CliftonStrengths in a New Role

You bring energy, stamina, and a strong drive to get things done. You like clear tasks and feel a sense of satisfaction when you can point to what you’ve accomplished.

What I need (to share with my supervisor)
I do my best work when I have clear priorities and some freedom to work at a strong, steady pace toward those goals.

You might say: “It really helps me if I know the most important tasks and deadlines up front so I can pace my work and deliver strong results.”

Watch out for
You may take on too much too quickly or expect yourself to perform at a high level before you’ve fully learned the role, which can lead to stress or burnout.

Try this in your first 90 days

• Ask your supervisor to clarify top priorities and success measures for your first few weeks.
• Break your onboarding into small, specific goals (for example: “By Friday, I will be able to complete X process independently”).
• Schedule short check‑ins to share what you’ve completed and ask which items should move to the top of your list next.

You bring flexibility and calm when things change. You adjust quickly to shifting priorities and can help others stay grounded when plans need to move.

What I need (to share with my supervisor)
I work best when I understand the big picture and have some room to respond in the moment as situations evolve, rather than having every detail fixed far in advance.

You might say: “If I know what success looks like and where we’re headed, I can flex with day‑to‑day changes and help keep things moving.”

Watch out for
If you only respond to what is right in front of you, you may miss chances to plan ahead or to advocate for your own development.

Try this in your first 90 days

• When plans shift, be the person who says, “Got it—what’s our new priority?” and helps reset calmly.
• Ask your supervisor for a high‑level roadmap of the month or semester, even if it’s just approximate, so you can connect today’s changes to the bigger picture.
• Set aside a brief weekly reflection to capture what you’re learning from all the in‑the‑moment experiences and how that shapes your longer‑term goals.

You bring an ability to coordinate people, tasks, and resources. You can see how the pieces fit together and help create smoother, more efficient workflows.

What I need (to share with my supervisor)
I’m most effective when I can see the moving parts—who is involved, what tools we use, where deadlines sit—and have some flexibility to organize them in a way that works.

You might say: “If you can show me the pieces and people involved in this work, I can help organize the flow so things move more smoothly.”

Watch out for
You might want to rearrange things before you fully understand existing systems, or you may feel frustrated if you’re not given room to improve how work is organized.

Try this in your first 90 days

• Spend your early weeks mapping how work currently flows: who hands what to whom, where delays happen, and what tools are used.
• Ask your supervisor: “Where are you seeing coordination headaches right now? I’d love to help streamline those.”
• When you spot an improvement, propose a small, time‑limited test (“Could we try this new order for a couple of weeks and see if it helps?”) and offer to track the results.

You bring presence and clarity. You are willing to speak up, make decisions, and address issues directly—especially when others are hesitant.

What I need (to share with my supervisor)
I’m at my best when I’m trusted with challenges and tough conversations, and when I have space to be honest about what I see.

You might say: “I’m comfortable stepping in when things feel uncertain—if there are situations where you need someone to be direct or take charge, I’m happy to help.”

Watch out for
Your directness can feel intense or intimidating if others aren’t expecting it, especially while you’re still new and learning the culture.

Try this in your first 90 days

• Ask your supervisor how direct feedback and disagreement are usually handled on the team so you can match the tone and norms.
• When you see a problem, pair candor with curiosity: “Here’s what I’m noticing—am I seeing this correctly?”
• Offer to help in high‑stakes moments (for example, clarifying decisions in a meeting) once you have enough context to represent the team well.

You bring drive and a desire to improve performance. You notice how results stack up and are motivated by doing well relative to clear standards or peers.

What I need (to share with my supervisor)
I’m most engaged when there are visible goals or metrics, and when I have some sense of how I’m doing compared with expectations or benchmarks.

You might say: “It helps me to know what ‘great performance’ looks like here and how we’ll measure it, so I can see my progress over time.”

Watch out for
If you only focus on ranking or winning, you might get discouraged in a steep learning curve or unintentionally turn collaboration into a contest.

