What's Your Compensation? The Dangers of Overusing Your Strengths

Each of us demonstrates certain behaviors that we consider strengths – a bias for action, say, or the ability to brainstorm creative ideas on a blank page. Unfortunately, many people over-rely on their strengths as “go-to” behaviors to be used reflexively even in those situations where the behavior is ineffective or inappropriate.

Michael Lombardo and Robert Eichinger, creators of the Lominger competency suite, have noted that the overuse of strengths is a common reason why some leaders fail to successfully navigate the path from the individual contributor’s role to the CEO level – the route that Ram Charan has called the Leadership Pipeline. As Lominger associates Linda Hodge and David Workman put it, when some leaders transition to higher levels of leadership, they experience problems “not because of a weakness per se, but because their strengths have gone into overdrive. They continue to use what worked in the past and fail to learn new skills for the new situation.” The first-line manager who routinely knocks down obstacles to get things done may find that bullish approach less effective in a manager-of-managers role that requires more influencing and consensus-building.

So, if we want to move forward in our careers, must we suppress or even unlearn our strengths? The danger is that we may start to overfocus on our weaknesses to the point of losing sight of the natural, distinctive capabilities that have brought us success in the first place. We may then spend the rest of our careers trying to shoehorn ourselves into roles that don’t really fit us.

A better development strategy than downplaying strengths, say Hodge and Workman, is to focus on building “compensators,” which they describe as “competencies that can neutralize or balance overused strengths.” For example, the leader with a strong bias for action can develop interpersonal skills (approachability, humor) that can take the rough edges off his or her hard-charging approach.

REFLECTIONS FOR THE YES! LEADER

One competency in particular – the ability to truly listen – has been shown to be what Hodge and Workman call “the universal compensator.” “Improving listening skills,” they note, “can take the sharp edges off as many as 30 overused strengths. People who become better listeners look more patient, less arrogant, more approachable.”

·         Do you define “listening” as “the time I have to wait until I can start talking again”?

·         When a team member stops you to discuss something of importance to him, how well does your body language reveal your level of engagement? Are you looking the person in the eye – but pointing your feet down the hall?

·         To what extent do you focus on your own agenda, to the exclusion of other perspectives and concerns? Even if immediate action is required, do you ever circle back with people to address their concerns after the fact?