Too Much of a Good Thing: Beware of Your Strengths
Play to your strengths. Leverage your skills. If you've been successful, keep doing what you're doing. Sounds like solid advice, right? Not exactly, according to the Center for Creative Leadership. Over-emphasis of strengths can skew your leadership ability and limit your long-term potential. Instead, effective leaders operate with a realistic view of both strengths and limitations, finding ways to develop the skills and behaviors that will provide the most beneficial impact. This issue of Leading Effectively introduces you to the risks of over-playing your strong suit and offers a more balanced approach to development.
Articles
Strength or Weakness? A Reality Check
A popular notion has taken hold in many management-development circles: Managers need focus only on their strengths rather than develop weak spots. But such thinking needs to be tempered with a healthy dose of reality, says CCL's Sylvester Taylor. (more...)
Own Your Strengths: Avoid the Damage of Distortion
Meet Avery, an executive who — by all accounts — is a highly intelligent guy. Unfortunately, Avery's status as an intellectual powerhouse has become a leadership liability. The reason? Avery has a distorted view of his strength. (more...)
A Leadership Gap: When Strengths Don't Meet the Need
Are today's leaders equipped for tomorrow's challenges? Recent research from the Center for Creative Leadership shows a startling gap between the current strengths of leaders and the leadership skills and perspectives that are critical for success. (more...)
Essential Leadership: Critical Skills, Part I
Are you prepared to lead? Whether your next leadership task involves organizing a project, leading a team or taking on a bigger, broader role, you'll want to be sure you're on the right track with these essential skills. (more...)
Essential Leadership: Critical Skills, Part II
Do you know what really matters when it comes to leadership? The Center for Creative Leadership reveals skills that bosses say are essential for effective leadership. (more...)
Principles of Leadership Poll Results
In our November 2005 Leading Effectively e-Newsletter, readers were asked to reflect on Rudy Giuliani's six key principles of leadership and how they have applied them in their own lives. Over 200 readers responded to the poll. Stephen Martin, editor of Leading Effectively, comments on the findings. (more...)
Interested in republishing articles or excerpts from a CCL newsletter or CCL Press publication? Fill out our "Request to Republish" form, found at www.ccl.org/republish.
Further Your Development
You will learn how to:
- Be more prepared to contain a crisis;
- Regain control of the situation;
- Ensure the minimum amount of damage is done to the organization; and
- Effectively prevent, defuse, and reduce the duration of these extremely difficult leadership situations.
Visit www.ccl.org/webinars for more information and to register.
Recent Topics
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Training Matters: Finding a Leadership Program That Fits
December 2004 Issue
Keeping Your Career on Track
February 2003 Issue
CCL's Benchmarks® measures the skills learned through development that are critical for success.
A comprehensive 360-degree assessment tool for experienced managers, Benchmarks offers an in-depth look at development by assessing skills developed from a multitude of leadership experiences, identifying what lessons may yet to be learned and helping the executive determine what specific work experiences need to be sought out in order to develop critical skills for success. Learn more by visiting www.ccl.org/benchmarks.
Internalizing Strengths: An Overlooked Way of Overcoming Weaknesses in Managers
Forceful Leadership and Enabling Leadership: You Can Do Both
Eighty-Eight Assignments for Development in Place
Filling the Leadership Pipeline
Succession Planning and Management: A Guide to Organizational Systems and Practices
Leading with Authenticity in Times of Transition
Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success
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