Try this in your first 90 days

• Ask your supervisor about clear performance indicators for your role (quality, timeliness, impact) and how they’ll be tracked.
• Treat your first months as a competition with your past self—aim to improve your own speed, accuracy, or confidence week by week.
• Celebrate teammates’ wins too, and notice where shared goals allow you to channel your drive into team success.

You bring a strong sense of fairness and stability. You notice when people are treated differently and you value clear rules, routines, and expectations that apply to everyone.

What I need (to share with my supervisor)
I do my best work when expectations are consistent and there are clear guidelines or processes I can follow and apply fairly.

You might say: “It really helps me when I understand the standard way we do things and what’s expected, so I can be consistent and fair in how I work.”

Watch out for
You may feel frustrated if expectations change frequently, or if it looks like some people are getting exceptions without explanation.

Try this in your first 90 days

• Ask your supervisor to walk you through key policies and “how we usually do it” in your area.
• When something seems inconsistent, seek clarification first: “Can you help me understand why we approached it differently this time?”
• Volunteer for tasks that involve keeping processes running smoothly—checklists, standard operating procedures, or schedule coordination.

You bring careful thinking and risk awareness. You naturally scan for potential issues and want to make well‑considered choices rather than rushing.

What I need (to share with my supervisor)
I do my best work when I have time to think through options and potential risks before being expected to decide or give a firm answer.

You might say: “If we’re making a decision with real impact, it helps me if I can think through the risks and options and then come back to you with a recommendation.”

Watch out for
Others may misread your caution as hesitation or negativity, or you might delay action longer than a situation allows.

Try this in your first 90 days

• Clarify with your supervisor which decisions are time‑sensitive and which ones can benefit from more deliberate analysis.
• Use your early days to quietly note potential risks or bottlenecks, then share a short, constructive list with suggestions.
• Practice summarizing your thinking: “Here are the main risks I see and how I think we can manage them,” so your caution turns into a clear plan.

You bring structure, organization, and reliability. You like routines, plans, and clear timelines, and you help bring order to busy or chaotic situations.

What I need (to share with my supervisor)
I do my best work when there is a plan, a schedule, or at least clear checkpoints, and when I know how my work fits into that structure.

You might say: “It really helps me to know the schedule, key deadlines, and recurring routines so I can stay organized and keep things on track.”

Watch out for
You may feel stressed by constant last‑minute changes or by environments that are very unstructured, and others might see you as rigid if they don’t understand your need for order.

Try this in your first 90 days

• Ask your supervisor for recurring rhythms (weekly meetings, monthly deadlines, peak busy times) and build your calendar around them.
• Offer to help with organizing systems—for example, shared folders, checklists, or calendars—once you understand team preferences.
• When changes are unavoidable, ask: “Can we clarify the updated timeline and steps?” so you can quickly rebuild a workable plan.

You bring concentration and follow‑through. Once you have a direction, you can prioritize, block out distractions, and keep moving steadily toward a goal.

What I need (to share with my supervisor)
I do my best work when I have a clear goal or outcome to aim at and understand what should come first when everything feels urgent.

You might say: “It really helps me to know the main goals and what should be at the top of my list, so I can stay locked in on what matters most.”

Watch out for
You may become impatient with frequent context‑switching or with people who jump from topic to topic without clear priorities.

Try this in your first 90 days

• Ask your supervisor to help you identify the one or two most important outcomes for your first months in the role.
• When new tasks come in, check: “Where does this sit relative to my current priorities?” so you don’t dilute your focus.
• Block dedicated time on your calendar for deep work on learning or key projects, and protect that time as much as possible.

You bring a calming, practical presence. You look for common ground, prefer cooperation over conflict, and help reduce unnecessary friction on the team.

What I need (to share with my supervisor)
I do my best work in environments where disagreements are handled respectfully and where we look for workable solutions instead of staying stuck in tension.

You might say: “It helps me when we can be honest about differences but still quickly move toward a solution that works for everyone involved.”

Watch out for
You may avoid necessary conflict or difficult conversations, which can allow problems to linger beneath the surface.

