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4 April 2016
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Leaders work on weaknesses

By Stuart Crainer

This article is part of the Contemporary leadership series

Education systems and upbringing tend to encourage us to identify what we excel at and then to work on that. We become more specialised, more focused. Along the way, it is easy to forget about, or totally overlook, our weaknesses. It is, perhaps, human nature to accentuate the positive after all.

What you are perceived to be bad at is quickly identified and ingrained. A joke is made of your ineptitude at basic math. You are deemed a geek rather than being arty. You are a practical person rather than a thinker. All of these conclusions may be correct, but they instantly mean that you are unlikely ever to tackle your weaknesses.

Stuart Crainer is the former editor of the award-winning magazine Business Strategy Review and co-founder of the Thinkers50. According to Personnel Today he is one of the most influential people in British people management. His book credits include The Management Century and a biography of the management guru Tom Peters. His work with Des Dearlove in business thought leadership led Management Today to describe them as “market makers par excellence.” Stuart is an adjunct professor at IE Business School.

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