How to leverage unique strengths.
Some years ago, my manager, who was the Chief Technology Officer at a global professional business services company challenged an “exceptional rating” that I gave to one of my project managers who happened to be an introvert. An exceptional rating was rare in the firm, awarded to less than 10% of employees. This particular employee did not fit the profile of a typical project manager, at least in my manager’s mind. My manager believed project managers should be assertive , outwardly sociable, confident, and outspoken, and Charles (name changed) did not fit that image. Conversely, he was reserved, introspective, ...