Try this in your first 90 days

• Pay attention to where you can practically reduce friction—clarifying expectations, summarizing agreements, or helping people find shared goals.
• Ask your supervisor how they prefer issues to be raised when something isn’t working, so you feel more comfortable speaking up.
• When there is tension, focus on naming areas of agreement first (“We all want X…”) to create a base for problem‑solving.

You bring a strong sense of welcome and awareness of who might be left out. You naturally look for ways to make people feel they belong and to bring more voices into the conversation.

What I need (to share with my supervisor)
I do my best work when there is space for everyone at the table and when I’m encouraged to help include people who might otherwise be overlooked.

You might say: “It really helps me when I’m able to invite people in and make sure we’re not accidentally leaving anyone out of key conversations or opportunities.”

Watch out for
You may feel frustrated by cliques or exclusive behavior, or spread yourself thin trying to include everyone in everything.

Try this in your first 90 days

• Notice who is quiet or on the margins in meetings and, when appropriate, draw them in (“I’d love to hear your perspective on this”).
• Ask your supervisor where inclusion and outreach are especially important (students, clients, colleagues) and how you can help.
• Suggest small practices—like rotating who leads, or checking in with new team members—that support a more inclusive culture.

You bring a natural tendency to gather information, resources, and ideas. You notice useful details and like to have helpful materials ready when needed.

What I need (to share with my supervisor)
I do my best work when I can collect and organize information, and when there’s a place to store and share resources that might benefit the team.

You might say: “It really helps me when I can keep and organize useful resources—if there’s a shared space where that’s welcome, I’d love to help build it.”

Watch out for
You may collect more than you use, or feel overwhelmed if you have nowhere to put or share what you’re gathering.

Try this in your first 90 days

• Start a simple resource library (folder, document, or shared drive) with how‑to guides, links, and notes you find helpful.
• Ask your supervisor what kinds of information or tools the team wishes they had at their fingertips—and help gather them.
• Periodically review what you’ve collected and highlight the most relevant items to share, so your contributions stay practical.

You bring enthusiasm for learning and growth. You are energized by building new skills and knowledge, especially in the early stages of a learning curve.

What I need (to share with my supervisor)
I do my best work when there are opportunities to learn—through new tasks, feedback, or exposure to different aspects of the work—and when that learning is recognized as valuable.

You might say: “It really helps me to know what I can be learning here—if there are trainings, projects, or stretch assignments, I’d love to grow into them.”

Watch out for
You may chase new learning at the expense of mastering current responsibilities, or get bored if things feel too repetitive with no development path.

Try this in your first 90 days

• Ask your supervisor: “What are the most important things to learn in my first few months, and what comes after that?”
• Treat each task as a learning opportunity: after you complete it, note what you know now that you didn’t know before.
• Express interest in gradually expanding your responsibilities once you’ve proven competence, tying that to your desire to keep learning.

You bring energy, encouragement, and an optimistic outlook. You can help lift the mood, keep people motivated, and celebrate progress along the way.

What I need (to share with my supervisor)
I’m at my best when there is room for genuine appreciation, encouragement, and even some fun—especially during busy or stressful times.

You might say: “It helps me when our team takes a moment to recognize wins and keep things upbeat, even when we’re working hard.”

Watch out for
Others might misinterpret your optimism as not taking problems seriously, or you might wear yourself out trying to keep everyone else’s spirits up.

Try this in your first 90 days

• Look for small, appropriate ways to acknowledge progress—a quick “nice job on…” or a simple celebration of milestones.
• Ask your supervisor how they prefer wins and effort to be recognized so your appreciation fits the culture.
• Notice when you need a recharge too and create brief moments that refill your own energy (breaks, connection, humor).

You bring a strong sense of ownership and follow‑through. When you commit to something, you take it seriously and want to deliver on your word.

What I need (to share with my supervisor)
I’m at my best when I’m trusted to own tasks or projects and given the freedom to follow through in a way that aligns with my values.

