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If you are exceptional, you cannot afford weaknesses.

Updated: Sep 22, 2020

Having strengths and weaknesses is part of any human being. Our talent depends on how many strengths and weaknesses we have. It is true that people with maximum strengths and minimum weaknesses form the cream of any team. In spite of knowing that this principle is universal and everyone understands this fact, an exceptional candidate cannot afford to have weaknesses.

A sneak-peak into the attributes required for anyone’s performance includes factors ranging from technical to behavioral aspects; not to mention - team handling, communication as you grow up the ladder. In short, an employee’s performance is an amalgamation of his capabilities in all these aspects. However, there is no standard definition indicating the specific proportion of all these factors for a successful performance.

Every company, every role, and in fact every project will demand qualities in different proportions. So subjective these factors are that the assessments are done are too qualitative, in spite of companies trying hard to define them.

Moreover, hard work and talent are measured by the output rather than understanding the complexities involved in handling projects. Now, when someone is evaluated to be exceptional in any team, other team members present in the same cadre and competing with the exceptional performer majorly don’t take it constructively; considering the competition and the losses they would face because of promotion or other perks received by the exceptional team member.

As NO TWO team members are the same, everyone would differ in the combination of strengths and weaknesses they possess. This becomes the primary strategy in complaining about the evaluation process. All the other team members may also highlight their own strengths (which could be a shortcoming of the top performer) to be the major contributing factor for a successful project and downplay the strengths of the top performer. A few guys go further aggressively complaining about the top performer’s achievements pointing at some of his weaknesses.

Overall, the exceptional performer will have the additional burden of rectifying his/her own shortcomings at a rapid pace to overcome the negativity surrounded by him/her. Even though this is common in companies, companies can definitely take care of it, at least minimize the impact.
  1. Make tasks as quantitative as possible

  2. As per the company’s goals and the project needs, define roles and the attributes required - in the order of importance - required to successfully fulfill the needs.

  3. More than evaluating everything from a senior perspective, take 360 feedbacks ensuring minimum bias, politics that cripple the evaluation processes.

Above all, keep the company growing. As opportunities become abundant, people focus more on grabbing new opportunities rather than sulking on the opportunities given to others.


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