Using Strengths for Success

𝗬𝗼𝘂𝗿 𝗯𝗲𝘀𝘁 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲 𝗷𝘂𝘀𝘁 𝗾𝘂𝗶𝘁. They didn’t leave because of the workload. They didn’t leave because of the pay. They didn’t even leave because of the company. They left because of you. But wait: you were a good boss, right? You gave them autonomy, treated them with respect, and supported their career growth. So why did they leave? Because they were 𝗼𝘃𝗲𝗿-𝗿𝗲𝗹𝗶𝗮𝗯𝗹𝗲. Whenever something important came up, they were the go-to person. Whenever a crisis happened, they were the one fixing it. Whenever you needed someone to step up, they did. They carried the weight of two, sometimes three people. At first, they felt valued. But over time, they felt trapped. Because the more they proved themselves, the less they could say no. The more they contributed, the harder it became to step back. The more they excelled, the more invisible their struggles became. Until one day, they walked away. Not because they wanted to. But because they had to. Your best people don’t leave because they’re weak. They leave because they’re tired of being strong. And the worst part? Their replacement won’t be as good.

This past weekend, Rassie Erasmus, the South African rugby coach, once again showcased his exceptional leadership skills, providing valuable insights for corporate leaders. In the final game of the Rugby Championship, Erasmus made a bold decision to select Manie Libbok as the starting fly-half, despite his known weakness in kicking for posts. Instead of focusing on Libbok’s shortcomings, Erasmus recognised his strengths, including vision, distribution, and the ability to open up play. By relieving Libbok of the pressure of kicking, Erasmus allowed him to flourish and inspire the rest of the team. Their collective performance was nothing short of spectacular, demonstrating the power of recognising and capitalising on team members’ strengths. Most leaders often spend an inordinate amount of time and effort on identifying and addressing team members’ weaknesses rather than further developing their strengths, which can significantly benefit the team. If a team member lacks confidence in a particular area, it’s better to let another team member fill in that gap rather than shaming them, as exemplified by Erasmus’s approach. It seems counterintuitive to how things are done, but it works.

Still judging job-hoppers? Stop it. 🛑 We've turned 'changing multiple jobs' into a red flag, as if loyalty to a company is more important than loyalty to your growth. Newsflash: Loyalty to your career ≠ loyalty to a logo. I once rejected a candidate for switching roles every 12 months. My loss—they’re now leading innovation at a competitor. Taught me: Job-hopping isn’t flightiness. It’s curiosity on steroids. The best problem-solvers I know didn’t ‘settle down’—they pivoted relentlessly. Changing jobs fast isn’t instability. It’s a masterclass in adaptability, risk-taking, and sniffing out BS cultures. Changing multiple jobs isn't a sign of disloyalty. It's often a masterclass in adaptability, rapid learning, and diverse skill acquisition Employers: Stop penalizing resumes that look like career tapestries. Employees: Stop apologizing for prioritizing growth over golden handcuffs. Agree?

In my early days at Rubrik, I made a mistake: I sought out leaders who mirrored my own strengths and weaknesses. It seemed logical at the time since I knew I could better relate to people with the same qualities as me, but I quickly learned that true leadership requires a diverse portfolio of skills. Just like in finance, where a diverse asset portfolio reduces risk, your leadership team needs a mix of perspectives and strengths. If everyone thinks and acts the same way, you’re setting yourself up for a major downfall. Think about it: When you're confronted with a problem you’re not sure how to tackle, it's a learning experience. But if no one on your team is equipped to handle that challenge, your entire organization can crash. Diversity of skills in leadership encourages innovation and resilience. It compensates for individual weaknesses and amplifies our collective strengths. When you embrace different viewpoints, you create a more adaptable and robust team capable of navigating challenges. The right mix of strengths will keep us grounded, even when the storms of uncertainty hit.

Both your people and your design must evolve for your machine to improve. When you get personal evolution right, the returns are exponential. As people get better and better, they are more able to think independently, probe, and help you refine your machine. The faster they evolve, the faster your outcomes will improve. Your part in an employee’s personal evolution begins with a frank assessment of their strengths and weaknesses, followed by a plan for how their weaknesses can be mitigated either through training or by switching to a different job that taps into their strengths and preferences. At Bridgewater, new employees are often taken aback by how frank and direct such conversations can be, but it’s not personal or hierarchical—no one is exempt from this kind of criticism. While this process is generally difficult for both managers and their subordinates, in the long run it has made people happier and Bridgewater more successful. Remember that most people are happiest when they are improving and doing the things that suit them naturally and help them advance. So learning about your people’s weaknesses is just as valuable (for them and for you) as is learning their strengths. #principleoftheday

“If I can do it, so can you”, sounds supportive. But for leaders, this mindset can quietly hold your team back. New research from Muriel Wilkins introduces a hidden blocker, the belief that your capabilities should be your team’s baseline. It often leads to: — Unfair expectations — Harsh feedback — Missed growth opportunities Not because leaders lack good intentions, but because they project their own standards onto others. This is rooted in something called naïve realism, the assumption that your view of the world is objective and everyone else should see it the same way. Here’s the problem: Your way isn’t the way. Exceptional leaders don’t measure others by their own pace, preferences, or past. They meet people where they are. They ask: What support would help you most? How do you define success? Where do you want to grow next? The best leaders don’t raise the bar by replicating themselves. They raise the bar by helping others realize their own potential.

