000 02452pab a2200205 454500
008 140923b0 xxu||||| |||| 00| 0 eng d
040 _cWelingkar Institute of Management Development & Research, Mumbai
_aWelingkar Institute of Management Development & Research, Mumbai
041 _aENG
082 _a
_bKap
100 _aKaplan Robert E
245 _aStop Overdoing Your Strengths
250 _a2
260 _a
_bFeb 2009
_c0
300 _a100-103 Pp.
490 _v87
520 _aAlthough most managers can recognize an off-kilter leader (consider the highly supportive boss who cuts people too much slack), it's quite difficult to see overkill in yourself. Unfortunately, that's where leadership development tools such as 360-degree surveys fail to deliver, say Kaplan and Kaiser. Dividing qualities into "strengths" and "weaknesses" and rating them on a five-point scale will not account for strengths overplayed. The authors suggest several strategies, based on their years of consulting experience and research, for figuring out which attributes you've employed to excess and adjusting your behavior accordingly. Strengths taken too far have two consequences: First, they become weaknesses. For instance, quick-wittedness can turn into impatience with others. Second, you're at risk of becoming extremely lopsided -- that is, diminishing your capacity on the opposite pole. A leader who is very good at building consensus, for example, may take too long to move into action. To strike a balance between two key leadership dualities -- forceful versus enabling, and strategic versus operational -- you need to see your actions and motivations clearly. That's no easy task since most leadership development tools don't spell out that you're overdoing your strengths. But there are other ways to bring that information to light. You can start with a review of the highest ratings on your most recent 360 report. Ask yourself: Is this too much of a good thing? Another technique is to make a list of the traits you most want to have as a leader. Are you going to extremes with any of them? To check for lopsidedness, you can prompt feedback from other people with a list of qualities you've composed or one you've gleaned from other sources. Once you know which attributes you're overdoing, you can recalibrate.
650 _aLeadership, Development
856 _uhttp://192.168.6.13/libsuite/mm_files/Articles/AR10340.pdf
906 _a29864
999 _c30183
_d30183