Written by As coaches and leaders, we often tend to focus on our strengths, believing that our success is contingent
upon leveraging what we do best. While our strengths are undeniably critical, it is equally important to
acknowledge our perceived weaknesses and work collaboratively with others to mitigate their impact.
“Strength does not come from winning. Your struggles develop your strengths. When you go through
hardships and decide not to surrender, that is strength” (Schwarzenegger, 1999, p. 34). This wisdom from
Arnold Schwarzenegger underlines the importance of recognizing and tackling our challenges head-on.
In the context of coaching and leadership, our perceived weaknesses are areas where we need to grow.
Acknowledging these areas provides us with the chance to learn and improve (Bungay Stanier, 2020).
Rather than trying to eliminate weaknesses, the goal is to manage them effectively and complement
them with the strengths of others in the organization. As leadership expert Marcus Buckingham stated,
“You cannot be anything you want to be – but you can be a lot more of who you already are”
(Buckingham, 2019, p. 57).
Being open about your weaknesses fosters an atmosphere of trust, mutual respect, and learning. By
inviting others to assist in areas where you perceive yourself to be weaker, you are demonstrating
humility and providing them with the opportunity to shine. This collaborative approach to addressing
weaknesses ultimately benefits the entire organization, enhancing collective performance and
productivity (Alipour, Karimi, & Idris, 2011).
For instance, if strategic planning isn’t your strong suit, engaging a colleague who excels in this area can
enhance your team’s performance. Additionally, this engagement serves as a learning opportunity for
you to glean insights and learn new strategies (Hargrove, 2018).
While it may feel counterintuitive, acknowledging our perceived weaknesses and collaborating with
others can foster a more resilient, adaptable, and effective organization. Our perceived weaknesses
aren’t failures or shortcomings, but opportunities for growth, learning, and teamwork.
References:
Alipour, M., Karimi, R., & Idris, K. (2011). Knowledge creation and transfer: Role of learning organization.
International Journal of Business Administration, 2(3), 44.
Buckingham, M. (2019). Nine Lies about Work: A Freethinking Leader’s Guide to the Real World. Harvard
Business Review Press.
Bungay Stanier, M. (2020). The Advice Trap: Be Humble, Stay Curious & Change the Way You Lead
Forever. Page Two Books, Inc.
Hargrove, R. A. (2018). Masterful coaching. John Wiley & Sons.
Schwarzenegger, A. (1999). The New Encyclopedia of Modern Bodybuilding: The Bible of Bodybuilding,
Fully Updated and Revised. Simon and Schuster