I have never seen it, but I am willing to bet somewhere on the 39th floor of a midtown Manhattan skyscraper there is a plaque that reads: “In this office worked the worst middle-level manager who ever lived: Paul B. Brown.”
Truer words were never written.
I retired with the title: World’s Worst Boss.
The people who suffered from what could only be described in jest as my “management style” can attest to this. I micromanaged. I wouldn’t delegate. I didn’t trust anyone to do an important task (since I knew I could do it better myself.) I had (to be kind) limited interpersonal skills, i.e. I didn’t know the first thing about how to be a boss, let alone a leader.
The list of my flaws were endless and legendary within the largest division of the Fortune 500 company that once employed me.
In retrospect, I realize that one of the things that made the situation worse was the advice I got. People were constantly telling me to work on my weaknesses.
Well, I did and it was the worst thing I could have done. Yes my delegation skills (for example) increased 300%. I went from a 1 to a 3 on a scale of 10. But
A. I was still lousy at it.
B. I wasted a lot of time that could have been far better spent trying to build up my strengths.
Misguided
I know this is going to make a lot of people cranky, but I believe it with all my heart: You are far better off capitalizing on what you do best, instead of trying to offset your weakness. Making a weakness less of a weakness is simply not as good at being the best you possibly can be at something.
My colleague Mike Maddock has written you should find a Ying for your Yang, a person who can offset your weaknesses with their strengths. Mike is one of the smartest guys I know, so it is not surprising that I agree with him. But I would go dramatically further. I think you should do everything in your power ONLY to do what you do best.
There are three reasons why.
1. By definition you are bad at the things you are bad at. We all operate in a competitive marketplace. Why would you want to handicap yourself?
2. Working at things you are not good at is frustrating and saps energy. That makes it harder to build your company.
3. You only have limited resources. You need to maximize your potential.
Is what I am advocating practical? Well, I have set up business life this way, but mine is a micro-business. It is never going to grow beyond what I personally can handle. (I never did figure out how to manage people.)
By Paul B. Brown
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