You might say: “It helps me when I’m given clear commitments to own—and the autonomy to carry them out—because I’m very serious about doing what I say I’ll do.”

Watch out for
You may have trouble saying no, take on too much, or feel heavy guilt if you can’t meet every commitment perfectly.

Try this in your first 90 days

• Ask your supervisor to clarify what you are truly accountable for and what is simply “helpful if you can.”
• Before saying yes, check your existing commitments and ask, “If I take this on, what should move down the list?”
• When something changes and you can’t meet a promise, communicate early: “Here’s what I can still deliver and by when.”

You bring internal confidence and a sense that you can handle challenges. You are comfortable making decisions and trusting your judgment even when things feel uncertain.

What I need (to share with my supervisor)
I do my best work when I’m given room to act independently within clear boundaries, rather than being closely directed on every step.

You might say: “It really helps me when I know the outcome you want and any guardrails, and then have space to decide how to get us there.”

Watch out for
Others may misread your confidence as arrogance or as not needing guidance, and you may underestimate how much context you still need when you’re new.

Try this in your first 90 days

• Ask your supervisor to clarify where you have full decision space and where they want to be consulted first.
• When you move ahead on something, proactively loop back: “Here’s what I did, why I chose it, and what I learned.”
• Invite feedback early—“Is there anything you’d like me to do differently next time?”—to show that your confidence includes openness to growth.

You bring the ability to see patterns and pathways. You naturally sort through options, anticipate obstacles, and suggest routes that make sense.

What I need (to share with my supervisor)
I do my best work when I understand the options and constraints and have some freedom to adjust the plan as we learn what works.

You might say: “It really helps me when we can talk through the different routes we could take and when I’m allowed to make mid‑course adjustments as we go.”

Watch out for
You might feel impatient with plans that seem unclear or inefficient, or frustrated if you’re expected to follow a path that doesn’t make sense to you without explanation.

Try this in your first 90 days

• Ask your supervisor: “What options have we already considered here?” so you’re not reinventing the wheel.
• When you see a better route, frame it as an enhancement: “Given what we’re learning, could we try this adjusted path to hit the goal more efficiently?”
• Use check‑ins to share your current map of the work—key milestones, risks, and pivots you foresee.

You bring momentum and initiative. You are comfortable getting started and turning ideas into action instead of staying in endless discussion.

What I need (to share with my supervisor)
I’m at my best when, after we’ve discussed an idea, I have permission to take a concrete first step instead of staying in planning mode.

You might say: “Once we’ve agreed on a direction, it helps me if I can take the first step right away and then come back and share what I learn.”

Watch out for
You may move faster than others are ready for or act before you fully understand context, which can create misalignment or rework.

Try this in your first 90 days

• In early weeks, pair action with curiosity: ask a few clarifying questions, then propose a small, low‑risk first step.
• Use phrases like “Here’s a possible next step—does that fit what you’re expecting?” to keep your supervisor aligned with your pace.
• Volunteer to pilot short experiments or new processes where quick learning is valuable, then share the results with your team.

You bring thoughtful questions and a desire to understand the logic behind decisions and processes. You notice patterns and can help the team make sense of information.

What I need (to share with my supervisor)
I do my best thinking when I have some time and space to look at the data or context before being expected to give a final answer.

You might say: “If you can let me sit with the numbers or background for a bit, I can come back with a clearer, more supported recommendation.”

Watch out for
You may delay action while looking for more data, or your questions can sound like criticism if others don’t realize you are trying to understand, not attack.

Try this in your first 90 days

• When you’re learning a process, ask: “Could you walk me through why we do it this way?” and restate what you heard to check your understanding.
• Clarify with your supervisor where deep analysis is most helpful versus where “good enough” information is fine so you can move forward.
• Practice framing your questions with intent (“I’m asking this so I can make sure we’re solving the right problem—could I check something with you?”).

You bring clear values and a strong sense of purpose. You are often most energized when your work connects to something you care about and feels genuinely meaningful.

What I need (to share with my supervisor)
I do my best work when I understand how our projects connect to a larger purpose or set of values, not just a task list.

