The inspiration for the subject of this month’s article was an article I read in BNET. The gist of the article was that a person needs to identify the key weaknesses or limitations that are holding them back and work to eliminate them. There are a lot of different opinions on the role of strengths and weaknesses in a person’s ultimate success.

Some would advocate forgetting about weaknesses, and instead, just focus on using your strengths to their maximum potential. Others’ like the author of the BNET article, argue that it is our limitations that hold us back and we cannot ignore them.

The simple answer or conclusion could be that both sides of the argument are right. It does not have to an either-or proposition, but rather we need to do both- use our strengths and work on our weaknesses.

I don’t think the answer is that simple. First, it is important to differentiate between inherent or natural talents, and acquired skills. Each of us has a set of natural abilities or talents that we were born with or acquired early in childhood. These are hardwired into who we are. Just as we have natural talents, we also have natural weaknesses-or those things that were not hardwired into us.

On the other hand, acquired skills can be learned, independent of whether we are born with the talent. An example of an acquired skill would be the ability to use a computer and associated software. No one is born with the natural talent for using a computer.

So going back to the original question of whether we should focus on strengths or work on weaknesses. I would suggest that the strategy should be to use your natural talents and abilities as much as possible, avoid situations that require natural talents you do not have, and then work to acquire skills that are essential to your success and build upon your natural talents. Avoid spending significant time and energy trying to compensate for the lack of natural ability.

Sometimes it may difficult to distinguish between a natural talent and an acquired skill. Is the ability to be an outstanding public speaker a natural talent or an acquired skill? To me this is no different that asking whether being a great opera singer is a natural talent or an acquired skill. In reality, there is an element of both when you look at great public speakers or great opera singers. There is natural talent that forms the starting point foerbecoming great. However, natural talent in itself is not enough. The great ones hone and refine the natural talent through acquiring skills that build on the natural talent.

Based on the axiological model, natural talents as they relate to the business world fall into three categories. The three categories are people, tasks, and concepts. People with natural talents around people understand and relate well to people, are great at building relationships, and have high levels of empathy. They are what we call “people persons”.

Natural talents in the task dimension center around the inherent ability to get things done. People with task related talents have the ability to multi-task, to balance the need for speed, quality, and productivity, and are great at executing work.

People with natural talents around concepts think big picture and strategically. They are able to grasp complex ideas and concepts. They are able to see things in the world systematically and schematically.

It has been my experience that it very difficult to take someone with limited talents in any of these three areas and make them proficient. It is like taking someone with no musical talent and trying to make them a professional musician. While someone with no musical talent can learn to play the piano, no amount of training and practice will make them as good as the person with the natural talent.

Do you want help in determining your natural talents? I have an assessment that I use to help people understand their talents. Contact me if you are interested in taking the assessment.

Author Bio: Ryan Scholz works with leaders whose success is dependent on getting commitment and high performance from others. He is author of Turning Potential into Action: Eight Principles for Creating a Highly Engaged Work Place. For more information, visit his web site at www.lead-strat-assoc.com.

Category: Business Management
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