Work on Your Strengths, Not Your Weaknesses
It's difficult for us to see our own strengths, but people around us (friends, coworkers, family members, mentors) will most likely see them clearly.
The goal is to identify things that you wouldn't have thought of on your own—or to find patterns.
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Although we usually see our weaknesses as more changeable than our strengths, research shows that we should not focus on improving our weak parts, but to develop our strengths.
Try to see your strengths in relation to what energizes you. Something is a strength if:
The ones you are most proud of.
Look at the list and try to identify what every accomplishment says about you. Any of the insights you gather could be your strengths, particularly if those strengths match up with what others told you your strengths were.
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Take a minute to think about what you always wanted to do, or what you’re doing now. Ask yourself:
Believe that your weaknesses can be turned into strengths. Always find your strengths, examine your weaknesses and how to turn them into an advantage by using your strengths or developing new ones to find ways around it.
If you lack a skill, you'll lack ability. If you have a zero anywhere in your equation, no amount of strengths will make up for it.
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To go from zero to 80% (good enough) requires a different approach than that needed to get from 80% - 99% (world-class). The last 20% also requires a different level of commitment. For instance, Stephen King spent 6 - 8 hours daily for ten years before he succeeded as a commercial writer.
The gains disproportionately accrue to people at the top. Stephen King probably sells more books than the rest of his category combined.
Being good at many things probably means that you are at 80% of your potential in all of them. It is not enough to stand out.
Pick a very few things to tackle through the 10,000-hour rule and try and reach 99% of your potential in them.
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When we get busy, we often overlook the subtle shifts in ourselves. Or we become so focused on the work that we don't realise when we move away from what we truly value.
Being the best leaders we can be require us to identify our values and then live and lead according to them. When you understand what is important to you, what energizes you, what you believe in, and where you want to be, you can make decisions confidently.
Self-acceptance is not about accepting your failures and carrying on exactly as before. It is about taking responsibility for your actions, accepting what is and isn't possible to change, then developing a plan to improve things.
Self-acceptance is also about accepting your strengths. When you can identify your strengths, you can leverage that to get better results.
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