In leadership, the age-old debate goes something like this: Should you dedicate time to developing your best or your worst skills? Should you focus or broaden your repertoire of tools and assets?

I explore this conundrum in considerable detail in my book  Intentional Leadership, but the short answer is to specialize, specialize, specialize.

As a younger woman, I spent long days at my job then returned home to (attempt to) prepare dinner. I was never a good cook, and to this day I can barely boil an egg. I never developed the skills essential to cook well and any phase of cooking is antithetical to my natural inclinations and comfort zones . I find the tiny details and mundanities of cooking bore me, both of which are necessary to successful meal preparation. However, I am comfortable with both my strength and limitation here;  I was a successful c-suite executive and a terrible cook.

When it came time to decide on my “encore career,” the whole world lay before me. Some careers require long spans of attention to minute details. However, tasks that need those skills drain my energy rather than fuel me. I wanted to feel energized by my encore career, not enervated. So, I chose a career in executive coaching, a job with constant stimulation, new challenges, and big-picture goals. Distinguishing what invigorates you versus what exhausts you—as well as deciding what to do once you realize you cannot do every job well—distinguishes Intentional from Unintentional leaders.

Intentional Leaders welcome  feedback and act on it in some capacity. Unintentional leaders react poorly to hearing feedback, either becoming defensive or ignoring the issues at hand. In my book, I share the four keys to Intentional leadership. The first key is “know thyself.” The process of achieving this level of self-awareness often includes a personality assessment. I use the Workplace Big 5 Profile 4.0™ to highlight what’s important to you as a person, your stress tolerance, your amiability, your creativity, and the sources of your energy. Getting to know yourself also requires some introspection and analysis of past events, both great ones and not-so-great ones. Revisiting prominent life events allows leaders to analyze what worked, what was important to them, and how the events could have gone differently.

Self-awareness will enhance your natural leadership skills. Once you increase your level of self awareness, you can allocate your energy appropriately. Discover your strengths and make them stronger. Determine what drains your energy and find ways to work around them, so they don’t drag you down. Or if you can’t avoid them, use them as an opportunity to stretch, grow and learn something.  By choosing to maximize your strengths and deal with your limitations, you will find your natural leadership will attract the followers you need to achieve your highest potential for success.