyond what comes naturally? 

Teams today face increased workloads, changing roles, reassignments, and unpredictable schedules. In such an operating environment, morale improves from consistent, visible leadership behaviors.  

Use your strengths to stabilize the environment. For example, if you lead with: 

• Consistency: Create stability through clear expectations, even as conditions change 

• Positivity: Recognize progress but stay realistic about constraints 

• Empathy: Acknowledge strain, then refocus on what’s achievable now 

3. Where is accountability unclear and how can I make it visible?   

In high-pressure environments, conflict often stems from unclear goals, roles, and ownership. Gallup identifies accountability as the lowest-rated leadership competency, yet one of the most critical for engagement.  

Use your strengths to create ownership. For example, if you lead with: 

• Responsibility: Clarify ownership, don’t absorb the work yourself 

• Harmony: Create dialogue but don’t avoid necessary tension 

• Developer: Support growth but hold clear performance standards 

Final Thought 

CliftonStrengths is not a personality assessment. It’s a tool for understanding your natural talents and applying them intentionally to create consistent results. 

That matters more than ever when today’s environment tests resilience. A well-rounded approach may be what sustains not just your impact, but your motivation to keep going. 

About Author

Jerry Wang is the director of leadership facilitation and coaching at Management Concepts. Previously, Mr. Wang served as a diplomat, leadership coach, consultant, and trainer at the U.S. Department of State. Before that, he spearheaded EMBA and coaching programs at Cornell University, consulted with Deloitte Consulting and Dalberg Advisors, and advised sheep herders as a Peace Corps volunteer in Macedonia.  Mr. Wang is as an ICF PCC coach, Gallup Strengths Coach, and WIAL Action Learning Coach.