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Developing strenghs and weaknesses

first_imgTop tips by international consultancy DDIWhile acknowledging the importance of emphasising and building strengths, itis key to focus on weaknesses and fill in development gaps of leaders 1 Effective leaders must be strong in all areas Effective leaders must be able to draw on a wide array of capabilities inorder to assume the many roles required of them. Most models that describe howleaders accomplish these roles divide the required underlying behaviour into12-16 units called competencies (for example building trust, empowering and soon). Effective executives have enormous strengths in some competencies, whilethey are merely proficient in others. 2 Strengths can’ t compensate for major weaknesses Senior executives who run departments or business units must, at differenttimes, play all the executive roles. Successful leaders also avoid falling preyto weaknesses related to executive derailers: negative personality traits thatcan cause otherwise knowledgeable and skilled leaders to fail. Although hard tochange, the negative impact of derailers can be minimised or diffused throughcoaching and other developmental techniques. 3 Strengths can be over-used Effective leaders know when to use their strengths. The idea of growingstrengths, without encouraging insight into the possible downside of overuse,can lead to personal disappointments and management havoc. 4 Focusing only on strengths can overburden others In instances where a leader is weak in a critical area, others, recognisingthe leader’s weaknesses, may be forced to manage around him or her. Thisshifting of roles can cost an organisation a great deal. 5 Weaknesses might be confused with inexperience Sometimes development needs result from a lack of experience rather thanfrom basis personality or behavioural factors. Individuals may have leadershipdevelopment needs that came about because of a lack of a challenge oropportunity. These needs can often be filled and the particular quality mayeven be transformed into a major strength. 6 Focusing only on strengths can limit job options When individuals choose only to improve on areas where they are strong, theycan end up being under-utilised in narrow jobs in the lower levels of acompany. 7 Individuals are not always in tune with their own true strengths andweaknesses Highly-talented people are often hypercritical of themselves and view arelative weakness as an absolute weakness. These individuals usually get veryconcerned over their ‘weak’ areas and devote quite a lot of time to developingthem into something approximating their strengths. 8 The true meaning of 20 per cent In the book Now, discover your strengths Marcus Buckingham and DonaldClifton state that only 20 per cent of employees believe they use theirstrengths every day. Managers need to do a better job of discovering thestrengths of individuals and helping them maximise those strengths to themutual benefit of both the individual and the organisation, just as they shouldalso help individuals develop their weak areas. 9 Weaknesses can be successfully addressed People have a surprising ability to develop and grow – even as matureadults. Effective training can result in big payoffs to individuals andorganisations. 10 Successful strategic leaders use all their executive competencies Effective leaders have the necessary insight to flex their leadershipcompetencies to address given situations. Some competencies can be strongerthan others, but it is hard to be successful with major competency gaps. Theidea is not to throw away the competencies people already have, but rather todevelop those competencies along with others for success. www.ddiworld.com Related posts:No related photos. Comments are closed. Previous Article Next Article Developing strenghs and weaknessesOn 3 Dec 2002 in Personnel Todaylast_img read more