The Trouble with Strengths-Based Development

No one trusts a salesperson who claims their product is for everyone. No one markets a movie to every demographic. But far too often, a leader’s introduction into strengths ends at the initial dopamine hit of the feel-good descriptors of their talent. Ideally, naming and claiming who you are comes with the courage to discard labels or expectations where you will not excel. But that takes patience and permission, and far too often, we don’t go all the way through the exercise of self-awareness.