When Strengths Become Weaknesses

Why relying solely on your strengths can backfire

A strength in one context might not be a strength in another context. Whether you’ve been promoted into a managerial role or applied directly to your position here at the U, your strengths have gotten you to where you are today. That is an accomplishment to be proud of, but the workplace is dynamic. A strength that served you well in one situation may not be relevant in another. For example, as an individual contributor, your focus might have been on delivering results. In contrast, as a supervisor, you need to think about how to deliver the results through the work of your team. Being a direct communicator in one-on-one meetings might go well, but you may need to be more nuanced in group meetings. Establishing and following the processes and procedures might be great for efficiency and results, but may be a disservice when you need to challenge the status quo. Understandably, research indicates leaders are five times more likely to use behaviors related to their strengths, even when the situation requires a different approach. Effective leadership adapts to constantly changing work environments.

Any strength to the extreme could become a weakness. More is not always better. For example, being too detail oriented may result in micromanaging your team. Research shows that overdoing a leadership strength can be counterproductive and it is easy to understand why many people have a tendency to overdevelop skills that come naturally to them. 

Disregarding weaknesses can have severe consequences. The things you are ‘OK’ at may not weigh you down, but your most severe weaknesses can diminish your accomplishments and strengths. Weaknesses are harder to spot, since they tend to be things people don’t do often as we learn to work around them. For example, if someone struggles with delegation, they would find it easier to take on more work and leverage their strength of efficiency. Effective development includes working on such weaknesses. While they may never exceed your strengths, that does not mean they should be neglected in your development plans.

What to do instead

Work on self-awareness. The first step toward becoming a versatile leader is self-awareness. Identify both your weaknesses and the strengths you may be overusing. You can do this by yourself or ask a colleague for their point of view. Write down the qualities and behaviors you want to demonstrate in your leadership, then reflect:

• What should I do less?
• What skill(s) do I need to development? 
• What haven’t I done in my current role? 

The University of Minnesota features leadership competencies related to Equity and Diversity, Results, Vision, Engagement, Collaboration and Accountability. You can learn more about the behavioral competencies and take an interactive self-assessment to identify your strengths and weaknesses.

Ask for honest feedback. Connect with a colleague who will provide direct and honest feedback. During this meeting, build trust by using reflective listening to demonstrate that you want to hear what they have to say, even if it’s tough. You can use the same “do more/do less” questions to guide your conversation. If you can’t find a colleague who can tell you about your weaknesses, consider asking others who know you well, such as your partner or a close friend.

Development plan. Once you have identified the area(s) of opportunity, develop a plan to support your holistic growth. 

• Start small. Think through what experiences might help you build those skills. For example, if you are reserved, try speaking every meeting—whether it’s to offer your opinion, add to what others are saying, or simply recap to ensure everyone agrees upon next steps. The more you practice, the more comfortable you will become sharing your opinions and views with confidence.   

• Seek different perspectives. Connect and ideate with a colleague you consider an expert at that skill. Also, connecting with people who have different worldviews and training gives you new points of view for tackling problems. 

• Allow discomfort. Seek experiences that are a bit more challenging. The Center for Creative Leadership refers to those as “heat experiences”—diving into situations where you’re challenged and feel heat. "Heat" is a term for the learning sweet spot where you’re uncomfortable doing something new, but still able to learn without feeling overwhelmed. 

Strengthening your weaknesses won’t happen overnight. It’ll take continuous feedback, trial and error, and lots of “heat” to make happen. Confronting uncomfortable situations and reflecting on how it went can help you become a more well-rounded leader.

Key Points

• Growing leadership skills requires an honest review of strengths and weaknesses.

• Avoiding weaknesses or learning to work around them can have a detrimental affect on your development.

• Seek out "heat experiences" where you may feel uncomfortable but are engaged in a new skill or developing an area of weakness.