Beyond Strengths and Weaknesses

and decided that if you talk informally small groups working together, formally speaking large groups gives even better results.

It turns out that even though Nate is a fascinating speaker in small informal groups, which happens when you come on stage. Nate becomes an air of security, confidence, a lawyer with expertise that can speak at length about the legal issues of their clients and potential solutions in a steep academic said “therefore” and “what”, “too. It (I dislike saying this, but I have seen first hand) boring. When he speaks to large groups, nothing good comes from it. The public is becoming impatient, and no further help Nate.

This is not news to Nate. Gently broached the subject after I saw him speak, and before I’m away, I won for the post – a kind of “I know, I know, I’ve been terrible times last president. But I understand, and the host of the Next week is a new group of people, and this time I will impress them! Nate acknowledged that speaking to large groups is its strength, and yet he still uses this method, each time believing finally nail the presentation.

The problem is that we tend to talk about the strengths and weaknesses as a weakness, if it’s just a force underdeveloped. Not so. Sometimes a weakness is the lack pure and simple, that can be corrected by providing assistance to another resource. This is what I said to Nate (thanks Don Blohowiak, a training partner who shared this framework useful):

* Potential refers to its native capacities that can be (but have not yet been) developed.
Highlights * Check the capabilities to run with masterly skill.
* Refer to capacity constraints that have very few. Some restrictions may be developed, and others require replacement from another source.
Absences * Check the capabilities you simply do not. There is no shame in missing skills. Nobody has all the abilities possible. Instead, the task is to find someone whose skills are complementary to their absences. (If, for example, manage a team of customer service and the complexity of accounting is an important part of the question, if they lack knowledge in the Master of accounting, must find someone who can translate this power of the computer. )
* Refer to capacity weaknesses as you say, but really can not run.

Using this model, referring to a wide audience Nate is a weakness (as he admitted), but because, he said, could not correct the weakness could be eliminated. Nate business development, because he was the chief weakness and saying that as a strength.

Examine your business plan business, your career development plan, plan their race strategy – in any plan that reflects your goals – and ask these questions:

* What are my strengths?
* How are my strengths is reflected in my plan?
* How can I develop my skills to implement these capabilities in my plan?
* What are the weaknesses I deny it?
* Not consistent with my priorities, my strengths?

If, like Nate, will lead to weakness, will occur only frustration. Spend some time in honest self-reflection and seek opportunities to spend what you do according to their physical abilities and developed. And if (as Nate) you find that you intend to develop their weaknesses, stop pretending. Move your focus.