Misadventures with Maximize Strengths, Manage Gaps

Maximizing Strengths and Managing Gaps (MSMG) is a cheap heuristic that pushes you toward the local maximum of achievement by double-downing on what you already do well. The article shows how that mindset, while useful in the short term, can become a blind spot when strategic gaps-like technical vision or systems design-turn into career-limiting flaws. The author frames the concept with a sci-fi analogy of a bioweapon called Focus that forces victims into hyper-focused strength use, then pivots to personal anecdotes about climbing the engineering ladder using MSMG.

When the author was a junior tech lead manager, a gap in systems design threatened a promotion. A manager offered mentorship but suggested leaning into people-management strengths instead. The author chose the latter, delegating design work to experts while building cultural and organizational vision. Later, as a director, the gap widened into a technical-vision deficit, prompting the author to rely on architects for that piece while maintaining cultural leadership. The narrative highlights how fresh mentorship and a new manager can convert a managed gap into a strength, but also notes that this conversion isn't guaranteed.

The key takeaway for technical leaders is to recognize the limits of MSMG and invest early in strategic gaps, especially when a capable mentor is available. Switching managers solely to fix a gap carries risk, so leaders should question implicit assumptions, seek fresh perspectives, and balance achievement with personal fulfillment. The story underscores that career growth is not just about climbing the highest peak you can see, but also about choosing the right map and the right guides along the way.