Doing what you’re good at is an obvious prescription – perhaps a little too obvious for the aspiring entrepreneur who most likely takes pride in discovering the hidden dimensions of everything! It can’t be that simple, can it? I would argue that it really is simple - just not easy. Discovering what you’re good at takes time, intellectual honesty, and an even greater awareness of what you’re not so good at. Usually, some failure is required. It’s also not a binary system – not everything fits into neat categories of what you should and shouldn’t be doing, and as discussed, starting something substantive inevitably requires you to do a little bit of everything. That said, ascending to the next level will require you to leverage your strengths as never before.
You have certain obvious strengths you already know about. Getting into (and through) college requires a broad range of competencies that we often take for granted, and it’s easy to confuse competencies with real strengths, especially if you have the kind of work ethic that can compensate for subtle weaknesses. Even so, you probably have a good idea where your major strengths lie, and they can all serve as a clue as to what you should be doing with your life.
Within these strengths there is something you are so good at that it seems effortless – and because it’s so intuitive, you may assume others can do it too. This sometimes manifests itself when working in teams - when something comes so easily it can be hard to appreciate how it could be a real struggle for someone else. As a result, you may even undervalue this strength, which would be a shame, because this is your superpower - the key to making your greatest impact. The common factor among every great entrepreneur I know is having a superpower and knowing how to use it (despite often being below average in many other facets). “Well-balanced” individuals, by contrast, tend to be a hit at management consulting firms and other places where job titles actually include the word “generalist”.
Then, there are the things you aren’t good at, but would really like to be. The problem is that early on, you define yourself in part by being good at these things, and this can be really hard on the ego. It is a massive distraction from your true strength. But it is really important to emotionally and intellectually learn to let go here. And context matters as well – you might be perfectly adequate at one of these aspirational strengths in most people’s eyes, yet exist in an arena where you need to be among the best. I eventually had to accept that I would never be the greatest programmer (as much as I wish that weren’t true!). I could have continued to program for a living, but not if I wanted to someday work with the top software developers in the world (as I now do). I don’t regret having tried, but really this was just part of my journey to really understanding my strengths.
This is not to say that struggle isn’t valuable, but as with learning, people overestimate the value of struggle for its own sake. It’s largely a matter of recognizing what’s worth struggling for and what isn’t. Achieving your maximum impact isn’t just about identifying your talent and riding it to greatness. Almost everyone has weaknesses that blunt the impact of their strengths, and while these weaknesses might never be banished, you can absolutely learn to control them.
The final thing to remember is that this is largely a process of self-discovery. Your mentors and colleagues can help you get there, and they will definitely have insights that only an outside vantage point can provide. Ultimately, however, no one can do it for you – and that realization should excite and inspire you even more.