SWOT Therapy: Hello Weakness, My Old Friend.
“Embrace your weaknesses, interrogate them deeply, get uncomfortable, and then do something about them. That’s how you turn a SWOT from an exercise into a transformation tool.”
Weaknesses are the part of a SWOT most teams rush through or soften with polite language. In this candid conversation, Robin McLoughlin and Scot Safon dig into why that avoidance is risky and why real progress starts with honesty. This is about getting uncomfortable on purpose so your strategy is built on truth not wishful thinking.
Robin: Okay, Scot, we both know this is the quadrant nobody wants to talk about. Weaknesses. The part that makes everyone squirm. Why do you think that is?
Scot: Because it feels like airing your dirty laundry in front of the whole family. No one wants to admit where they're vulnerable. People love Strengths — it’s a dopamine hit. But Weaknesses? That’s like sitting under a harsh light and listing out every insecurity.
Robin: Exactly. But here’s the thing: ignoring your Weaknesses doesn’t make them go away. In fact, it usually makes them stronger — like mold in a dark basement. If you don’t acknowledge them, they grow and quietly undermine your business.
Scot: Well said. And you know what? Identifying Weaknesses isn’t about beating yourself up. It’s about surfacing the issues before they surface for you and your customers. The goal isn’t just to list them, but to understand their root causes and decide what to do next.
Robin: I tell clients: Weaknesses are not confessions; they’re opportunities in disguise. They show you exactly where to focus your energy if you want to get better. But people often avoid going deep because they’re afraid of what they’ll find, or they don’t want to admit that something they built might not be working.
Scot: And the politics! Weaknesses can get political fast. Nobody wants their department or pet project called out as a Weakness. So, people water down the language — “We could improve our customer response time” instead of “Our customer service is slow and it’s hurting our reputation.”
Robin: Yes! The euphemisms drive me nuts. If you’re going to bother identifying Weaknesses, you need to be brutally honest. Otherwise, you’re just wasting time and creating a false sense of security.
Scot: Here’s a tip I give teams: if a Weakness doesn’t make you at least a little uncomfortable, it’s probably not real enough. A real Weakness should sting a bit. That’s how you know it’s worth addressing.
Robin: Love that. And once they’re on the table, you have to decide: is this something we fix, manage, or accept? You don’t have to transform every Weakness into a Strength. Sometimes the smartest move is to mitigate it or avoid situations where it shows up.
Scot: Totally agree. And some Weaknesses are okay to keep if they’re strategic trade-offs. Maybe you’re not great at custom services because you’re laser-focused on scalability. Fine but own it, don’t hide it.
Robin: Another point: involve more voices when discussing Weaknesses. If the discussion is limited to leadership, you’re likely to get a sanitized, out-of-touch list. You need insights from frontline staff and clients — the people who feel the Weaknesses firsthand.
Scot: Exactly. They know where the bodies are buried. And they’ll tell you — if you create a safe environment for them to be honest.
Robin: So, what’s the payoff for doing this uncomfortable work?
Scot: Clarity. You can’t build a solid strategy on a foundation of half-truths. Addressing Weaknesses head-on builds trust internally and externally. Plus, it sharpens your sense of where to play and how to win.
Robin: Couldn’t have said it better. Weaknesses aren’t the villain of the SWOT matrix. They’re the catalyst for growth if you’re brave enough to face them.
Scot: And if you skip them, you’re basically saying, “We’re good with status quo.” And we both know, in this market, status quo is a slow-motion decline.
Robin: So, let’s sum it up: Embrace your Weaknesses, interrogate them deeply, get uncomfortable, and then do something about them. That’s how you turn a SWOT from an exercise into a transformation tool.
Scot: Perfect. Now — ready to tackle Opportunities next?
Robin: Bring it on!
Connect with Scot and Robin:
Scot Safon, Marketing Consultant, Robin McLoughlin, Principal at McL
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