Diverse teams are powerful, but only if they’re designed to be. Just putting different people together isn’t enough. What I’ve learned over 11+ years is that true  🧠 Collective Intelligence only emerges when diversity is intentionally activated. 🖌 My Blueprint to unlock it: 🔹 Cognitive diversity It’s about bringing different thinking styles. Teams that embrace divergent ways of solving problems uncover creative solutions that others miss. 🔹 Demographic Diversity The presence of different intersectional identities and lived experiences creates a richer understanding of potential blind spots and unmet needs. 🔹 Experiential Diversity Diverse career paths and life stories equip teams with practical insights that can cut through “tried-and-true” methods that often fail in complex, changing environments. 🔹 Psychological Safety This is the game-changer. Without it, diversity backfires. High-performing teams create a “safe container” where everyone—from the quiet thinkers to the bold disruptors—can voice their ideas without fear. 🔹 Inclusive Decision-Making Diversity is wasted if decisions are still made by the loudest voice in the room. Structured inclusion ensures that varied perspectives aren’t just heard but drive the direction forward. The result? 1️⃣ Faster, smarter decisions: diverse insights reduce blind spots and increase confidence in strategic choices, helping leaders respond swiftly to market changes. 2️⃣ Increased innovation and agility: aligned teams leverage diverse perspectives to solve complex problems creatively and adapt to new challenges with resilience. 3️⃣ Stronger engagement and retention: when teams feel psychologically safe and included, they’re more committed and motivated. This translates to lower turnover and higher morale. The path to unlocking your team’s full potential starts with aligning on the right elements—diversity, psychological safety, and inclusion in decisions. 🤔 P.S. Where is your team on the path to collective intelligence—and what’s your next step?

Are You Aligning Your Strengths with What Your Organization Values? A few years ago, a talented professional, came to me feeling frustrated. Despite her hard work, she wasn’t moving forward in her department. After a core competency analysis, we discovered the reason: She excelled in technical skills, but the company placed heavy emphasis on leadership, initiative, and innovation—areas where she wasn’t fully demonstrating her potential. To fix this, we crafted a plan to develop these core competencies. We assigned her small team projects to build leadership experience, and encouraged her to share her innovative ideas. Within six months, she was recognized as a natural leader, and new opportunities started opening up for her. 🌱 📊 Here’s How You Can Assess Your Organization’s Core Competencies: 👉Review Job Descriptions: Look at the required skills for your current and aspirational roles. Companies often include key competencies in job postings. 👉Pay Attention to Company Culture: Observe what behaviors are praised and rewarded—this is often a reflection of the core competencies the organization values. 👉Engage with Leadership: Ask for feedback and guidance on what the organization sees as vital for success in your role. 👉Study Performance Reviews: Look at what’s being measured in performance evaluations—this will reveal the competencies your company values most. 💡 Key Action Points: 🔆Assess the core competencies your organization values most. 🔆Identify where your strengths align with those competencies. 🔆Take proactive steps to develop in-demand skills like leadership and innovation. Feeling stuck in your role? It might be time to reassess your competencies and align your strengths with what the organization values. Start today and unlock new opportunities! #Leadership #CareerDevelopment #CoreCompetencies #Innovation #Initiative #ProfessionalGrowth #LeadershipSkills #CareerAdvancement #SkillDevelopment #LearningAndDevelopment

Don’t do what you excel at & enjoy; at least not all the time” – this is the advice I received from my functional manager when I made the most critical career transition in my professional life & moved into the HR Head role for the first time.   The advice did sound counter intuitive; I had often been told ‘play to your strengths'. But as I discussed it with him further; I learned 2 things:   1) I had to stop doing what I was good at because it wasn’t good for my team. We all naturally gravitate towards our comfort zones, strengths & interests & may end up over-managing the function we know well or enjoy & under-manage others. And because I inserted myself more than needed in some areas, I ended up not adequately building the teams' skills in those areas.   2) Any overused strength can also be a weakness. It took me time to understand that underusing or overusing any strength impacts its effectiveness – and finding that right balance wasn’t easy. Taking the time to identify our strengths, & their associated potential weaknesses, helps us to become more self-aware & self-moderate as we grow in our careers.   Whenever we make any significant career transition; we need to purposefully rethink our ways of working, assumptions as well as where we focus our attention & time. #transitions

Want to get the absolute best from your team without spending hours on complicated processes? I've got some practical insights to share. In my latest newsletter, I explore what makes teams thrive — and it's not endless training or performance reviews. From my 30 years of leading and managing and now my 8 years working with small employers, I've learned that understanding and tapping into your team's natural strengths genuinely drives results. Inside this issue, you'll discover: ✦ Practical ways to spot what energises each team member ✦ How to turn strength-spotting into higher performance ✦ Simple questions that reveal hidden talents ✦ Real techniques you can use in your next team meeting This isn't about theory — it's packed with actionable steps you can take immediately to boost engagement and productivity. Want straight-talking advice that works in the real world of small business? Click the link to read the full article. I'd love to know your biggest challenge when getting the best from your team. Share your thoughts in the comments! #smallbusiness #teamdevelopment #leadership #employeeengagement