One big mistake leaders make in their development is to try to overcome weaknesses rather than further building on their strengths.
I see it all the time when my clients undergo a 360 degree feedback: the majority of executives pay more attention to what others rate as a weakness rather than what is seen as their strengths.
And whilst of course you need to work on those weaknesses that could one day become your career stopper, research indicates that a great leaders are not well-rounded. They are not generalists. Great leaders excel at a few key skills and utilize those highly effectively.
Effective leadership isn’t generic. [...] [True leaders] must be spiky, not well-rounded, and those “spikes” must be relevant to the way that the company creates value. For example, an organization that makes its money out-marketing the competition isn’t likely to be inspired by a leader whose best talent is cost management. Spiky leaders achieve great performance by obsessing about the specific capabilities that underpin their company’s competitive advantage. They make sure those capabilities get an outsized, unfair share of resources and provide the key players the freedom they need to continue to excel.