Tag Archives: leadership strengths

Problem-Solving Leadership:
Reduce, Redirect and Maximize

Is your leadership based on problem-solving? I’ve been writing about this in recent posts. All organizations have problems, requiring people with keen eyes and minds to solve them. However, problem-solving leadership can take a toll on organizations as frustrations grow and morale declines.
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Problem-Solving Cultures:
Innovative, or Toxic?

Having a problem-solving leader at the helm of an organization has its advantages: they are highly adept at spotting potential issues and unafraid to ask the questions no else wants to address. But not all of the employees I speak with agree. Working in a problem-solving culture can be toxic, pushing people beyond their breaking […]
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Warning Signs of Problem-Solving Leadership

It’s not always easy for us to see our blind spots, especially leaders who have been praised for their problem-solving abilities. They plan for trouble, are prepared when it arises and take on issues no one else wants to address. But taken to extremes, problem-solving behavior can wreak organizational havoc. Do you recognize the warning […]
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Common Traits of Problem-Solving Leadership

There’s really no escaping it: No matter how hard we try to be self-aware, everyone—including the best leader—has unproductive behaviors that are invisible to us but glaring to everyone else. I encounter this often in my coaching practice. Great leaders are known for their ability to discern real problems from run-of-the-mill difficulties, when to intervene […]
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Leadership Personalities:
Obsessives and Marketing Types

I’ve been discussing leadership personalities and the importance of evaluating leadership potential using personality types. I believe that past performance isn’t sufficient for finding and selecting tomorrow’s leaders. There are too many complex global challenges that future leaders will face. An excellent book, Michael Maccoby in Narcissistic Leaders: Who Succeeds and Who Fails (Crown Business, […]
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Getting Goldilock Leadership “Just Right”

In my discussion of leadership strengths, I emphasize that too much dependence on a strength can backfire. Too much strategic thinking leads to not enough attention to operational details. Too much dominance and hard-driving encouragement leads to not enough listening and empathy to individuals. How can leaders manage people by using their strengths “just right” […]
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Leadership Strengths Come in Pairs

I’ve been discussing the fact that leadership strengths training fails to recognize when strengths are overused. Most leaders are familiar with the concept of leadership competencies skill sets coming in pairs. Multiple assessment tools classify people’s preferences as either “task-oriented” vs. “people-oriented,” “big picture” vs. “detail-oriented” or “analytic” vs. “intuitive.”
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Lopsided Leadership:
When Leaders Overplay Strengths

Many leaders fear they’ll lose their edge if they stop leading with their strengths. They must instead learn to use this strength more selectively. This may be the hardest developmental work one can take on. Behavioral changes are a demanding goal, and it’s even harder to change or modulate what you’ve always done well. It […]
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Leadership Strengths:
Too Much of a Good Thing?

When leadership strengths are overemphasized, they’re often overused. This is the downside of strengths-based leadership development. It doesn’t take into account how the very strengths that leaders depend on can be detrimental to careers and to the people they manage. Who hasn’t had to work for a leader who was so exceptionally brilliant at operational […]
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Lopsided Leadership:
When Leadership Strengths Fail

In the last decade, leadership development experts have enthusiastically pushed to improve leadership strengths instead of addressing leaders’ weaknesses. This approach may have some success in growing individuals’ effectiveness, but it’s fundamentally flawed. Strengths training and coaching have somewhat of a cult-like following among HR and coaching professionals. Leaders are encouraged to develop their unique […]
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