Your Differences Are Actually Your Greatest Professional Strengths

Your Differences Are Actually Your Greatest Professional Strengths


You are a night owl, a mother, a dreamer. Or you may be financially backward or deep in rural isolation. Whatever your personal differences, you are conditioned to believe that it is a weakness. There is something hidden in the work.

I’m here to tell you that what you think is your weakness, in fact, may be your greatest professional strength. Our personal stories affect how we think about our abilities, achievements, and possibilities, and often, our perceptions of us are more negative than our peers’ assessments.

When you are different from your peers

I worked with Emily in a private equity with a young leader who was struggling to reconcile her differences with her colleagues, and her story taught me a lot about how to handle these things. Sees from the theory that separates us.

Emily is a bright, engaged woman with a strong track record of accomplishment. A graduate of both Harvard University and Harvard Business School, he left Boston to join an elite private equity firm in California. She developed quickly and often, and soon she was sitting on the fortieth floor in a corner office. She is polished, confident, and attractive. He is perfect, at first glance.

During our first meeting, she admitted that she was tired. “I’m trying to keep up, but I don’t think I can. Everyone has more time to focus on sourcing and deal research than I do. My little boy is gnashing his teeth, and he stays up all night. I can’t stay awake when I’m late for work on my laptop. I just keep digesting, and I know I’m lagging behind

Emily looked at her colleagues and realized three things: Oh, ll, they were all men. Second, no one had children or family responsibilities. Third, each of them worked all day, every day. She believed that in order to be successful in this environment, she had to look like the people around her.

Emily worked hard to remove all traces of her son from her work life. When she was born, she checked her e-mail shortly after leaving the hospital and returned to the office within six weeks. She seldom talked about it and had a long list of nannies on the phone to help her stay up late and get started early.

He told me, “I can’t afford to be different. We learned from Emily’s colleagues later and the manager desperately hoped that would be the case.

“He who follows the sheep does not usually go beyond the sheep. A person who walks alone finds himself in places he has never seen before. – Albert Einstein

Personal differences help to correct stagnation

Often, people and companies get stuck in routines. They develop a “as we have always done”, and change becomes difficult. One of the benefits of having people with personal differences on the team is that these differences can lead to positive change that cannot be considered otherwise.

For example, Emily immediately returned to work on parental leave. Later, his team had to provide a pitch in New York. The three-hour meeting required six members of the team to fly out of the country and return within 24 hours. Emily, who is caring for a newborn baby, did not know how to do the job and, after struggling with her decision, asked if the team was considering a virtual option for the meeting. Will do. Can they make patches via video?

The team agreed, and the pitch was better. Although it was a long shot, the client eventually chose a firm with deep experience in its niche. It didn’t matter what the team’s physical presence was. When they heard the news, the team members were thankful that they did not spend a dozen hours in the air that day.

We are our strongest critics

Two years later, eight of the nine on the team remembered the pitch as a success because it did not result in new business, allowing the team to practice their skills in pitching. ۔ But Emily never considered the day a success.

She is the only member of the team who considers this pitch and this whole incident a failure. She tells herself that at her suggestion, and at her request, the team accommodation, everyone had to win a long shot.

Emily is telling herself a story about her difference. Some parts are true. She asked the team to meet the need to stay home with her child. The team lost the pitch. These are the facts.

But parts of the story are interpreted. Its interpretation, or evaluation, differs from that of its team members. He believes the team was lost because the team did not travel. He believes that the team prefers to travel, that the team has included this loss in its column for a long time, and now it has to make up for this loss.

However, the opposite is true of peers. One senior partner told me, “I wish Emily would put a rock on the boat more often. We’re looking for innovators and visionaries. She’s a great worker, but she always does that. Except for that time.” When he recommended that we not travel long distances.

Emily’s colleagues not only approved of her various behaviors, but also expressed the hope that she would become more involved.

“What separates you can sometimes feel like a burden and it doesn’t. A lot of the time, that’s what makes you great.” Emma Stone

The lesson to be learned from Emily’s story is that we look at our differences through the strictest lens. We assume that anything that goes against the status quo is wrong, a mistake when, in fact, breaking the mold is often creative, confident and modern. These are just some of the goal setting shareware that you can use.

By embracing your differences, you draw yourself to exciting opportunities and combine old habits to force development, which will lead you professionally to play it safe and always be willing. Need to work



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