Strengths and potential
We implement strengths-based collaboration. We develop your employees' potential using reliable psychometric tools. We design engaging development programs for companies, conduct inspiring workshops for teams, and conduct talent coaching sessions that unlock potential.
Want to learn more about our solutions in the area of strengths and potential?
What we offer
On-site training at your company's headquarters across Europe, webinars, and online workshops
Mentoring and coaching sessions in Polish and English
Comprehensive development programs for managers and workshops for teams
How we work
We work in the area of strengths and potential development using diagnostic and development tools. Our most common starting points for collaborative work are the Gallup® Talent Assessment, the FRIS® Thinking and Acting Style Assessment, the DISC® Behavioral Style Assessment, or the RMP® Motivational Profile.
Topics, areas, and tools include:
development of high-potential employees (HiPo)
building teams that cooperate based on strengths and synergy within the team
developing an organizational culture based on strengths
designing development paths based on natural
potential
diagnosis of the potential of employees and teams
Our program in practice
How can we use the natural potential of our employees in a way that takes into account both their individual predispositions and the key goals of the organization?
How will employee retention change when they gain real influence over how they work – based on their strengths and natural style?
What happens to team effectiveness when differences cease to be a source of friction and become consciously used potential?
We work based on our own original programs and adapt them to the client's specific needs. Below, you can see an example of our program's implementation in the area of strengths and potential.
Want to see how you can strengthen the team's potential and turn talents into real, actionable impact?
Meet our expert in the area of strengths and potential
Iwona Piwowarczyk – supports teams in building cooperation based on strengths, and managers in developing the natural potential of employees.
She holds international ICF coaching accreditation, she is a certified FRIS® thinking and acting styles coach, a certified Gallup Strengths Community Coach®, and a RMP® Master (Reiss Motivation Profile). She has completed numerous courses and specialized programs, including the Online Trainers School and the Group and Team Coaching School. She is currently pursuing further development studying psychology.
She has been working in business for 18 years, she is a co-founder of Blackbird, an experienced team manager, and a mentor to female entrepreneurs in the "Business in Women's Hands" program.
Iwona runs workshops for teams, 1:1 development sessions for managers, and a comprehensive development program in the area of strengths and potential.
Want to learn more about our solutions in the area of strengths and potential?
Book a 30-minute online meeting:
How did we strengthen the team's potential and transform talents into real power?
"From Being to Doing" program
The team operated within a dynamically growing IT organization, where the scale of projects, scope of responsibilities, and pace of work were increasing month by month. The company wanted to consciously invest in developing its talents – empowering employees, learning how to best utilize their potential, and preparing the team for more effective collaboration in an environment rife with change.
The organization needed a deeper understanding of the potential that already exists within the team—and ways to develop it in a way that is informed, coherent, and supportive of future challenges.
That's why we implemented the From Being to Doing program, based on Gallup® talents, individual development work and team collaboration – to enable people not only to work better, but above all to better use what is greatest in them.
Read how we worked at each stage:
00
Preparing to work with talents: research and pre-work
Each participant began by completing the CliftonStrengths® (Gallup's test). They then received a pre-worksheet consisting of a video introducing the Gallup® talent concept, a reflection card, and a checklist titled "How to monitor your talents for a week?"
The aim of this stage was to prepare participants for in-depth work:
I am not "coming to training", but "entering the process".
01
Talent Unleashing Session: Discover Your Talent DNA
Each participant completed a 120-minute Talent Unleashing Session, during which we provided coaching or mentoring, as needed. We analyzed their individual talent DNA—a personal set of predispositions, thinking strategies, and repetitive ways of acting. We applied their talents to everyday situations, identified areas of overuse, and examined productivity. After the session, participants received a full report with tips on how to consciously utilize their talents.
This stage built a high level of self-awareness and readiness to work together as a team.
02
03
"Talented Team" Workshop: Understanding, Appreciating and Using the Potential
During the workshop, participants understood and appreciated each other's potential, and learned to leverage their strengths in ways that supported the team and shared goals. We worked with Gallup® cards, the Tower of Power game, and scenarios from everyday projects.
Part 1: Getting to know each other's talents
Participants discovered how their talents influence behavior, communication, and decision-making. They understood why they work the way they do—and how this supports or hinders collaboration.
Part 2: Talents in the Team
We worked on "I Bring – I Need," mapping the team's talent, team DNA, and identifying areas where differences were a source of friction or synergy. The team began to see how their potential complemented each other in practice.
Part 3: Talents in the Context of Team Challenges
Participants translated their strengths into the team's current challenges: overload, priorities, communication under pressure, difficult project moments and division of responsibilities.
We have developed specific improvements, principles of cooperation, and the first operational decisions based on talent.
1:1 session for managers: a strategic look at the team's potential and strengths
After the process was completed, we conducted an individual session with the team manager – focused not on “feedback on the workshop”, but on the strategic use of the team’s potential, strengths and talent DNA.
During the session we worked on:
• interpretation of the talent structure of the entire team – which resources are the strongest and which require conscious strengthening,
• identifying synergies – where the team has natural advantages that are worth using in projects or processes,
• a map of talent risks – in which areas overloads, friction or blind spots may occur,
• discussing key decision-making moments where the team's strengths work best,
• recommendations on how to build a work environment in which team members' talents have real space to operate,
• directions for further development – both team and individual, based on strengths.
The aim of the session was to provide managers with a clear, strategic picture of the team's potential and tips on how to consciously strengthen strengths before the organisation reaches for new processes or structures.
This stage concluded with a bird's-eye view of the team—from a managerial perspective. At the end, the manager emerged with specific action steps.
Program outcomes
• greater employee satisfaction with their work and a stronger sense of ownership,
• real relief for key people through a more strategic distribution of responsibilities,
• task and role allocation based on employees’ natural potential and strengths,
• increased synergy, energy, and project effectiveness,
• the beginning of a new collaboration culture in the organisation, inspired by the Gallup strengths-based approach.
Read the opinion of one of the participants of our program:
Working with strengths showed me how much diverse potential we have in our team and what each of us needs to work effectively.
The biggest change for me was consciously using strengths when distributing responsibilities. I stopped delegating tasks “equally” and started basing my decisions on people’s natural predispositions and the overall strengths of the team.
I also see more synergy and a stronger sense of ownership toward our shared goals.
This approach truly helps build a more mature and self-aware team.
- Joanna
Have questions? Contact Iwona Piwowarczyk: