Set up the meeting for success before the meeting starts. Knowing who is in the room will help you understand which strengths are represented and which strengths are absent. This is partially true, equally true is the nature of the decision that needs to be made at the meeting. Look at your agenda and decisions required to be made in the context of people and strengths.
Sometimes you can have the right people in the room yet you can have the wrong strengths to make a decision. Ultimately all resources and decisions exist in a system. The system could be a team, a division, an organisation, an industry, a government, a country or beyond. Being conscious of the strengths of the system you are in is like the difference between swimming with the tide or against the tide.
Making a very fast decision in a highly regulated system is totally possible if you have all the right people lined up inside their systems. Most people only think about their system and the speed at which it operates rather than the other systems they need to interact.
Astute and productive people play to their strengths. Sustainable long term leaders play to the strengths of others. One thing we've done recently is put together a list of the top business coaches in Sydney , and another list of the top business coaches in Melbourne.
Let us know how you go with them - good luck! Weaknesses are not excused -- or worse, ignored -- in strengths-based organizations. Rather, the strengths-based approach to development is to define, understand and address weaknesses in the context of strengths. In a strengths-based organization, development begins with the identification of strengths , rather than weaknesses. Learning activities are then directed at helping the employee develop those strengths and apply them with increasing efficacy.
But any discussion of a person's strengths is not complete without a discussion of their weaknesses. Like light and darkness, you can't distinguish one without the other. Weaknesses are a natural and integral part of any development conversation about strengths. Often called "derailers" in the parlance of leadership development, weaknesses are the specific behaviors that prevent people from realizing the full impact of and return on the expression of their strengths.
So, identifying your weaknesses is as important as identifying your strengths. But don't be mistaken -- there is no such thing as "fixing" a weakness. You can manage a weakness; you can't truly fix it. Employees simply need to be aware of their weaknesses, take responsibility for them and then use their strengths to manage them. Confronting weaknesses is a lot easier to handle when the spotlight is on a person's strengths.
People often lack self-awareness about their weaknesses because they are sensitive to negative feedback. This is especially true for leaders or high-performing employees who may have higher self-assurance and an outstanding track record that make them less inclined to see what they are doing that is not working.
But interestingly, we find that as people develop greater awareness and ownership of their strengths, they are more transparent and able to be more forthcoming with their weaknesses. As people invest more in their strengths -- and as those strengths become more consequential -- they are more inclined to exchange being "well-rounded" for being extraordinary. Responsibility is essential for any meaningful change. Just as they own their strengths, employees must own their weaknesses -- particularly the impact of those weaknesses on others.
Taking responsibility can be associated with blame or fault-finding and seen as an admission of guilt. Subscribe via email. Based on a work at leadershipfreak. Leadership Freak. The 7 Powers of Weakness November 22, Rate this:. Tags : Leadership Development , leadership success , Power.
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