When Your Biggest Strength becomes Your Biggest Weakness


Once advice that almost everyone agrees to, when it comes to defining our strategy (personal, professional or organisational) is that we need to

“Play to your strengths”.

If you are a business that has already seen some amount of success, the chance is that you know what your core strength is.

So, you build on it. You continue to invest in your strength to get even better at it.

You continue to invest until you are the best-in-class on this topic in the whole wide world.

This strategy works really well, until it doesn’t.

The  irony is that most of us still want believe that continuing to invest in our strength is the best investment. So, we double up our investment. But, it still doesn’t work. 

And when it doesn’t work anymore, this erstwhile engine of growth & competitive advantage becomes our biggest liability and weakness.

The fact is that this will happen – sooner or later.


In all likelihood, the world has moved on. You might still be the best in the world at this one thing, that is your strength. But the problem is that the market doesn’t need or value this strength of your’s.

Unfortunately, you haven’t invested in building strength in anything else either. So, you scramble. Some, are fortunate enough to still have enough time and the culture that supports the transformation, but most fail, falter and die.


The only way to avoid this situation and at the same time, fully capitalise on the “Play to your strength” strategy, is to follow a dual strategy:

  • Continue to invest in and build on your current strengths (65%)
  • Continue to explore what new skills or capabilities that you might need in the future and invest in building them (35%)

The exploration and investment in new skills is critical in order for the organisation not to get blindsided when the market shifts. Also, the point to be noted is that we need to invest in building multiple skills or capabilities for the future and when the time comes one of these will become our core strength and propel our growth.


Playing to our strengths is a great strategy until it is not. As organisational leaders, we need to be constantly in the “sense and respond”, where we are looking at potential areas which might have the potential to become our core strength and propel the next level of growth.


Three Rules for Success

Just as a compass always points to the north, so there are rules that lead to success
Just as a compass always points to the north, so there are rules that lead to success

I was checking out some of the folks that i am following on twitter to find out what they are tweeting and not just the tweets that i see on my twitter feed as the feed could be easily hijacked due to multiple reasons. 

I saw that Clay Christensen had shared a TEDx Video on twitter. His first and only tweet in almost a month. That intrigued me and listened to the video and loved it so much that i had to share it with you all as Michael Raynor shares the rules of long term success and in a way that is so simple and easy to understand.

He shares the three rules for success:

  • Better before cheaper
  • Revenue before costs
  • There are no other rules 

These are exactly my beliefs about running an organization to achieve long term success. I could not have presented my case as well as Michael (partly as I dont have the research to back it up, which he has).

So,  enjoy the video and hopefully you are able to follow these rules for success and enjoy long term success in your organization. 

So, what are your rules for success?