One should do what one is best at on as large a scale as possible.
Do less of what you're terrible at and more of what you're good at. I don't know if that sounds too simple, but it's been working for me.
Successful people stick to what they are good at and find ways to make that larger.
You win games with your strengths, not your weaknesses.
You do what you have to do to get an advantage.
Second, we have to make the most of the strengths we have, the amenities that many of our competitors cannot replicate. But again, those advantages won't mean much if we don't do a great job with the basics of our business.
Don't fight forces, use them.
You find your strengths and play them up.
Great managers know they don't have 10 salespeople working for them. They know they have 10 individuals working for them . A great manager is brilliant at spotting the unique differences that separate each person and then capitalizing on them.
It is far more lucrative and fun to leverage your strengths instead of attempting to fix all the chinks in your armor. The choice is between multiplication of results using strenths or incremental improvement fixing weaknesses that will, at best, become mediocre. Focus on better use of your best weapons instead of constant repair.
