kinds of problems toward which you naturally gravitate. Everyone likes to do some things more than others. Julia’s preference was marketing; for others, it may be finance or operations. Your preferences have probably influenced you to choose jobs where you can do more of what you like to do. As a result, you’ve perfected those skills and feel most competent when you solve problems in those areas, and that reinforces the cycle. This pattern is like exercising your right arm and ignoring your left: the strong arm gets stronger, and the weak one atrophies. The risk, of course, is that you create an imbalance that leaves you vulnerable when success depends on being ambidextrous.
Table 1-2 is a simple tool for assessing your preferences for different kinds of business problems. Fill in each cell by assessing your intrinsic interest in solving problems in the domain in question. In the upper-left cell, for example, ask yourself how much you like to work on appraisal and reward systems. This isn’t a comparative question; don’t compare this interest with others. Rank your interest in each cell separately, on a scale of 1 (not at all) to 10 (very much). Keep in mind that you’re being asked about your intrinsic interests and not your skills or experience. Do not turn the page before completing the table.
TABLE 1-2
Assessment of problem preferences
Assess your intrinsic interest in solving problems in each of these domains on a scale of 1 to 10, where 1 means very little interest and 10 means a great deal of interest.
| Design of appraisal and reward systems __________ | Employee morale __________ | Equity/fairness __________ |
| Management of financial risk __________ | Budgeting __________ | Cost-consciousness __________ |
| Product positioning __________ | Relationships with customers __________ | Organizational customer focus __________ |
| Product or service quality __________ | Relationships with distributors and suppliers __________ | Continuous improvement __________ |
| Project management systems __________ | Relationships among R&D, marketing, and operations __________ | Cross-functional cooperation __________ |
Now transfer your rankings from table 1-2 to the corresponding cells in table 1-3. Then sum the three columns and the five rows.
The column totals represent your preferences among technical, political, and cultural problems. Technical problems encompass strategies, markets, technologies, and processes. Political problems concern power and politics in the organization. Cultural problems involve values, norms, and guiding assumptions.
If one column total is noticeably lower than the others, it represents a potential blind spot for you. If you score high on technical interests and low on cultural or political interests, for example, you may be at risk of overlooking the human side of the organizational equation.
The row totals represent your preferences for the various business functions. A low score in any row suggests that you prefer not to grapple with problems in that functional area. Again, these are potential blind spots.
TABLE 1-3
Preferences for problems and functions
| Technical | Political | Cultural | Total | |
| Human Resources | ||||
| Finance | ||||
| Marketing | ||||
| Operations | ||||
| Research and Development | ||||
| Total |
The results of this diagnostic exercise should help you answer the following questions: in what spheres do you most enjoy solving problems? In what spheres are you least eager to solve problems? What are the implications for potential vulnerabilities in your new position?
You can do a lot to compensate for your vulnerabilities. Three basic tools are self-discipline, team building, and advice and counsel. You need to discipline yourself to devote time to critical activities that you do not enjoy and that may not come naturally. Beyond that, actively search out people in your organization whose skills are sharp in these areas, so that they can serve as a backstop for you and you can learn from them. A network of advisers and counselors can also help you move beyond your comfort zone.
Watch Out for Your Strengths
Your weaknesses can make you vulnerable, but so can your strengths. To paraphrase Abraham Maslow, “To a person with a hammer, everything looks like a nail.”3 The qualities that have made you successful so far (it’s worth being clear in your own mind what your hammer is) can prove to be weaknesses in your new role. For example, Julia was highly attentive to detail. Though clearly a strength, her attention to detail had a downside, especially in tandem with a high need for control: the result was a tendency to micromanage people in the areas she knew best. This behavior demoralized people who wanted to make their own contributions without intrusive oversight.
Relearn How to Learn
It may have been some time since you faced a steep learning curve. “Suddenly I realized how much I didn’t know” is a common lament from leaders in transition. You may have excelled in a function or discipline, like Julia, and now find yourself in a project-leadership position. Or like David, you may be joining a new company where you lack an established network and sense of the culture. In any case, you suddenly need to learn a lot, fast.
Having to start learning again can evoke long-buried and unnerving feelings of incompetence or vulnerability, especially if you suffer early setbacks. You may find yourself mentally revisiting a juncture in your career when you had less confidence. Perhaps you will make some early missteps and experience failure for the first time in ages. So you unconsciously begin to gravitate toward areas where you feel competent and toward people who reinforce your feelings of self-worth.
New challenges and associated fears of incompetence can set up a vicious cycle of denial and defensiveness. Put