Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Andres Manuel Olivares Miranda | How to Play to Your Leadership Strengths

5 views

Published on

Andres Manuel Olivares Miranda shares a few tips to help leaders identify what their strengths are and then play to those in the workplace.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Andres Manuel Olivares Miranda | How to Play to Your Leadership Strengths

  1. 1. How to Play to Your Leadership Strengths ANDRES MANUEL OLIVARES MIRANDA
  2. 2. BEING HONEST WITH YOURSELF A N D R E S M A N U E L O L I V A R E S M I R A N D A Playing to one’s leadership strengths is a skill that can take years to hone. Perhaps one of the biggest factors is being honest about what one’s limitations and strengths actually are. Too many “leaders” believe that they are someone completely different than who they actually are, and that reflects in what their subordinates think of them, and the quality of work they produce. Without knowing their current strengths and weaknesses, a leader cannot map out a path to becoming a better leader.
  3. 3. PERSONALITY TEST One of the best ways to get a good assessment of one’s strengths is to take a personality test. The Meyer-Jung test is used by many university psychology and business classes, and can be found for free here. This type of test assesses a number of different personality metrics, and places the user into one of 16 categories. Each of these categories has its own strengths and weaknesses. A N D R E S M A N U E L O L I V A R E S M I R A N D A
  4. 4. A N D R E S M A N U E L O L I V A R E S M I R A N D A Encourage Feedback Anot h e r w a y to get good feedback about current l e a d e r s h i p s t r e n g t h s and w e a k n e s ses is to enc ourage honest (and often a n o n y m o u s ) f e e d b a c k from s u b o r d inates. Takin g feedback from a superi o r i s u s e f u l a s w e l l , b u t a sup e r i o r may not be pri vy to knowledge of a part i c u l a r l e a d e r ’ s s t y l e a s i t pe r t a i n s t o their subordinates, while subordina t e s o f t e n u n d e r s t a n d how t h e i r l e a der interacts with those higher up. T h e s u p e r i o r m a y n o t know t h a t a leader is a m icromanager, or that they p u t d o w n , o r i n s u l t thei r s u b o r d i nates. Accepting feedback and critici s m f r o m s u b o r d i n a t e s i s ab s o l u t e l y essential to becoming a better leade r , s o m u c h s o t h a t acco r d i n g t o this article from Forbes, the top 10% o f l e a d e r s w h o a s k e d for f e e d b a c k, were also r anked the best in leaders h i p e f f e c t i v e n e s s .
  5. 5. LEVERAGE YOUR STRENGTHS Once their current strengths and weaknesses are known, a leader can begin to really leverage their strengths to the advantage of everyone around them, simply by doing what they did before, but more and better. The real advantage of this self-assessment though, is that once a leader knows their weaknesses, they can begin to fill in those gaps, by delegating to subordinates who are stronger in that area, or by seeking mentorship from other leaders or superior who have experience with that particular issue or project type. In a crunch, just knowing that they are weak in a particular area can allow a leader to research a problem more thoroughly, sometimes even turning that weakness into a strength. A N D R E S M A N U E L O L I V A R E S M I R A N D A

×