| Making yourself indispensable. | |
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MedLine Citation:
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PMID: 22111433 Owner: NLM Status: In-Process |
Abstract/OtherAbstract:
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Peter Drucker and other leadership thinkers have long argued that leaders should focus on strengthening their strengths. How should they do that? Improving on a weakness is pretty easy and straight forward: You can make measurable progress by honing and practicing basic techniques. But developing a strength is a different matter, because simply doing more of what you're good at will yield only incremental improvements. If you are strong technically, becoming even more of a technical expert won't make you a dramatically better leader. If, however, you use what the authors call "nonlinear development"--similar to an athlete's cross-training--you can achieve exponential results. Your technical expertise will become more powerful if, for instance, you build on your communication skills, enabling you to explain technical problems both more broadly and more effectively. The authors, all from the leadership development consultancy Zenger Folkman, present a step-by-step process by which developing leaders can identify their strengths (through either a formal or an informal 360-degree evaluation), select appropriate complementary skills (the article identifies up to a dozen for each core strength), and develop those skills to dramatically improve their strengths--making themselves uniquely valuable to their companies. |
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Authors:
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John H Zenger; Joseph R Folkman; Scott K Edinger |
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Publication Detail:
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Type: Journal Article |
Journal Detail:
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Title: Harvard business review Volume: 89 ISSN: 0017-8012 ISO Abbreviation: Harv Bus Rev Publication Date: 2011 Oct |
Date Detail:
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Created Date: 2011-11-24 Completed Date: - Revised Date: - |
Medline Journal Info:
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Nlm Unique ID: 9875796 Medline TA: Harv Bus Rev Country: United States |
Other Details:
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Languages: eng Pagination: 84-90, 92, 153 Citation Subset: H |
Affiliation:
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Zenger Folkman. |
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From MEDLINE®/PubMed®, a database of the U.S. National Library of Medicine
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