Let me take you back to a day I remember like it was yesterday. There I was, fresh off a promotion at a utility company, feeling like I was on top of the world—or at least somewhere close. I had started in customer service, one of the lowest-paid positions in the department, but then something amazing happened. A special project I worked on caught some important eyes, and before I knew it, I was promoted to a Performance Excellence Lead. It was one of those promotions that makes your head spin—new responsibilities, incredible visibility, and let’s be real, a salary that had me doing a double-take every time I saw my paycheck.
But there was a problem.
You see, while I was excited about the opportunity, it didn’t take long for me to realize that I wasn’t exactly shining in my new role. Sure, I had some early success thanks to one of the previous leads who took me under his wing, but as I got deeper into the job, I started feeling out of place. I mean, really out of place. I was surrounded by colleagues with advanced degrees, and there I was, the lowest of the “high potentials” in the room. Imagine that—being the least shiny star in a constellation of high achievers. It didn’t feel great.
And let me tell you, I struggled. I mean, really struggled. There were elements of the job I just couldn’t wrap my head around, no matter how hard I tried. I was giving it my all, but I wasn’t anywhere near the top performer. I knew it, and worse, I knew my boss, Mark Townsend, knew it too.
Mark was one of those seasoned leaders—the kind of guy who’d been with the company for over 30 years, wore khakis like a uniform, and could command respect just by walking into a room. Everyone respected him, but let’s be honest, they also feared him. He was a straight shooter, no-nonsense kind of leader, and I knew he wasn’t one to mince words.
The Turning Point:
So, when Mark called me out of the blue one day and said, “Mimi, I need you to drive a couple of hours across the state for a one-on-one meeting at my office,” my stomach dropped. This wasn’t going to be a friendly chat—I could feel it. As I drove, I mentally prepared myself for the worst, thinking, This could be it. I might not walk out of that office with a job.
Finally, I arrived, took a deep breath, and stepped into Mark’s office. His desk was one of those big, intimidating executive desks that made you feel small just sitting across from it. I sank into the chair, which, of course, felt lower than his, making me feel even more out of my depth.
Mark didn’t waste any time. He leaned back in his chair, folded his hands, and looked at me with that piercing gaze of his. “Mimi,” he began, “I’ve been observing you at your Lean events.”
Ut-oh, I thought. Here it comes—the hammer.
“I’ve noticed a few things,” he continued. “To be honest, I’m not sure this job is the right fit for you.”
My heart sank even further. I could feel the blood drain from my face. I opened my mouth to say something—anything—to defend myself, but the words just wouldn’t come out right. “Mark, I… I know I haven’t been the best at this job, but if you just give me another chance, I’m sure I can improve. I mean, don’t I get a personal improvement plan or something?”
Mark raised his hand to stop me. “Mimi, I’m not going to fire you.”
I blinked, not quite believing what I was hearing. “You’re not?”
“No,” he said, shaking his head. “I would agree that you’re struggling as a Performance Excellence Lead. But that’s not why I called you here today.”
I let out a breath I didn’t realize I’d been holding, but the relief was short-lived. If he wasn’t going to fire me, what was he going to do?
Mark leaned forward. “I’ve been watching you, Mimi. I’ve noticed something you might not even see in yourself. You’re a stellar trainer. I’ve seen how you take complex concepts and make them simple for others to understand. You’ve got a knack for connecting with people, for telling stories that make things click for them. You may not have mastered the financial side of things or all the Six Sigma math, but you have a gift—a gift for training and teaching.”
I stared at him, completely caught off guard. “Wait, what? You think… I’m good at training?”
“Not just good,” Mark said, leaning back again. “You’re great at it. So much so that I’ve set up an interview for you with Stacy, the director of our training department. I think that’s where you belong. I’d hate to lose you from my team, but I’d hate it even more if you stayed in a role that doesn’t let you use your natural talents.”
The Revelation:
I was speechless. “So… you’re not going to fire me? I still have a job?”
Mark chuckled, and for the first time in the entire conversation, I saw a hint of a smile. “No, Mimi, I’m not going to fire you. In fact, I think you’re about to step into a role where you’re going to excel.”
It took me a moment to process what he was saying. Mark wasn’t just giving me a second chance—he was igniting a spark in me that I didn’t even know was there. He saw something in me that I hadn’t fully recognized in myself. And he was right. After that interview with Stacy, I transitioned into the training department, and everything changed. The new role allowed me to lean into my natural gifts and talents, and it’s what set me on the path to where I am today.
Mark didn’t just save my job—he helped me discover a gift that I didn’t even know I had.
Embracing Your Gifts:
This experience taught me an invaluable lesson about leadership and life. Sometimes, we get so focused on trying to fit into a role that isn’t meant for us, that we forget to lean into what we’re naturally good at. And here’s the thing—when you work from your strengths, not only do you feel more fulfilled, but you also make a more significant impact.
According to positive psychology expert Donald Clifton, “The most successful people are those who understand their strengths and behaviors and apply them in the workplace.” When people are working in their strengths, they’re more engaged, more productive, and more satisfied with their jobs.
Identifying and Leveraging Your Gifts:
Here are a few ways you can start identifying and leveraging your unique gifts as a leader:
1. Identify Your Strengths:
• Reflect on what you naturally excel at. What tasks or activities make you lose track of time because you’re so immersed in them? What do others frequently come to you for help with? These are your strengths—don’t overlook them.
2. Leverage Your Gifts:
• Once you’ve identified your strengths, look for ways to incorporate them into your leadership role. If you’re great at connecting with people, make sure you’re in roles that allow you to build relationships. If you’re a natural problem-solver, seek out challenges that let you flex that muscle.
3. Encourage Your Team to Find Their Gifts:
• As a leader, it’s also your job to help your team members identify and leverage their strengths. When people are working in their strengths, they’re not just more effective—they’re happier, too. And a happy team is a productive team.
That meeting with Mark Townsend was a turning point in my career. It taught me the power of embracing your gifts and leveraging your unique strengths as a leader. When you work from your strengths, you don’t just survive—you thrive. And when you help others do the same, you create an environment where everyone can succeed.
So, the next time you find yourself struggling in a role that doesn’t feel like the right fit, take a step back. Ask yourself, “What are my gifts? What do I do better than anyone else?” And then lean into those strengths, because that’s where your true power lies.