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Joint conclusions


In summary, leaders should pay more attention to what both they and their team members do well and enjoy doing. Natural talents exist and can be built upon. Weaknesses can also provide opportunities for personal growth. Te ability to turn weaknesses into something valuable can prove to be a major leadership strength. Tere is much more room for self-development than what most people believe and it is up to the leader to spot and activate potential both within themselves and with- in those around them. Although nature may have dealt us a hand of cards over which we had no control, it is up to each one of us to decide on how best to play the game.


Knowing the extent of your incompetence will help avoid potential pitfalls


❝ We would like to conclude with


ience are the strongest predictors of success of personal transformation.


Should we focus on our weaknesses?


Position 1: Absolutely not and for several reasons. For instance, some- thing which may be considered a weakness today may prove a strength tomorrow. It all depends on the situation with which we are faced. Moreover, it is healthier and much more rewarding to build on what we do well and enjoy doing. To become what we are is the key to real success. From a leadership point of view,


leaders should give people the op- portunity to match their dominant drivers and the job requirements. Give people a chance to do what they are dying to do and the sky is the limit. Great leaders are extreme- ly good at minimising weaknesses and exploiting strengths to the full.


www.trainingjournal.com Position 2: Yes! Nobody has ever


been fired for their strengths but weaknesses derail even the most successful careers. Your weakness will never be your strength, so spending time on developing it to that end is futile. But it is critical that you work on the weaknesses that cause ‘noise’. Tese are your ‘rough edges’ that are visible to others and portray you as a less effective leader. In those cases, you would want to get those weaknesses to the average, tolerable or marginal level. As the career progresses, one must


let go of the competencies and qualities that have made them successful. As Marshall Goldsmith said, "What got you here won't get you there". Your strength may eventually become your weakness. Focus on learning more about your weaknesses, rather than spending time on trying to ‘fix’ them. Knowing the extent of your incompe- tence will help avoid potential pitfalls.


a request and a promise. Firstly, we request that you take a few moments to reflect upon your own opinion as to the questions raised above. Per- haps, you can offer an alternative perspective. Most importantly, how does your point of view impact your everyday actions, choices and de- cisions? Secondly, we promise you greater authenticity. As a leader, having a clear view as to the nature of free will is sure to help you communicate your personal leadership philosophy, make tough decisions and be a better developer of self and others.


Pierre Casse is professor of leader- ship at Moscow School of Manage- ment, Skolkovo and chairman of the Foundation Pierre Casse (Belgium).


Sergey Gorbatov is direc- tor general manager develop- ment at AbbVie, Madrid.


Reference 1 Dweck, C. S. (2006). Mindset: The new psychology of success. New York: Random House


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