A Quote by Frances Hesselbein

Good leaders make people's strengths effective and their weaknesses irrelevant. — © Frances Hesselbein
Good leaders make people's strengths effective and their weaknesses irrelevant.
Organizations exist to make people's strengths effective and their weaknesses irrelevant. And this is the work of effective leaders.
Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.
It's not that we ignore our weaknesses; rather, we make our weaknesses irrelevant by working effectively with others so that we compensate for our weaknesses through their strengths and they compensate for their weaknesses through our strengths.
When we look through the lens of each others' weaknesses, we make others' strengths irrelevant and their weaknesses more evident.
I think I'm good at amplifying an actor's strengths, and minimizing their weaknesses. And they all have strengths and weaknesses.
Human players have their strengths and weaknesses and Watson is the same way. He just has different strengths and weaknesses than most people.
The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
In golf your strengths and weaknesses will always be there. If you could improve your weaknesses, you would improve your game. The irony is that people prefer to practice their strengths.
Everyone, regardless of ability or disability, has strengths and weaknesses. Know what yours are. Build on your strengths and find a way around your weaknesses.
Good captains know the strengths and weaknesses of their teams and make decisions accordingly.
Find your true weakness and surrender to it. Therein lies the path to genius. Most people spend their lives using their strengths to overcome or cover up their weaknesses. Those few who use their strengths to incorporate their weaknesses, who don't divide themselves, those people are very rare. In any generation there are a few and they lead their generation.
Team leaders have to connect with their team and themselves. If they don't know their team's strengths and weaknesses, they cannot hand off responsibilities to the team. And if they don't know their own strengths and weaknesses, they will not hand off responsibilities to the team.
The biggest challenge we all face is to learn about ourselves and to understand our strengths and weaknesses. We need to utilize our strengths, but not so much that we don't work on our weaknesses.
If you don't live in your strengths, you'll die in your weaknesses. Do first and most what you're good at, and bring others along who are good at your weaknesses.
In most cases, strengths and weaknesses are two sides of the same coin. A strength in one situation is a weakness in another, yet often the person can't switch gears. It's a very subtle thing to talk about strengths and weaknesses because almost always they're the same thing.
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