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Once you've discovered your strengths, you need to discover something else: your strengths can work against you. You can have too much of a good thing. Many leaders know this on some intuitive level, and they see it in others. But they don't see it as clearly in themselves. Mainly, they think of leadership development as working on their weaknesses. No wonder. The tools used to assess managers are not equipped to pick up on overplayed strength...

As a leader, your strengths can work against you. Many leaders know this on some intuitive level, but they tend not to accept it in practice. And the tools used to assess managers are not equipped to pick up on overplayed strengths. Nowhere in most assessments is there language or diagnostics that can reveal when someone is overdoing it-when more is not better.The authors help trace individuals' leadership behavior back to the "crooked thinkin...

Leaders need to be forceful--to assert themselves and their capabilities and to push others to perform. Leaders also need to be enabling--to tap into and bring out the capabilities of others. The problem is that many executives see forceful leadership and enabling leadership as mutually exclusive, or strongly prefer one or the other, and therefore lack the versatility to be truly effective. This publication explains how executives can overcome...

Because executives tend to be problem solvers, they typically focus on weaknesses when they want to improve their performance. This approach can be helpful but there is another that can be just as effective: recognizing strengths. A senior manager whom the author interviewed said this about a top person: "If he saw his own strengths and internalized them, a lot of his weaknesses would go away." In this report, the author explains why it is cri...