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’Your greatest strength is your greatest weakness.’ – Emerson

Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.

Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation of trust.

…some of this comes down to our fragile egos. We’re driven to deny our weaknesses when we want to see ourselves in a positive light or paint a glowing picture of ourselves to others.

The most effective leaders score high in both confidence and humility. Although they have faith in their strengths, they’re also keenly aware of their weaknesses.

Arrogance leaves us blind to our weaknesses. Humility is a reflective lens: it helps us see them clearly. Confident humility is a corrective lens: it enables us to overcome those weaknesses.

Rethinking depends on a different kind of network: a challenge network, a group of people we trust to point out our blind spots and help us overcome our weaknesses.

…there’s evidence that people are more interested in hiring candidates who acknowledge legitimate weaknesses as opposed to bragging or humblebragging.

…in a wide range of fields… the connection between general intelligence and specific ability is weak and in some cases apparently nonexistent.

Paradoxically, you strengthen your bargaining position by weakening your control over the situation.