Your Strengths ARE Your Weaknesses
I have this hypothesis that our strengths and our weaknesses are not two separate lists of characteristics. I believe what makes us ineffective — our true “weaknesses” — results from the misapplication of our strengths.
Our strengths are the characteristics within us that stand out positively and contribute to our unique, purposeful offerings in our leadership role. But the times when we are ineffective is when those same characteristics are applied inappropriately, at the wrong time or in the wrong circumstance.
For strengths and weaknesses, there’s only one list, and maybe we should title it “eccentricities.” In interviews, don’t ask, “what are your strengths and weaknesses?” Ask, “In what areas do you stand out?” and you will get a picture of that person’s competitive advantages while at the same time gaining clues as to where they will likely falter.
Think of the leader with great attention to detail. That leader will have beautiful slide decks and emails void of typos, but that's the same leader who is at risk of micromanagement and overwork.
Think of the leader with the big heart. That leader will have much compassion and empathy for others, but that’s the same leader who could be incapacitated by a colleague’s illness.
Think of the assertive leader who knows what they want and goes after it. That’s the same leader who risks steamrolling over red flags or pushing themselves to the brink of exhaustion, not cycling in proper rest.
Using our discernment and ability to perceive objectively are key to know: when is it time to “do my thing,” and when is this a time to “let it go.”
Now, there are of course areas of interest, skill and expertise that you don’t have. But to me, those aren’t weaknesses, because none of us can possibly have all skills covered. That is one of the beauties of teams, in that we can populate our team with a diverse palette of strengths. A diverse team is a strong team if the team members trust each other enough to be transparent about what’s in each of their wheelhouses and what’s not.
In an interview, if you want to know what areas are outside of the interviewee’s skillset, you could ask something like, “what tasks and actions do you find it wise for you to outsource to be most effective with your time?” Because it’s actually smart for a leader to outsource what’s beyond their skillset, and you will likely get a more honest answer if the interviewee knows you see it this way.
