 I am currently teaching a course in the Mohawk College and CARA Research Administration Certificate program. As part of this, I’ve been writing essays around each week’s discussion topic, in response to the discussions and reflections by the students. The next of these is on the topic of the building effective relationships for project management.
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 I am currently teaching a course in the Mohawk College and CARA Research Administration Certificate program. As part of this, I’ve been writing essays around each week’s discussion topic, in response to the discussions and reflections by the students. The next of these is on the topic of the stakeholder categories, prioritization, communications and understanding requirements and expectations.  I am currently teaching a course in the Mohawk College and CARA Research Administration Certificate program. As part of this, I’ve been writing essays around each week’s discussion topic, in response to the discussions and reflections by the students. The first of these is on the topic of the driving priority in management of the project.
 I’ve written previously about strengths and strengths-finding and cultivating strengths. When I first started focusing on strengths with my coach, I was concerned that I was missing something by ignoring (or focusing less, anyway) on my weaknesses. But this seemed to be standard in a strengths-focused approach. I think the thinking is that weaknesses are typically less about character and more about skills; the latter can be improved by training. Also, building on strengths is not about changing but capitalizing and weaknesses are (potentially) off-set by strengths and so will be overcome somewhat naturally. I think this latter point is incorrect, as ignoring or failing to recognize a weakness can make it worse or at least leave it vulnerable.
 I was intrigued to read this article, as I'm always on the lookout for ways to build on strengths but also to understand and mitigate weaknesses. Sometimes you can have too much of a good thing - strengths can become overwhelming if applied incorrectly or overdone. By developing complementary skills, you can work towards balancing strengths in ways that enable you and your teams to be highly effective and keep people engaged and performing.
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Who is Robyn?
My career as a research project manager is rewarding, dynamic, challenging, and fun. I'm looking forward to sharing my knowledge and experience in communication, organization, and common sense approaches in research management and leadership, and to enabling others to learn and grow in this exciting career. 
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