#2 To be frank: What is it that you’re brilliant at?

#2 To be frank: What is it that you’re brilliant at?

In private as well as professionally, the successful completion of a task depends on several interacting variables, some of which you should draw your attention to by asking the following questions: Do you merely have to, or do you also want to? Do you enjoy this part of the job, or do you not? And are you really the best guy for this or is there someone else from whose specific expertise the task could benefit significantly?

Answering honestly and drawing the sensible conclusions from the respective insights will unburden you from those To-Dos that are postponed endlessly, that ask for too much time and forced discipline in order to achieve an acceptable result, and thus will ultimately leave you with the maximum amount of time spent on what you are best at. For the organization you work with, the companies, and yourself. If you enjoy something, but aren’t great at it, profit from your motivation to learn fast and easy. If you have put enough on your slate already, don’t waste your time trying to be perfect at everything at once – because nobody is. Outsource and later implement the delegated parts, thrive on the success caused by your strengths.

So what outshines everything else if you concentrate only on your core competencies? What is it that you are really brilliant at?

5 thoughts on “#2 To be frank: What is it that you’re brilliant at?

  1. Benedikt

    In the entrepreneurial domain and from the perspective of a suitable entrepreneurial design, Prof. Faltin has called the ’starting up using components‘ (‚Gründen mit Komponenten‘). The concept and its assumptions are simple: as a founder (this applies to leaders and managers just the same though) your time, energy, and attention are your most valuable assets. Thus it is essential to focus on those things that (as you put it, Frank) you are brilliant at and outsource/delegate or design systems and processes for the other necessary tasks to be completed.

    Your question at the end raises an interesting point: what are you (as a person) and what is your venture (as an organisation) brilliant at. Or to put it differently: what is the evolutionary purpose that drives you as an individual and how does it relate to your venture’s purpose?

  2. Frank

    Thank you very much for your interesting response Benedikt and sorry for my late reply – I do absolutely agree with your comments.

    You can imagine that while writing this blog I made my thoughts about what the core competencies of an entrepreneur, leader or manager should be and not at least what my own core competencies are. And only if so, you can focus on your mission and major activities by starting up using components, outource/ delegate things (you cannot focus on) for building up the business and company – by adding other competencies you might not have. Main core competency, what you should be briliant at as an entrepreneur is that you are able to gain other people for your vision and idea, that you are able to fascinate them to work with you together, identifying their strenghts and what they are brilliant in, integrating and connecting them with others by beeing empathic, reliable and valuing who they are and what they are able to do – that is what I am brilliant at.

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