The conventional wisdom in leadership development circles is that you should discover and capitalize on your strengths, assuming that they are aligned with some organizational need. No matter how hard you work on certain weaknesses, the logic goes, chances are you’ll make only marginal progress. Don’t waste too much time overcoming flaws; better to focus on what you do best and surround yourself with people who have complementary strengths.It’s a reasonable approach that emerged as a response to an arguably unhealthy fixation on weaknesses when it came to performance reviews. Eight years ago, in fact, one of us (Kaplan) cited in a short HBR article the value of understanding your strengths—and not just because it’s hard to overcome weaknesses. But it turns out you can take strengths too far.
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