By Robert Kaplan

ISBN-10: 1882197496

ISBN-13: 9781882197491

Simply because executives are typically challenge solvers, they generally concentrate on weaknesses after they are looking to increase their functionality. This technique 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 few best individual: "If he observed his personal strengths and internalized them, loads of his weaknesses could pass away." during this record, the writer explains why it really is severe to acknowledge strengths which will enhance functionality and why it's always tough to get that proposal throughout to executives. For working towards managers and those that strengthen them, this file bargains sound yet usually missed developmental rules for overcoming weaknesses.

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An executive’s strengths may be as obvious as the nose on his or her face. Obvious to others, that is. But they are not necessarily obvious to the individual in question. Gifts that are apparent to everyone else are not necessarily apparent to the person who possesses them. It is a common mistake for coaches and coworkers to assume that what they see and appreciate and feel that they can count on in an executive is what that person sees, appreciates, and feels he or she can count on. It is a careless assumption, an unthinking one, but they should be forgiven for making it when the strengths in question are not garden-variety managerial skills but dazzling talents.

To How to Help Executives Use Strengths for Development 27 prepare for that session we go through an exhaustive process of analyzing the data. 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.

Jim had good instincts. He knew on his own to continue to reinforce his grasp of the strengths: “I have referred to the leadership feedback frequently. I use it as reinforcement that it’s okay to relax. And to be comfortable with doing that. I find myself referring to the report when the pressure businesswise goes up or strategic decisions need to be made. ” This image is suggestive of a process playing out over time. I thought the experience was a great opening of a door that was inviting me to walk through.

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Internalizing Strengths: An Overlooked Way of Overcoming Weaknesses in Managers by Robert Kaplan


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