of your team. You don’t need any fancy diagnostic tool. Just look around. Go by what you know of them. Who is like you? Who has a style that is more like the opposite of yours? You may be surprised to discover how likely it is that you’re able to put everyone on your team into one of those two categories. As a leader, you’ll tend, whether you realize you’re doing it or not, to draw two kinds of people to your teams: those who are like you, because it’ll be easy for you to relate with each other; and those who are diametrically unlike you, because they’ll be able to fill in gaps created by your style.
As I’m sure you’ve already concluded, this book would caution you strongly against the wisdom of that approach—that is, trying to make up for your weaknesses through other people. But not for the reason you might think. It’s not because there’s no merit to that line of thinking, or because you should focus on your weaknesses instead. It’s because thinking about it in linear terms of strengths/weaknesses is far too simplistic for human beings. Sometimes our greatest strength is also our greatest weakness. And what’s more true, in my experience, is that the strongest people you’ll ever meet are the ones who’ve made peace with their weaknesses—our central topic for Part III.
This dynamic—the interplay between strengths and weaknesses—was causing problems for Cheryl’s teammates. Not to mention for me. There was only one person who wasn’t feeling the impact: Cheryl. This is how I was failing her as her manager. I wasn’t helping her make the connections. I was too willing to benefit from her strengths, too reluctant to see the impacts of her not knowing how to use them in a collaborative way. And those impacts took the form that they take for all of us: the micro-behaviors that drive the people around us crazy.
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