Managing Oneself Summary Part 1 | What Are Your Strengths
33What Are You Strengths?
Most people think they know what they
are good at. They are usually wrong.
More often, people know what they are
not good at - and even then more people
are wrong than right. And yet, a person
can perform only from strength.
One cannot build performance on weaknesses,
let alone on something one cannot
do at all.
Throughout history, people had little
need to know their strengths. A person
was born into a position and a line of
work: The peasant's son wouid also be
a peasant; the artisan's daughter, an
artisan's wife; and so on. But now people
have choices. We need to know our
strengths in order to know where we
belong.
The only way to discover your
strengths is through feedback analysis.
Whenever you make a key decision or
take a key action, write down what you
expect will happen. Nine or 12 months
later, compare the actual results with
your expectations. I have been practicing
this method for 15 to 20 years now,
and every time I do it, 1 am surprised.
The feedback analysis showed me, for
instance-and to my great surprise that
I have an intuitive understanding of
technical people, whether they are engineers
or accountants or market researchers.
It also showed me that I don't
really resonate with generalists.
Feedback analysis is by no means
new. It was invented sometime in the
fourteenth century by an otherwise totally
obscure German theologian and
picked up quite independently, some
150 years later, by John Calvin and Ignatius
of Loyola, each of whom incorporated
it into the practice of his followers.
In fact, the steadfast focus on
performance and results that this habit
produces explains why the institutions
these two men founded, the Calvinist
church and the Jesuit order, came to
dominate Europe within 30 years.
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