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3. Compensate for an overused strength. Using the strengths that got you where you are today is fine,
of course, until something changes—a new strategy, a change in job responsibilities, a new
leadership direction in the organization. Then new skills are called for, and the current skill portfolio
needs an overhaul. You come to a fork in the road, and the path you choose makes a big difference.
One path is taken by the open, learning agile, curious, continuous improvers. They detect that the
assignment is going to require a break from the past, a new direction. They figure out what the new
ways of thinking or new skills need to be and develop them or use workarounds or compensators.
The other path is taken by the larger group. When things are not going the way they are used to,
when they are stretched to their limit, they turn up the volume on the handful of strengths that they
already have. Their operating theory is that if a lot is good, more must be even better. If you have
been given feedback that you do too much of a good thing—here are some general strategies to
address this problem:

– Isn’t it obvious? Stop overdoing it. Do it less. But when your mentor says be less smart, be less
results oriented, do less yourself, you have trouble with that advice. Why? Because those are the
things that account for your success to date. Those are the things you have been rewarded for.
It’s pretty scary thinking about doing less of what you are good at. It’s really hard in real life to
crank back on your strengths, but it can work.

– Add some other skills you have to lessen the noise and the damage you are causing by the
overuse. Keep driving results, but do so in a softer way by adding more effective communication
or Interpersonal savvy (20).

– You may not have the skills that could compensate for your weaknesses. In that case, you can
use a workaround strategy or develop the compensating skills that are needed. For that, think
about which of the competencies would help and use the developmental tips listed in those
chapters.

4. Live with it. You can just live with a weakness. At least you know what it is and are willing to admit
that you have a lack of skills in this area. Recognize and deploy your strengths. In this case, find your
highest competencies or performance dimensions and leverage them. If you excel at balancing
stakeholders or collaborating, get into more situations that allow you to use and hone your strengths.
Get into roles, jobs, organizations, and career paths that use your specific current and existing
strengths.

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