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When strength becomes weakness – Adam Grant.When Weakness Becomes Strength / Simpson, Laura Russell - 紀伊國屋書店ウェブストア｜オンライン書店｜本、雑誌の通販、電子書籍ストア

 

脚が衰 ｛おとろ｝ えてくる 【表現パターン】 get [become] weak in the legs. 飢 ｛う｝ えとストレスで衰弱 ｛すいじゃく｝ する 【表現パターン】 get [become] weak with hunger and stress. 半病人 ｛はんびょうにん｝ になる 【表現パターン】 get [become] very weak. 徐々 ｛じょじょ｝ に［次第 ｛しだい｝ に・だんだん（と）］弱くなる 【表現パターン】 become [get, grow] gradually [progressively] weakened.

徐々 ｛じょじょ｝ ［次第 ｛しだい｝ に・だんだん（と）・漸進的 ｛ぜんしん てき｝ ］に弱くなる 【表現パターン】 become [get, grow] gradually [progressively] weaker. 症状 ｛しょうじょう｝ が体の下方 ｛かほう｝ に移っていくにつれて徐々 ｛じょじょ｝ に［次第 ｛しだい｝ に・だんだん（と）］衰弱 ｛すいじゃく｝ する 【表現パターン】 become [get, grow] progressively weaker as symptoms gradually move down the body.

アルクグループ アルクのウェブサイト アルクショップ アルクオンライン英会話 英辞郎 on the WEB Pro. インフォメーション 会社概要 採用情報 プレスリリース アルク製品サポート. She is one whose life has been dramatically changed by the power of Almighty God.

At sixty-six years of age, Laura Russell Simpson was healed of a stroke she had suffered in , delivered from bipolar disorder, now not diabetic, and waiting patiently and expectantly on healing of foot problems.

After years of struggles through pits and prisons, like Joseph, the patriarch, God has now brought her out to an abundant life of victory and joy, no matter the circumstances. She has shared forty-six years with her husband, Bill, thirty-nine years with her daughter, Lauran, and twenty-one years with her grandson, Josh. She resides in her hometown of Rock Hill, South Carolina. She considers herself to be greatly blessed in many, many ways by the God and Savior she loves and lovingly serves.

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become weakの意味・使い方・読み方 | Weblio英和辞書 - About the speaker

 

Perhaps the biggest fad to sweep through management in the last decade was the strengths movement. Its message was that you should build on natural talent to maximize strengths rather than try to improve weaknesses. Like any successful movement, the strengths movement drove a single issue and inevitably left out a lot. Although several important things got overlooked, we want to call attention to a very real danger: Strengths can become weaknesses when overused.

Our new book, Fear Your Strengths , is a cautionary tale based on 50 years of combined experience assessing thousands of leaders and coaching hundreds of executives. Further, the more pronounced your natural talent and the stronger your strengths, the graver the risk of taking them to counterproductive extremes.

There was a clear correlation between having talent in certain areas and overdoing behaviors associated with those talents. Overall, leaders were five times more likely to overdo behaviors related to their areas of natural talent than areas in which they were less gifted.

Taking these strengths too far has consequences. Across thousands of managers ranging from middle management to CEOs and spanning the US, Latin America, Europe, and Asia, we find a curvilinear relationship between leader behavior and employee engagement, team productivity, and effectiveness. One of the more counterintuitive things we have discovered is that not only do many leaders not know what their strengths are, but they also downplay and deflect feedback about their strengths.

It takes extra effort to get the strengths to sink in, but doing so is prerequisite to fine-tuning how you use them. Fine-tuning is an art that requires an exquisite blend of both self-awareness and situational awareness. Be aware of yourself. To handle the challenges that come your way, you must be able to read and respond adeptly.

This requires knowing your default tendencies — for instance if you are more achievement-oriented and commanding, then you may be biased to respond too forcefully.

Self-awareness allows you to respond mindfully to the needs before you, rather than out of habit. Be aware of the situation. We find it helpful for leaders to think of adjusting their strengths like a volume control [PDF]. The trick is to get the setting just right for the situation — from soft music for a quiet, intimate exchange, to a louder and lively level for a dance party. Knowing how much passion to put in a speech, how seriously to stress a concern, how long to let a discussion go on, how deep to get into the details, how fast to drive a change initiative — all of this requires a deft touch, equal parts knowing your own strength and knowing your audience.

It is neglectful if not irresponsible to emphasize strengths without warning leaders that the stronger the strength, the greater the danger of taking it too far. Toning down overused strengths requires a different approach from the skill development needed to improve upon a weakness, where the challenge is adding to a repertoire with basic skill building. Getting a strength under control is about refining a skill you already have.

It requires learning to be more selective about what situations call for that strength and calibrating how much is enough, versus too much.

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Create an account to read 2 more. Overdoing it is just as ineffective as underdoing it. by Robert B. Kaiser and Robert E. HBR Learning. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune companies. Free for a limited time! Read more on Leadership or related topic Managing yourself. Rob Kaiser is president of Kaiser Leadership Solutions.

Bob Kaplan is founding partner of Kaplan DeVries Inc. They are the authors of HBR article Stop Overdoing Your Strengths. Start Course. Partner Center.