You must come to terms with your business strengths and then, collaborate to solve your weaknesses.

For instance, my specialisation is services not products, quality not quantity. I love to develop ideas & products and to prototype them. I see them to the point of profitability, but I’m terrible at scaling them. Once operational details & minutiae emerge, I lose interest.

I love to train people, document processes (to eliminate key man risk) and design HR systems. But, I dislike recruitment, staffing and other administrative parts of HR Management.

I love identifying, analysing and doing preliminary due diligence for investment opportunities. But, I dislike financial modelling and contracts development. I can run numbers, but it takes me longer than most people. Math was never my strong point.

Whenever I sit on a Board or collaborate on ventures, I play to my strengths. That’s the only way I can give full value. I also ensure the team comprises people who can do the things I don’t do well.

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