Nearly a decade since Gallup released its bible, Strengths-Based Leadership, which asserts that great leaders are always investing in strengths, we are learning that the opposite may also be true.
Why the Best Internal Candidate Might Be from an Unlikely Part of the Company
When work focuses on individuals’ strengths, employees are six times more likely to be engaged in the job. That makes intuitive sense. Yet the counter-argument is that when we rely too heavily on our strengths, we effectively hinder our learning. That’s why companies may be better off filling an open leadership position with a proven leader from an unlikely part of the organization. Someone with a track record in another department, or someone with an unrelated skill set who can develop new talents, adds depth and dimension to a team. Focusing on lesser-used preferences, competencies, or weaknesses presents the best opportunity for learning and development. And research shows that those who remain in “learning mode” ultimately develop stronger leadership skills.