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.
It's that time of year - looking back at close of this year and looking ahead to the next one. And the attendant work of making goals and resolutions. I do this every year, but I take some time to get it right for me - I start thinking about it now, but usually end up with a final list for myself near the end of the month. This gives me time to consider what worked previously, what didn't work, what my current priorities are, and where and what I'd like to be in the future (not necessarily in this year, but eventually).
Imagine you are decorating a room. There is large sofa, and you have some throw pillows decorating it, but it looks a little bare, so you get some more. And some more. And some more. How many is too many? 5? 20? 65? Like cupcakes or party invitations, it is possible to have too much of a good thing. This applies to collaborative teams as well.
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.