By Robert Kaplan
Simply because executives are typically challenge solvers, they generally specialise in weaknesses after they are looking to enhance their functionality. This method will be worthy yet there's one other that may be simply as powerful: spotting strengths. A senior supervisor whom the writer interviewed stated this a couple of best individual: "If he observed his personal strengths and internalized them, loads of his weaknesses may cross away." during this file, the writer explains why it's severe to acknowledge strengths on the way to increase functionality and why it's always tricky to get that inspiration throughout to executives. For practising managers and people who enhance them, this document deals sound yet usually missed developmental rules for overcoming weaknesses.
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Additional resources for Internalizing Strengths: An Overlooked Way of Overcoming Weaknesses in Managers
Example text
He was intelligent, insightful, and a quick study; he set priorities effectively, was well organized, managed conflict well, had high integrity, and so on. On the 360-degree instrument, he got good scores on an unusually high number of items. On seventy of the ninety-eight items, two-thirds or more of the raters indicated that he had the managerial skill in question. How did Jim react? ” In going over the data with him, however, we emphasized the point. He asked how he compared to other executives, and we were able to say very favorably.
Even the delay seemed significant. This was one of these exceptionally quick-witted individuals, quick to react, fast on his feet. ” “Sobered” was one of the last things I would have expected him to say in response to a quite wonderful array of leadership strengths. He said sobered and he acted sobered. What had happened is that the evidence documenting one of his strengths had gotten his attention. ” He had his reasons why. He had gone to high school and college with what he regarded as really smart people, and he didn’t get the top scores on the SATs and on achievement tests that they did.
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. When he had finished reading the material, we asked him for his reaction. He paused before he responded. Even the delay seemed significant. This was one of these exceptionally quick-witted individuals, quick to react, fast on his feet.