Nobody is an expert in all areas. In over thirty years of working
closely with, advising and consulting to well over a thousand leaders, I
have come to realize that we often want to believe that our leaders
possess prowess regarding everything, while the reality is quite
different. Each leader I have ever come into contact with possessed
certain strengths, as well as certain weaknesses, although some had more
strengths than others.
Those leaders who wish to maximize their abilities must first realistically evaluate them, so as to fully understand what their capabilities personally are, and in which areas they must reach out to others for assistance and/ or guidance. Just as we should evaluate the strengths and weaknesses (also known as pros and cons) of any large purchase, such as a car or home, we should do the same when it comes to self- evaluation.
1. I recommend that the first thing someone do is to actually put these things on paper. First, place a line down the middle of the paper, one side for your strengths and the other side for weaknesses. The most essential first step is to commit to being completely honest with yourself. This means you'll have to look at yourself as if someone else was doing the evaluating, or as you might evaluate someone else.
2. This procedure must be done by category or trait, for both strengths and weaknesses. These traits include, but are not limited to: integrity; commitment; vision; goals; taking action; inner strength/ fortitude; communication skills, including oral, written, etc., but also including your willingness to communicate openly and fully; organizational skills; decision making skills and abilities; willingness to expand one's comfort zone; empathy; commitment to expanded training and learning; open- mindedness and ability to in a non- judgmental manner evaluate alternatives; creating an agenda; and caring. Although these are by no means all the characteristics and traits that go into be a top leader, self- evaluation of these is certainly an excellent first step.
3. What are you willing to do, and what will you do, to address those areas where you are not your strongest? Obviously, attaining additional training, and learning well to gain the expertise that will provide you with the knowledge to act wisely an in a timely manner, is a good beginning. However, those that wish to become elite leaders must formulate a small but extremely valuable "inner circle" of advisers, to advise you in your weaker areas, as well as acting as a sounding board in those stronger areas. Leaders must beware that when they select advisers, they should use the same type of strengths versus weaknesses format, because these advisers only provide value when they are also open- minded, with no personal agenda, and are also fully committed to the well being of the organization.
It is sometimes difficult to be an introspective leader, but it is also quite beneficial and essential. Commit to knowing yourself better if you truly are committed to being an effective and successful leader.
Those leaders who wish to maximize their abilities must first realistically evaluate them, so as to fully understand what their capabilities personally are, and in which areas they must reach out to others for assistance and/ or guidance. Just as we should evaluate the strengths and weaknesses (also known as pros and cons) of any large purchase, such as a car or home, we should do the same when it comes to self- evaluation.
1. I recommend that the first thing someone do is to actually put these things on paper. First, place a line down the middle of the paper, one side for your strengths and the other side for weaknesses. The most essential first step is to commit to being completely honest with yourself. This means you'll have to look at yourself as if someone else was doing the evaluating, or as you might evaluate someone else.
2. This procedure must be done by category or trait, for both strengths and weaknesses. These traits include, but are not limited to: integrity; commitment; vision; goals; taking action; inner strength/ fortitude; communication skills, including oral, written, etc., but also including your willingness to communicate openly and fully; organizational skills; decision making skills and abilities; willingness to expand one's comfort zone; empathy; commitment to expanded training and learning; open- mindedness and ability to in a non- judgmental manner evaluate alternatives; creating an agenda; and caring. Although these are by no means all the characteristics and traits that go into be a top leader, self- evaluation of these is certainly an excellent first step.
3. What are you willing to do, and what will you do, to address those areas where you are not your strongest? Obviously, attaining additional training, and learning well to gain the expertise that will provide you with the knowledge to act wisely an in a timely manner, is a good beginning. However, those that wish to become elite leaders must formulate a small but extremely valuable "inner circle" of advisers, to advise you in your weaker areas, as well as acting as a sounding board in those stronger areas. Leaders must beware that when they select advisers, they should use the same type of strengths versus weaknesses format, because these advisers only provide value when they are also open- minded, with no personal agenda, and are also fully committed to the well being of the organization.
It is sometimes difficult to be an introspective leader, but it is also quite beneficial and essential. Commit to knowing yourself better if you truly are committed to being an effective and successful leader.
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