You might say: “It really helps me to know why this work matters for our team or the people we serve, so I can stay motivated and focused.”

Watch out for
You may feel frustrated or disengaged if you don’t see a values‑connection, or if you sense misalignment between what is said and what is actually done.

Try this in your first 90 days

• Ask your supervisor how your role contributes to the mission, strategy, or impact of the team or organization.
• Notice which assignments feel especially aligned with your values and ask for more of that kind of work over time.
• If something feels out of alignment, schedule a calm conversation to seek clarification before assuming the worst.

You bring skill in expressing ideas clearly—speaking, presenting, explaining, or writing. You can help others understand information and stay engaged.

What I need (to share with my supervisor)
I thrive when I have chances to put ideas into words—through conversation, presentations, or writing—rather than only working quietly behind the scenes.

You might say: “If there are updates to present, materials to explain, or messages to draft, I’d love to help with that kind of communication.”

Watch out for
You may talk more than others are used to, or jump in quickly, which can unintentionally overshadow quieter voices if you’re not careful.

Try this in your first 90 days

• Offer to summarize complex information for the team—recaps after meetings, quick explainers, or draft emails.
• Ask your supervisor where communication is especially important (with students, clients, partners, or internal teams) and how you can help.
• In meetings, use your voice to amplify others too—“I’d like to build on what they just said…”—not only to share your own ideas.

You bring an awareness of how people, ideas, and events are linked. You tend to think about the bigger picture and how work affects others and the broader community.

What I need (to share with my supervisor)
I do my best work when I can see how our tasks fit into the larger system—other teams, partners, or long‑term impact—not just our immediate to‑do list.

You might say: “It’s really helpful to understand where our work fits in the bigger picture—who it affects and how it connects to other efforts.”

Watch out for
You may become discouraged if you feel disconnected from impact, or if the work seems fragmented with no visible meaning beyond the immediate task.

Try this in your first 90 days

• Ask your supervisor to walk you through how your team’s work touches others—students, clients, community partners, or other departments.
• When you learn a new process, sketch the upstream and downstream connections (who hands information to you, who receives it next).
• Look for opportunities to gently highlight connections in meetings (“This ties to what X is doing in…”), helping others see the bigger picture too.

You bring curiosity about the backstory and how things have evolved. You like to understand history so the present makes sense, and you often remember important details from the past.

What I need (to share with my supervisor)
I work best when I have some background on how we got here—past decisions, previous approaches, or lessons learned.

You might say: “It helps me a lot to know the history behind this process or project—what’s been tried before and why we do it this way now.”

Watch out for
You may hesitate to move forward if you feel you’re missing context, or you may get stuck comparing to “how it used to be” instead of adapting.

Try this in your first 90 days

• When you’re introduced to a process, ask: “Has this changed over time? What has worked well or not so well in the past?”
• Offer to take notes or create simple timelines that capture key decisions or milestones for your team.
• Use your understanding of history to spot patterns and gently suggest ways to avoid repeating past challenges.

You bring a genuine interest in people’s growth. You notice small signs of progress and enjoy encouraging others as they build skills and confidence.

What I need (to share with my supervisor)
I’m most energized when I can invest time and attention in people—supporting their learning, offering encouragement, or helping them see their progress.

You might say: “If there are opportunities to mentor, train, or support others as they learn, I’d love to be involved in that kind of work.”

Watch out for
You may spend a lot of energy on others and forget to set boundaries or to ask for growth opportunities for yourself.

Try this in your first 90 days

• Ask your supervisor if you can shadow or support training moments—onboarding new teammates, helping peers with processes, or answering questions.
• Pay attention to who on the team is learning something new and look for small, appropriate ways to encourage them.
• Schedule your own development time too: talk with your supervisor about how you’d like to grow and what skills you want to build.

You bring strong emotional awareness. You naturally sense how people are feeling and can respond in ways that help them feel seen, heard, and understood.

