In a rapidly changing environment, you provide stability by clearly communicating the underlying core values that should and will not change.

When you speak from the heart about your beliefs, your authenticity can inspire those around you, particularly your team members. You bring energy and drive to tasks, roles or positions that uphold your deeply held beliefs.


Your beliefs make you strong and confident, but if you don’t honor the beliefs or views of employees who see things differently than you, you could alienate them and forfeit the value of their unique ideas or contributions.

What guides you may not guide every member of your team. Take time to get to know more about employees to identify common or complementary values. Remember to respect their belief systems.


Typically, when you manage people with dominant Belief talents, you should help them find connections between their values and daily work. These connections can provide clarity and conviction.

  • People with dominant Belief talents will be passionate about something. Discover their passion and tie it to their work. Do this by helping them think about one of their best days at work. Ask them how their values influence the satisfaction they felt on their best day. Ask them how they can work with you to repeat that day as often as possible.
  • People with high Belief talents will have powerful, permanent values. Figure out how to align their values with the organization’s. For example, talk with them about how your products and services make people’s lives better. Discuss how your organization embodies integrity and trust, or give them opportunities to go above and beyond to help coworkers and customers. In this way, through their actions and words, they will make visible the values of the organization’s culture.
  • Learn about these people’s family and community. They will have made rock-solid commitments here. If you understand, appreciate and honor these commitments, they will respect you for it.
  • Help them accept that other people might have values different from their own. Having strong Belief does not equate with being judgmental.
  • You do not have to share their belief systems, but you do have to understand them and respect them. If you cannot apply their values to either your goals or the organization’s, you should perhaps help them find a different work situation. Otherwise, major conflicts will eventually erupt.


Transforming your talents into strengths requires active and deliberate learning and practice. The section below has ideas for investing in your talents. Use these items to practice using your dominant themes in ways that will be most meaningful and beneficial to you.

Think about your best day at work.

Think about your best day at work to better understand what you like the most about your job. How did your values play a part in the satisfaction you felt that day at work? What can you do to have more days like your best?

You naturally become enthusiastic and energetic about tasks that support or promote your deeply held beliefs.

The more opportunities you have to incorporate your mission and beliefs into the work you do, the more involved in, enthusiastic about and committed you will be to your work.

Ask people for their suggestions, concerns and opinions.

Use your dominant Belief talents to help you to listen to others. Ask people for their views, and take their suggestions, concerns and opinions seriously. These are cornerstones to building trust.

Your actions and communication as a manager represent organizational values. You should hold yourself accountable for building a high level of trust among your employees. The most effective managers provide opportunities for employees to share their stories. Each employee has a story, and sharing it creates a connection between you and that person.