#199 – Lead with Strengths

Last week’s essay promoted the value, perhaps even the necessity, of first dealing with strategic weaknesses, whether in ourselves or in our organizations. To use a familiar metaphor, if there are big holes in the dike, no amount of water coming in will solve the problem. This discussion would not be complete without a look at the other side of the coin – your strengths. Once the strategic weaknesses are resolved, then your strengths can be elevated to their rightful position of influence.

Food for Thought ~

On a personal level, your strengths may be called talents, aptitudes, gifts or skills. On the organizational level, they may be called core competencies, strategic advantages, unique capabilities, or some other term-of-the-month. Whatever you call it, your core strengths are your most valuable and meaningful assets. Whatever you do uncommonly well, that sets you apart, is the source of your greatest potential success. Some people and organizations are very clear about what they do especially well and how to convert that into a viable business advantage. Others are not so clear, and may resort to imitation, price competition, or settling for less than optimal achievements. A thorough and honest self-appraisal or organizational assessment should yield a wealth of information. Customer feedback also can be a great source of insight and opportunities. Find a way to identify your unique, or at least special, strengths and then capitalize on them. They will set you apart and set your course for success. A caveat: a boast, claim, or wishful thinking is not the same as a genuine strategic strength.

Question for the day ~

Have you done a good job of taking stock of your current personal and/or organizational strengths? If so, have you been innovative in capitalizing on those strengths?

A Footnote ~

Kudos to those of you who took to heart last week’s message on strategic weaknesses and had the courage and discipline to conduct a self-assessment and make some changes. Good work!

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