What I need (to share with my supervisor)
I’m at my best when there is room to acknowledge feelings—my own and others’—and when it’s okay to have honest, human reactions to what’s happening at work.

You might say: “It helps me when our team can talk openly about how things are going, not just what we’re doing, so I can support others and stay grounded myself.”

Watch out for
You may absorb others’ stress and carry it as your own, or feel overwhelmed in consistently high‑emotion environments if you don’t set boundaries.

Try this in your first 90 days

• Notice moments when someone seems discouraged or anxious and, when appropriate, offer a brief check‑in or word of support.
• Ask your supervisor how they prefer sensitive topics to be raised so you can share what you’re sensing in a way that fits the culture.
• Build simple routines that help you reset emotionally—short walks, journaling, debriefing with a mentor—so you don’t hold everything alone.

You bring an ability to imagine what could be. You are energized by thinking about the future and can often inspire others with a picture of where things might go.

What I need (to share with my supervisor)
I’m most engaged when I have opportunities to talk about where we’re heading and how my work connects to future plans, not just today’s tasks.

You might say: “It really helps me to hear about where you see this team or project in a year or two—that context makes the day‑to‑day work more energizing.”

Watch out for
You may get frustrated if people are focused only on immediate issues, or you might mentally jump too far ahead before you fully understand the present.

Try this in your first 90 days

• Ask your supervisor: “If things go really well, what does success look like a year from now?” and keep that vision in mind as you learn.
• Capture future‑oriented ideas as they come up and share a few at a time, framed as possibilities, not demands.
• In meetings, look for gentle ways to connect today’s decisions to tomorrow’s impact (“This might position us to…”).

You bring creativity and a love of ideas. You enjoy brainstorming, making unexpected connections, and imagining new ways to approach problems or opportunities.

What I need (to share with my supervisor)
I’m most energized when there is room to explore possibilities and share ideas—especially in spaces like brainstorming sessions, pilots, or improvement projects.

You might say: “If you’re ever looking for new angles or creative options, I’d love to be in those conversations and help generate ideas.”

Watch out for
You may generate more ideas than can be implemented, or you might get bored if everything is done “the way we’ve always done it” with no space for innovation.

Try this in your first 90 days

• Ask where it’s safe to experiment—projects, processes, or communications where new approaches are welcome.
• Capture your ideas in a running list and periodically share a few of the most relevant ones with your supervisor, tied to clear needs.
• When you suggest something new, frame it as a small test: “Could we try this approach on a limited scale and see what we learn?”

You bring insight into what makes each person unique. You see differences as assets and can often sense which roles or tasks fit particular people well.

What I need (to share with my supervisor)
I’m at my best when I can understand people as individuals—how they work, what they care about—and when there’s flexibility to adjust expectations or approaches person‑to‑person.

You might say: “It helps me when I can get to know how different teammates like to work so I can tailor how I collaborate with each person.”

Watch out for
You may resist one‑size‑fits‑all policies or feel frustrated when there’s no room to customize approaches for different people.

Try this in your first 90 days

• Take time to learn how each teammate prefers to communicate and collaborate, and adjust your style accordingly.
• Share observations with your supervisor when helpful (“They seem to thrive when X is true”), especially around strengths and fit.
• Offer to help match people to tasks when appropriate (“This might be a great project for someone who enjoys Y”).

You bring depth of thought and a reflective perspective. You like to think things through, explore ideas, and have meaningful conversations about what you’re learning.

What I need (to share with my supervisor)
I’m at my best when I have time and space to think—alone or in thoughtful conversation—before being expected to respond or decide on complex issues.

You might say: “If we’re working on something important, it helps me to have a bit of thinking time so I can come back with a clearer point of view.”

Watch out for
Others may misread your quiet processing as disengagement, or you might stay in your head and delay sharing insights that could help the team.

Try this in your first 90 days

• Build short, regular reflection windows into your week to think about what you’re seeing in the role and what it means.
• Let your supervisor know when you’re thinking something through: “I have some initial thoughts—I’d like to reflect a bit and then share a more complete view.”
• Capture insights in writing and bring a few key observations or questions to check‑ins so your thinking can shape decisions.

