Strengths Inventory

A senior manager has been promoted twice in three years based on strong execution. She describes her work as 'going well' but feels like she's working harder than she should for the outcomes she produces. When asked what she's genuinely good at versus what she's learned to be good at, she pauses for a long time. Her current role was built around organizational needs, not around her actual strengths.

Frame the distinction upfront: 'Competence and strength are not the same thing. You can be competent at something that d...