It remains true that great managers recognize individualities and focus on developing strengths rather than weaknesses. Great leaders, in sharp contrast, recognize what is (or could be) shared in common - a vision, a dream, a mission, whatever - and inspire others to join them in the given enterprise.

If the manager really is the problem, try to get reassigned elsewhere in the organization or start looking for one in which you can play to your strengths.

The fact remains that we have an obligation to discover what we really, really, really want to do (which is probably what we do best) and then do it even better... much better.

Too many of the organizations I have observed resemble a farm in Kansas. They have lots of fences and silos as well as a storm cellar.

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.

Managers are, and should be, totally responsible for recognizing individual strengths (both natural talents and skills), getting those strengths in proper alignment (i.e. in the right "seats"), and then leveraging them.

A note of caution: We can never achieve goals that envy sets for us. Looking at your friends and wishing you had what they had is a waste of precious energy. Because we are all unique, what makes another happy may do the opposite for you. That's why advice is nice but often disappointing when heeded.