Are Your
Strengths Under Control?
by:
Brian Strachan
I first
learned of this particular concept of strengths and excesses in the context of
annual performance appraisals. Periodic performance feedback, coupled with an
annual performance appraisal, is an integral part of a well-run business. Honest
appraisals which inform the employee of his or her development needs are
critical to helping the employee improve. They also help the business improve
because its employees are improving their performance. It’s a “win-win”
proposition.
Unfortunately, not all appraisals are honest. The one for the outstanding
employee is easy to conduct and is a pleasure. The one for the marginal employee
can be difficult because the discussion can become argumentative and
contentious. I have seen too many managers avoid the tough performance appraisal
by simply deeming an employee’s performance to be satisfactory and avoiding any
discussion of development needs.
This is unacceptable because it is unfair to the marginal employee. Sooner or
later the true assessment will come to light and it will be a shock to the
employee. Perhaps it will come in the form of a layoff notice. Perhaps it will
come with a new manager who believes in giving honest performance assessments.
Whatever the form, the day will come and it won’t be pretty.
I never understood why many managers don’t give honest appraisals. Again, the
employee deserves honest feedback. If a manager can’t conduct an honest
discussion, he should not accept a position as a manager.
In one particular staff discussion this subject was being discussed. The general
manager stated that he expected his managers to conduct honest performance
appraisals with their people. He further stated that there is no need for the
discussions with marginal employees to be contentious if the discussion is in
terms of strengths and excesses.
The theory he was discussing is that no one inherently has any weaknesses. We
develop weaknesses when we carry strengths to an excess.
Self-confidence is a trait we admire, we strive to have, and we count as a
strength. If we carry the strength of self-confidence to an excess, it becomes
arrogance, and a weakness.
Consider one’s ability to trust others. This is a strength and one which you
need to develop as you need to delegate more to others. If you carry trust to an
excess it becomes gullibility.
Being strong and forceful are strengths.
Carry them to an excess and you become a bully.
Being cautious is a strength. Carry it an excess and you become indecisive.
Being cooperative is a strength. Carry it to an excess and you become a
pushover.
Taking risks is a strength and a necessary ingredient to being an entrepreneur.
If you carry risk-taking to an excess you can become reckless.
Having ambition is a strength. In this case I’m thinking of the person with the
desire and ambition to get ahead. You’ve recognized that in some people and you
admire their drive. However, I have seen some people carry their ambition to an
excess. They become obsessed with getting ahead and start doing some pretty dumb
things which have hurt their chances. They carried their strength right into a
weakness.
Again, this was presented in the context of having performance discussions with
marginal people in a positive manner.
Like many of the lessons I’ve learned I have thought about them long after and
have extrapolated them beyond their original context. In this case I have tried
to self-assess my weaknesses to see if they are indeed strengths carried to an
excess. Not surprisingly, the theory fits the case.
I feel one of my strengths is the capacity to speak out when I don’t agree with
something being said. In other words, I am not a “yes-person.” I think of this
as a strength which adds value to the organization.
In my later years I came to the realization that this strength was of value to
me if I utilized it in moderation. If I carry my outspokenness to an excess I
become argumentative. I have learned to speak out more sparingly and with more
caution. I will speak out when I think something is wrong or if I think
something can be done in a better way. However, I don’t play devil’s advocate as
much as I used to and I’ve learned to pick my fights.
I think it is a very healthy exercise for everyone to periodically make a list
of his or her strengths. You should know yourself pretty well and should be able
to easily list your strengths. Which of your characteristics make you proud?
What do you do well and which characteristics contribute to your doing that
well?
Once you have your list spend some time thinking about what those
characteristics would become if they were carried to an excess. Then ask
yourself, “is there any characteristic on the list that I might be carrying to
an excess? Are any of these strengths becoming weaknesses?” If there are, you
need to consider what you are going to do about them.
From time to time you must ask yourself, “are my strengths under control?”
From the book “IT AIN’T OKAY TO FAIL”
By Brian Strachan
During the
past forty-four years, Brian Strachan worked for the Navy Department,
General Electric, AMF and Leggett & Platt. For almost four decades he has
managed organizations in engineering, sales, marketing, and manufacturing.
His leadership experience has ranged from leading a unit of six engineers to
general management of four different businesses.
He is retired from GE and is currently continuing his career as Corporate
Director of Program Management for the Leggett and Platt Aluminum Group in
Fayetteville, Arkansas.
