Zenger Folkman.
Harv Bus Rev. 2011 Oct;89(10):84-90, 92, 153.
Peter Drucker and other leadership thinkers have long argued that leaders should focus on strengthening their strengths. How should they do that? Improving on a weakness is pretty easy and straight forward: You can make measurable progress by honing and practicing basic techniques. But developing a strength is a different matter, because simply doing more of what you're good at will yield only incremental improvements. If you are strong technically, becoming even more of a technical expert won't make you a dramatically better leader. If, however, you use what the authors call "nonlinear development"--similar to an athlete's cross-training--you can achieve exponential results. Your technical expertise will become more powerful if, for instance, you build on your communication skills, enabling you to explain technical problems both more broadly and more effectively. The authors, all from the leadership development consultancy Zenger Folkman, present a step-by-step process by which developing leaders can identify their strengths (through either a formal or an informal 360-degree evaluation), select appropriate complementary skills (the article identifies up to a dozen for each core strength), and develop those skills to dramatically improve their strengths--making themselves uniquely valuable to their companies.
彼得·德鲁克（Peter Drucker）和其他领导力思想家早就主张，领导者应该专注于强化自己的优势。他们应该怎么做呢？改善弱点相当容易且直接明了：通过磨练和练习基本技巧，你可以取得可衡量的进步。但是发展优势则是另一回事，因为仅仅做更多你擅长的事情只会带来渐进式的改进。如果你在技术上很强，成为更专业的技术专家并不会让你成为一个领导力有显著提升的人。然而，如果你使用作者所说的“非线性发展”——类似于运动员的交叉训练——你可以取得指数级的成果。例如，如果你在沟通技巧的基础上进一步发展你的技术专长，你将能够更广泛和更有效地解释技术问题，那么你的技术专长将变得更强大。领导力发展咨询公司 Zenger Folkman 的所有作者都提出了一个循序渐进的过程，通过这个过程，发展中的领导者可以确定自己的优势（通过正式或非正式的 360 度评估），选择合适的互补技能（文章为每种核心优势确定了多达十几种技能），并发展这些技能，从而显著提高自己的优势——使自己对公司具有独特的价值。
