Sometimes we get so close and involved in an issue that we become myopic and unable to see things clearly. Taking a step back and thinking from another’s perspective can be a powerful way of getting out of the ‘issue’ and to begin to identify potential ways forward.
Measurable impacts can come from adopting a measured approach to development – establishing clear measures of success and then providing the space and support for participants to develop their skills.
Much of what we have been led to believe until now about ‘natural talent’ is being shown to be untrue. It’s been shown that it’s more about application and practice of skills than an inherent ability. The same applies to leadership skills where a process of turning the theory into practical action (and keeping trying) is the key to development of excellence
We live in a world where extroverted behaviour is rewarded and valued more than more reflective, introverted behaviour. This flows through into organisations where managers who are more extrovert than introvert tend to get noticed and promoted more readily, even though their capability is not necessarily any better than their introverted colleagues. It’s time for introverts to stand up and demonstrate the gifts they bring through their reflection; thinking; listening and relating abilities.
A focus on leveraging strengths rather than fixing weaknesses can be more effective in delivering high performance in business and other aspects of life.