Great leaders do not define people by their weaknesses. They help people grow by building on their strengths.
For many years, the traditional approach to employee development has been fairly predictable.
-Identify the gaps.
-Find the weaknesses.
-Create a plan to fix them.
The logic seems reasonable. If someone has an area where they are struggling, help them improve.
And certainly, there are times when weaknesses need to be addressed.
If someone cannot perform an essential part of the job, consistently misses expectations, or has a behavior that negatively affects others, a leader has a responsibility to deal with it.
But I have learned something else over more than 40 years of leading and developing people:
If all we do is focus on what people are not good at, we may completely miss what they could become exceptional at.
Great development is not just about fixing weaknesses.
It is also about discovering strengths and helping people build on them.
We Naturally Look for What Is Wrong
Managers are often trained to spot problems.
We look for missed goals.
We notice mistakes.
We identify skills that need improvement.
We look for the gap between current performance and expected performance.
That is part of the job.
But there can be an unintended consequence.
If leaders spend most of their time looking for deficiencies, employees may begin to believe that development is primarily about discovering everything they are doing wrong.
Think about the typical performance discussion.
What gets the most attention?
Often it is the two or three things the employee needs to improve.
The employee may have performed exceptionally well in eight other areas, but the conversation quickly moves toward the weaknesses.
Over time, that can shape the way people see themselves.
Instead of asking:
“Where can I make the greatest contribution?”
they begin asking:
“What am I doing wrong now?”
That is not the kind of environment that brings out the best in people.
Strengths Create a Foundation for Growth
Every employee brings something to the organization.
Some are naturally strong communicators.
Some build relationships quickly.
Some are highly organized.
Some analyze information well.
Some solve problems.
Some bring energy to a team.
Some are excellent at calming difficult situations.
Others have the ability to see possibilities that everyone else misses.
The leader’s job is to recognize those strengths.
And then develop them.
When people understand what they do well, they begin to see how they can contribute at a higher level.
Their confidence grows.
Their willingness to take on challenges increases.
And their development becomes much more meaningful because it is connected to something they already do effectively.
Don’t Confuse Strengths With Comfort
There is an important distinction.
Developing strengths does not mean allowing people to stay in their comfort zone.
In fact, the opposite may be true.
Once you identify someone’s strengths, you can challenge them to use those strengths at a higher level.
A strong communicator might be challenged to facilitate a meeting.
A capable problem solver might be asked to lead a process-improvement effort.
Someone who builds relationships well might mentor a newer employee.
A highly organized employee might manage a more complex project.
Development happens when we take what someone already does well and stretch it.
The goal is not simply to say:
“You are good at this.”
The better question is:
“What could this strength become?”
Weaknesses Still Matter
I want to be clear about one thing.
Developing strengths does not mean ignoring weaknesses.
Some weaknesses matter greatly.
If an employee’s communication is creating confusion, it needs to be addressed.
If someone cannot meet a critical job requirement, they need support and development.
If a behavior is damaging the team, the leader must intervene.
Leadership requires accountability.
But not every weakness needs to become a major development project.
Some weaknesses simply need to be managed.
A person does not have to become exceptional at everything.
That expectation is unrealistic.
The real question is:
Is this weakness preventing the employee from being successful in the role?
If the answer is yes, address it.
If the answer is no, it may make more sense to invest development energy in an area where that individual has the potential to become outstanding.
Avoid Defining People by Their Weaknesses
One of the dangers of leadership is that we can unintentionally put labels on people.
“He isn’t very strategic.”
“She isn’t good with details.”
“He isn’t comfortable presenting.”
“She struggles with conflict.”
Those observations may be accurate in a particular situation.
But they should not become the entire definition of the person.
People grow.
People learn.
People surprise us.
And sometimes the very person we assume is limited in one area develops considerably when given the right coaching, opportunity, and encouragement.
Leaders should be careful about turning an area for development into a permanent label.
A weakness is something a person struggles with.
It is not who that person is.
Ask Different Development Questions
If we want to help employees develop their strengths, we need to ask different questions.
Instead of spending an entire development conversation focused on shortcomings, try asking:
“What part of your job gives you the most energy?”
“What do people frequently come to you for help with?”
“What kind of work do you feel you do particularly well?”
“Where do you think you bring the most value to the team?”
“What would you like the opportunity to do more of?”
These questions can reveal a great deal.
Sometimes employees recognize their strengths immediately.
Other times, the leader sees something they do not.
That is one of the advantages of having a good leader.
A leader can sometimes see potential in someone before that individual recognizes it in themselves.
Give People Opportunities to Use Their Strengths
Recognizing strengths is only the beginning.
Employees need opportunities to use them.
If you have someone with strong analytical skills, involve them in solving a meaningful business problem.
If an employee has a natural ability to teach, give them opportunities to train others.
If someone demonstrates leadership without having a leadership title, find ways for them to lead projects or initiatives.
If a team member has strong customer instincts, include them in discussions about improving the customer experience.
Development becomes real when strengths are put to work.
People grow through experience, not simply through conversation.
Strengths Can Also Help Address Weaknesses
Sometimes a person’s strengths can actually help them manage an area where they struggle.
For example, someone who is highly organized but uncomfortable speaking in groups may use preparation as a strength to become a more confident presenter.
Someone who is naturally relationship-oriented but struggles with difficult conversations may learn to use those relationship skills to approach conflict more effectively.
Someone who is strong analytically but weaker in communication can learn to organize their thinking into clearer messages.
This is another reason strengths matter.
We do not always have to develop people by starting with what they lack.
Sometimes we can start with what they already have.
People Need to Know What They Are Good At
Leaders sometimes assume employees know their strengths.
That is not always true.
People may know what comes naturally to them, but because it comes naturally, they may not recognize it as something valuable.
A leader can help them see it.
“You have an unusual ability to simplify complicated information.”
“You build trust with customers very quickly.”
“You stay calm when everyone else gets frustrated.”
“You ask questions that help the team think differently.”
Those observations matter.
When leaders identify strengths specifically, employees begin to understand how those strengths contribute to their success.
And once people understand a strength, they can begin using it intentionally.
The Leadership Lesson
Development should not be an endless search for what is wrong with someone.
-Yes, address weaknesses that interfere with performance.
-Yes, set clear expectations.
-Yes, hold people accountable.
But also look for what is right.
-Identify what people do well.
-Help them understand it.
-Give them opportunities to use it.
-Challenge them to take those strengths to another level.
Because one of the most important responsibilities we have as leaders is helping people discover what they are capable of becoming.
