Forbes says forget the weaknesses, go full tilt and maximizing your strengths: (https://www.forbes.com/sites/actiontrumpseverything/2013/07/10/forget-about-working-on-your-weakness-play-to-your-strengths-your-overwhelming-reaction/#13da9c1d7765)
Harvard Business Review says just the opposite, that coaching has taken the “strengths” thing too far, that there is no scientific data to back this up, and that weaknesses must be attended to: (https://hbr.org/ideacast/2016/01/stop-focusing-on-your-strengths.html).
As the HBR article points out – toxic office behaviors are at the root of much of corporate dysfunction. Bright people are often the biggest perpetrators. So, what to do? From the research, it looks like making a conscientious effort to work on weaknesses truly can help a person function better at work to the tune of 30-40% more effectiveness at their jobs. The major reason this approach has fallen out of favor among coaches and self-help guides is that, “let me help you fix your faults” is not the sexy message that sells coaching and books. However, it is what keeps workers employed, and ultimately it is the work that will remove the road blocks that keep an employee from promotions and raises. Bosses are loathe to comment on weaknesses. Gone are the days of a manager who just manages others. They are busy with their own deliverables and unpleasant conversations derail their flow. Often they ignore the telltale signs and only address problems after the issues have built up for a while. You know what also builds up? Impatience and anger at the employee, such that many times by the time feedback on negative behaviors is shared, the manager has already demoted the employee in their mind. This makes it much harder for the employee to have a positive impact when they do address problems and change. Like a halo effect, the manager is carrying around the baggage from the pileup of infractions which comes with emotions that are fraught.
What’s the quick way to rectify this? An honest positive relationship with a manager. Your willingness to start your first few weeks at a job encouraging the manager to give all kinds of feedback – positive and negative – will put him/her at ease. You can even go into your weekly meetings (hopefully you are having those) with your own self-aware critiques to share.
You don’t want to over do the negative – start with items from your list of weekly accomplishments, intermittently bringing up difficulties and challenges – maybe 25% of the discussion can be about challenges? The conversation will feel a lot like the point in an interview when they ask, “What are your weaknesses?” As I’m sure you know, the formula for the weakness answer is, “here is something I find challenging,” (give a real example). Follow up with, “here is how I am attempting to work on it (give examples).” Unlike in an interview, you will take this one step further. Add, “do you have any ideas how I could get better faster on this issue?” This kind of dialogue, said in a positive and collaborative way, will get you far better input than just focusing on accomplishments. And if your manager is not receptive, try it with a colleague with a communications style you really appreciate. A, “really level with me” conversation with a trusted colleague or boss can make the world of difference, particularly if it is interwoven into a broader conversation that brings up your strengths.