Why You Need to Know You Ain’t All That
The sooner you realize you’re remarkable at very few things and lousy at many, the better off you and your team will be.
If you usually come out on top when you compare yourself to others, you’re arrogant. (I ain’t pointing fingers.)
Feeling superior produces inferior performance.
I spent too much time trying to succeed at things I did poorly because I thought I did most things well.
Leaders who believe they do all things well frustrate the people around them.
Accept that you are remarkable at very few things, perhaps one or two, but no more than three.
When you know you ain’t “all that” you:
#1. Shut up and listen actively.
I don’t mean you simply hear words.
You learn to profoundly respect the perspective of others when you know you have many weaknesses and few remarkable strengths.
#2. Value team members more highly.
You probably have a tendency to focus on the weaknesses of others. But when you see your own weaknesses, you learn to value others.
When leaders overestimate themselves they underestimate others.
#3. Practice humility with greater alacrity.
The tendency to get puffed up is in most of us.
Today a friend called to ask for some suggestions for his presentation. He wondered about the questions I might ask and how I might set up interactions. It’s easy for me to give a few ideas.
In the past I might have thought I was “all that” because I was in the helping role. Today I know that I have a narrow band of “all that.” I also know he has some pretty great “all that” too.
What are the advantages of knowing you only do a few things remarkably well?
What happens when leaders think they’re remarkable in areas where they’re average or below?