Roles in senior leadership are often more complex to find for as well as fit into. That's the test of organization's stated culture vs lived one.
Insecurity seeps into and we all are humans...I have my many insecurities and it takes wisdom to wipe them off slowly.
So, when we hire people into such roles, we must do a panel and roundtable multi-layer, multi rounds of interview and do a thorough strengths vs weaknesses analysis..
Give serious thoughts on what benefits you can leverage and what risks you need to be worried or not worried about. Hire anyone and you have a bucket of risks ...risks of many kinds..
Gallup asks us to focus on strengths and to be leveraged and developed and not get too worried about the weaknesses (though Gallup calls them strengths, which, however, consciously/unconsciously, may not have been preferred or used often by the person concerned) It is a matter of choice before us, as managers, who care to develop people by helping them structure/review/reflect on a few thoughts and actions (just because we have learnt them through experiences), we must consider human as something that can be reshaped, harnessed.
Even weaknesses and shortcomings can be worked on to keep them as watchlist for the person himself and not to allow them to come in the way of their development..
#Stoic, #MarcusAurelius, #MementoMori
Meditations by Marcus Aurelius: Book Summary, Key Lessons and Best Quotes (dailystoic.com)
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