You bring a strong drive for quality and excellence. You naturally look for what is already good and think about how to make it even better.

What I need (to share with my supervisor)
I do my best work when quality is valued—not just speed—and when there is room to refine and improve things that matter most.

You might say: “It really helps me when we’re clear about where quality matters most so I can focus on taking those things from good to great.”

Watch out for
You may feel frustrated by “good enough” or spend too much time polishing low‑value work instead of improving what truly matters.

Try this in your first 90 days

• Ask your supervisor which projects or deliverables most deserve extra attention to quality.
• When you see something that could be sharpened, propose a focused improvement (“Could I spend some time tightening X so it’s really strong?”).
• Share before‑and‑after examples of your work so others can see the value of your refinements.

You bring depth and authenticity in relationships. You prefer a few meaningful connections over many surface‑level ones and often do your best work with people you know well.

What I need (to share with my supervisor)
I do my best work when I have time and space to build real, trusting relationships with teammates and key partners.

You might say: “It really helps me to get to know the people I’ll be working closely with—could you suggest a few folks I should spend more time with early on?”

Watch out for
You may feel drained by constant “small talk” or large networking events, or be slower to warm up in new groups.

Try this in your first 90 days

• Schedule a few one‑on‑one coffees or check‑ins with teammates you’ll work with most.
• Ask your supervisor who your “core people” are and be intentional about building deeper relationships with them over time.
• Look for opportunities to work on projects with people you trust, where your depth of relationship can support strong collaboration.

You bring problem‑solving energy. You are drawn to what’s not working and enjoy figuring out what’s wrong and how to fix it.

What I need (to share with my supervisor)
I do my best work when I’m given real problems to solve, not just routines to maintain, and when it’s okay to talk honestly about what isn’t working.

You might say: “If there are processes or tasks that feel broken or frustrating, I’d be glad to help diagnose what’s going on and suggest fixes.”

Watch out for
You may focus so much on problems that others experience you as negative, or you may take on more “fix‑it” work than is realistic.

Try this in your first 90 days

• Ask your supervisor: “Where are you seeing the biggest pain points right now? Is there a small piece I could help untangle?”
• When you raise an issue, pair it with at least one possible path forward (“Here are a couple of options we could try”).
• Keep a short list of problems you’ve helped improve so you—and your supervisor—can see the value you’re adding.

You bring a desire to make a meaningful impact. You want your work to matter and you’re motivated when your contributions are visible and important.

What I need (to share with my supervisor)
I’m most engaged when I understand which work is most impactful and when there are ways to see the difference my efforts make.

You might say: “It really helps me to know which projects are most important so I can pour my energy there and understand the impact I’m having.”

Watch out for
You may feel discouraged if your work seems invisible or minor, or you might chase visibility over fit if you’re not careful.

Try this in your first 90 days

• Ask your supervisor which initiatives are most critical right now and how your role supports them.
• Keep a simple log of moments where your work clearly helped someone or moved a project forward, and review it when motivation dips.
• Volunteer for responsibilities where your contribution is clearly tied to outcomes, and be sure to share results with your supervisor.

You bring social energy and ease in meeting new people. You enjoy breaking the ice, starting conversations, and expanding your network.

What I need (to share with my supervisor)
I’m at my best when I have opportunities to connect with new people—inside or outside the organization—and when that outreach is seen as valuable, not distracting.

You might say: “It really helps me when I can be out talking with people—if there are events, partners, or new colleagues to connect with, I’d love to help.”

Watch out for
You may be tempted to spend so much time connecting that your core tasks suffer, or others may not realize how purposeful your networking is.

Try this in your first 90 days

• Ask your supervisor which relationships matter most for your role (internal partners, students, clients, community members) and prioritize those.
• When you attend events or meet new people, follow up with a short recap: who you met, what you learned, and any opportunities you see.
• Offer to represent the team in relationship‑heavy settings (fairs, info sessions, outreach meetings) once you’re grounded in your responsibilities.