Talent themes are the key sources of individual strengths -- no matter what the job is. Consider these two seemingly diverse examples and note the specific talents in parentheses.
In the 1990s a very special request came to Gallup to study the talent of great symphony orchestra conductors. The information we gleaned was fascinating. Many conductors referred to being aware of music inside them from the time they were children and feeling a strong compulsion to express what they heard internally through playing an instrument, composing, or conducting. One said, "I always wanted to be a musician and then a conductor because you are in a position to influence the course of music" (Learner, Focus, and Achiever).
Many expressed their sense that music is good only when it is played at its best and true to the way the composer wrote it. To make this happen, they like to see their musicians develop their abilities as far as they can go (Maximizer and Developer). Often the conductors facilitate this process. Some conductors use music as the conduit for their own emotions and attain actual spiritual pleasure by leading an orchestra. Intense joy and personal satisfaction flow when they conduct the music they love. Others are inspired by the deep sense of purpose they feel when they interpret what they view as the finest music. Their strong desire to make a major difference in the lives of others through the music they perform is very dear to them.
But all great conductors are perfectionists, which demands a great combination of talents. The blend may include a deep understanding of a composer's intention (Belief), a natural drive for excellence (Maximizer), taking charge over the work of others (Command), a strong desire to reach the audience (Communication), or an intense yearning to gain recognition (Significance).
This combination of talent is the essential requirement without which an orchestra cannot be brought to the height of its potential. Never satisfied, conductors are obsessed with endless improvement (Maximizer and Achiever). In their relentless drive toward excellence, they become intimidating, self-centered, and domineering (Command). They are in control of their orchestra at all times.
The reason for this, they say, is that they feel blessed with the capacity to interpret the works of great composers; there is a direct link between the person who wrote the music and themselves (Maximizer). Ultimately, they want to reach the audience, and get them to feel what they call an "aesthetic awareness" (Connectedness and Belief).
Making music is, to them, the most satisfying possible profession, and they love what they do. As one said, "I can't imagine myself living in this world without music. If I can bring music through myself to other people, I am very happy about it." (There's an emotional link if there ever was one).
Some time ago a National Basketball Association (NBA) franchise approached Gallup with a very intriguing question: What drives the performance of the top basketball stars? It would seem that all the players had, in effect, an equal chance to excel. They had access to in-depth training and specialized treatments for injuries, and they arrived on the court with sophisticated skills honed by years of play. Physically, they were in prime shape. So why wasn't everyone playing the way coaches and owners expected them to?
The initial part of the study revealed some combinations of talent themes that were specific to certain positions. Successful centers, for instance, tended to have a strong Focus that often stressed winning. Point guards, in contrast, could easily mentally project images of plays and passes, which allowed them to slow the game down in their minds and make decisions (Strategic, Maximizer, and Achiever).
Power forwards were another story. Courageous and aggressive, they were more likely than their teammates to participate in the physical part of the game and get a big rebound when the game was on the line (Self-Assurance, Command, and Activator).
But the really startling discovery about who "made it" or not came down to just two theme combinations. The first concerned Focus, the ability of players to stay fixated on their goals both during and after the games. The second was the burning desire to be the best, rather than just living up to potential (Significance, Maximizer, Competition, and Achiever). These players are more apt to accept strict coaching, and they take practice time very seriously. Also, when these great athletes play, they don't think about the steps they are taking; they perform intuitively because their talent themes allow them to do so.
Don Clifton, the chief consultant attached to this project, analyzed one particular player whom he recommended to his NBA client. Don thought the candidate harbored great talent, but the client saw things differently. Namely, all he noticed was that the player was too heavy, too slow, and that he couldn't jump. But talent never lies. The player in question went on to become one of the top fifty players of all time.