By Robert Kaplan
Simply because executives are typically challenge solvers, they generally specialise in weaknesses once they are looking to increase their functionality. This process may be valuable yet there's one other that may be simply as potent: spotting strengths. A senior supervisor whom the writer interviewed stated this a few most sensible individual: "If he observed his personal strengths and internalized them, loads of his weaknesses may cross away." during this document, the writer explains why it's serious to acknowledge strengths in an effort to increase functionality and why it is usually tricky to get that inspiration throughout to executives. For working towards managers and people who strengthen them, this document bargains sound yet frequently ignored developmental rules for overcoming weaknesses.
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Sample text
But Jim had no glaring weaknesses. He was strong across the board. A superior said, “I look for people who can cover the waterfront. Jim has a lot of it. ” Jim got good grades on both sides of several classic dualities. He did well on strategic thinking and on execution; on getting things done and on relationships; on being forceful and on enabling others; on having “mental toughness” and on caring about people; on contributing personally and on bringing out the best in others. He was intelligent, insightful, and a quick study; he set priorities effectively, was well organized, managed conflict well, had high integrity, and so on.
It was in Avery Stout’s second session several years ago, before the work with Jim, that I saw for the first time how executives could adjust upward their idea of their capability. I witnessed an executive take in the reality of his capability. Early in this session, we handed Avery our summary of the long section of the report on his leadership. (By long I mean 125 pages. ) We asked him first to read the summary of his strengths, which consisted of fifteen categories, each of which was followed by all the comments people had made in the interviews that fell under that category.
It is rare in our experience for managers to get an effectiveness rating that high. Some executives are highly regarded overall and are recognized as having great leadership ability but are woefully lopsided, with towering strengths but also great shadows cast by those strengths. In those cases it is easy to identify areas for improvement. But Jim had no glaring weaknesses. He was strong across the board. A superior said, “I look for people who can cover the waterfront. Jim has a lot of it. ” Jim got good grades on both sides of several classic dualities.