PART IWhat Leaders Can Learn from Their Strengths
As a leader who wants to become more effective, do I identify my weaknesses and chip away at them, or do I discover what I’m reasonably good at and strive to magnify those qualities? These first chapters answer those questions and provide evidence regarding the benefits of each approach.
Chapter 1 makes the case that organizations desperately need strong leaders because they make a measurable impact on virtually every quantifiable business outcome.
Chapter 2 provides data about the makeup of the highest-performing leaders and describes the role that profound strengths play in defining them. In this chapter, we explain the complex interplay between leadership strengths and weaknesses and the reasons ...
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