Mon • Sep 7th, 2009 • by Tom Nees • Comments 1
when strengths become pitfalls
We are all “excellent at a certain number of things, mediocre at different things and just awful in other areas,” claims Shelle Rose Charvet in her book, Words That Change Minds, in which she explains how we are programed through genetics, environment, experiences, even bio-chemistry for our strengths and weaknesses. She teaches how to manage behavior patterns to produce good results.
Which reminds me of a professional baseball pitcher explaining his secret of success. Find out, he said, what you don’t do well at and don’t do it. He went on to explain that no pitcher can throw all the pitches equally well. He learned to perfect the few he was good at and not even try the others.
During past decade the StrengthsFinder assessment marketed by the Gallup organization has promoted the idea that success in life and leadership is achieved by developing our strengths rather than trying to correct our weaknesses.
StrengthsFinders is based on the work of the late Donald Clifton who developed a computer-based analysis of a self-assessment which identifies a person’s unique combination of “signature” strengths from among 34 “themes,” or universal strengths – some with odd names such as “maximizer”, “intellection” “and woo”.
The newest application of the StrengthsFinder series of best-selling books is Strengths Based Leadership by Gallup writers, Tom Rath and Barry Conchie. They’ve grouped 34 “themes” in four categories, which from their research of followers are the most important qualities wanted in leaders: Executing, Influencing, Relationship Building and Strategic Thinking.
As important as it is know to their strengths leaders do well to also recognize when a strength becomes a pitfall. Back to the pitching analogy – good hitters learn to predict what to expect from the best of pitchers. They may swing and miss a few good fast balls, but if the pitcher throws it too often it’s likely to become a home run pitch.
So it is with leadership. Strengths have their pitfalls – or too much of a good thing.
For instance, many leaders are proactive initiators. They want immediate action to get things done. The pitfall – or too much of a good thing – is impatience, hyperactivity and insistence. Likewise, too much courage could could lead to recklessness. Too much self-confidence could lead to arrogance. Too much patience could prevent action.
With executive coaching clients and in team building training I balance the StrengthsFinders assessment with the iWAM (inventory for work attitude and motivation) – a recently developed motivational and behavior assessment – inspired in part by Charvet’s work. It measures how well core qualities and strengths are working in particular contexts or assignments.
As with the baseball pitcher – it takes more than just knowing about one’s strengths and abilities to succeed. Successful leadership results from knowing how to use and modify strengths, natural abilities and core qualities.
September 15th, 2009 at 6:48 am
Thanks Coach. Go Team. kerry