Why You Need to Know You Ain’t All That
The sooner you realize you’re remarkable at very few things and lousy at many, the better off you and your team will be.
If you usually come out on top when you compare yourself to others, you’re arrogant. (I ain’t pointing fingers.)
Poor performance:
Feeling superior produces inferior performance.
I spent too much time trying to succeed at things I did poorly because I thought I did most things well.
Leaders who believe they do all things well frustrate the people around them.
Accept that you are remarkable at very few things, perhaps one or two, but no more than three.
When you know you ain’t “all that” you:
#1. Shut up and listen actively.
I don’t mean you simply hear words.
You learn to profoundly respect the perspective of others when you know you have many weaknesses and few remarkable strengths.
#2. Value team members more highly.
You probably have a tendency to focus on the weaknesses of others. But when you see your own weaknesses, you learn to value others.
When leaders overestimate themselves they underestimate others.
#3. Practice humility with greater alacrity.
The tendency to get puffed up is in most of us.
Today a friend called to ask for some suggestions for his presentation. He wondered about the questions I might ask and how I might set up interactions. It’s easy for me to give a few ideas.
In the past I might have thought I was “all that” because I was in the helping role. Today I know that I have a narrow band of “all that.” I also know he has some pretty great “all that” too.
What are the advantages of knowing you only do a few things remarkably well?
What happens when leaders think they’re remarkable in areas where they’re average or below?
Wow, wow, wow!
This is so true.
I would like to post this in meeting rooms everywhere!
Thanks Anne. In some organizations people play the game of “I’m good at everything.” It promotes playing it safe. Cheers
Dan – good post – I think the advantages of knowing you only do a few things remarkably well are many IF you only try and strengthen your strengths and not your weaknesses. Too many are satisfied with their strengths and focus on getting better at what they aren’t good at. That sounds good on the surface, but I believe is a losing battle. Get better at what you are good at!
Example: if you work on a weakness or a skill that you do with 40% proficiency and raise that proficiency 15% you now have 55% proficiency. Still not great but improved.
Instead, if you focus that time and effort in raising a strength from 65% proficiency to 75%, 10%, I believe you have made a better investment of your hard work. I would rather work on improving something 10% that I am good at and enjoy doing, than fighting to raise a weakness 15 %, probably doing something I don’t like doing in the first place. To top it off, I can have it done by someone who is way better at it than me!
Leaders have to first know themselves, both strengths and weaknesses, and then hire to make up for their shortcomings.
Great artice – practicing humbleness and viewing others as better than ourselves is something we need to practice everyday with intention.
Designers (read: innovators) see the glass half full …
Engineers (read: techies) see the glass half empty …
Contractors (read: doers) see the glass as too damn large, will take too long to fill, and a full glass wasn’t paid for anyway …
Owners (read: investors) just wind up confused, violated and abused due to their association with Innovators, Techies, and Doers …
… and because they thought they knew better than their meticulously chosen Designers, Engineers, and Contractors.
It reminds me of an interview I read of a well known politician. When asked about his weaknesses he said he employs his weaknesses. In other words he employs people who strengths are his weaknesses.
“What are the advantages of knowing you only do a few things remarkably well?” – firstly you know and accept who you are and secondly you are a realist. You are willing to communicate with others to improve, grow whether it be individually or as a team.
“What happens when leaders think they’re remarkable in areas where they’re average or below?” As you have already mentioned frustration, arrogance. Ignorance, conflict, high employee turnover, demoralization, instability.
#2 By focusing on others weaknesses which they may already know, is this not trying to foolishly hide, not acknowledging, your own weaknesses.
Placing to much stock in your own skills above others, is a recipe for failure and only breeds trouble in a team atmosphere. Share and contribute what you are great at, but don’t fall into the trap of overconfidence.
Every sports coach will tell you exactly this…
Exactly this is happening leaders ignore ground reality and act superficially. Results are big disasters and they loose talent from the company. They think they they know every thing and don’t let to speak others
I was signed up by a friend for this website. She grabbed my phone and entered my credentials. I was doubtful – not anymore. I just came off Vacation and was looking forward to reading the “Daily Keynotes & Coaching” – Totally Hooked!
Thank you for doing what you do. Everyone, and I mean, Everyone can learn from this.
Thanks Lynn. You know how to encourage people. Here’s to the journey!