People can have weaknesses, and it may not matter much if they are in a position to leverage their strengths, and their weaknesses are irrelevant. For example, if I am a great IT specialist who can’t hang a picture and doesn’t hold my fork right, well, I can have a great career as an IT specialist.
People can double down on their strengths and do well so long as they are in a career where their weaknesses do not matter.
But if I own a business, it is different. As a leader, my weaknesses will likely telegraph onto my business unless I hire people with strengths where I am weak.
For example, as a leader, if I am a great salesperson but I am technically challenged, or I’m not good at operations, and I don’t know what to do about it, or how to recognize if my people are any good at it, then these areas will be weaknesses in my business. My business will grow somewhat until these key weaknesses limit us from going any further.
The business will rise to the level of its weakest key function.
If marketing is a weak area, then that’s your ceiling.
If sales are weak – that will be your speed limiter.
If hiring and keeping good people is an issue, then that will be your brake.
What is your weakest key function?
Go, Mike!
You’re only as strong as your weakest link!