As Published on HBR

Harvard Business Review: Making Yourself Indispensable
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 straightforward: 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 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 six to 10 for each core strength), and develop those skills to dramatically improve their strengths, making themselves uniquely valuable to their companies.

As Published on Forbes



As Published on Tampa Bay Business Journal

As Published on HR.COM

As Published on HR Morning

As Published on Business Insider

As Published on IHRIM


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Edinger Consulting