One of the hot topics in Leadership Development is something called Strengths Only Leadership … or some variation thereof.
Personally, “Strengths Only” development planning makes me cringe. Too often I’ve seen it used as an excuse for not working on a weakness that if improved, even just to the point of being “good enough”, would accelerate performance.
In choosing development focus areas, the mistake is made when leaders start the process by analyzing their own strengths and weaknesses. This is the wrong place to begin! Rather you should start by analyzing the key competencies required of your current job or desired future role.
Some of your weaknesses (or strengths) may be immaterial to the current role you have or the future role you want. Spending valuable development efforts on strengths (or weaknesses) could be a waste of time if they don’t directly apply to the job you have or the job you want.
I’m aligned with developing strengths; it should definitely be part of your development planning. But start with key competencies required first … then don’t be a fool and ignore weaknesses that might derail your performance.
Understand what’s important first … then answer the question …
“To build a strength or fix a weakness?”