Debunking Strengths Myth #4

I'm glad Sharon did well. Psychometrics can be helpful but only when they are balance with some introspection and feedback from others. All of the measures are considered a strengths. In reality one can be a hard charger if they have a passion for it, but with such tendencies, I might look toward my other strengths to balance out some tendencies that might be interpereted as egotism or aggression. Pete himself calls attention to this tendency when he essentially states that people have be like him to do well in a well chosen position.

This is a brilliant insight and ties in well with what is also mentioned in the book (original as well as the later edition) in terms of interacting with folks with a specific talent. I am curious if there is a way to take the talent theme (top 5) and then develop a model of suitable interaction that will bring out the best on a sustainable basis.

I like the clarity with which a simple but a powerful message is brought out in the article. When I take strength sessions for clients, the most common concern that managers have is around the suitability of their strengths for growing into a leadership role; they wonder in what way their current strengths would help them be successful leaders. This is where it helps to make them understand that when they adopt a leadership style that is based on their own strengths and not follow a stereotypical leadership approach, they would be highly motivated and also achieve success in a less stressful way.

The most important point is about the 'bias' that people may carry towards their own themes (as the case with Pete). Often leaders start beleving that the strengths that they have are the 'right' strengths for succeeding in the leadership roles (more so because they have tasted success). What is immediately required is the understanding that there could be multiple routes of reaching the destination!