During a Yankee World Series appearance, Joe DiMaggio’s arm was reportedly injured. Scouting reports said opponents could run on anything hit to center since supposedly DiMaggio couldn’t throw.

How did DiMaggio deal with this blatant weakness?

Even though hurt, he could make one throw a day. Most people would save that one throw for an important play late in the game. Not DiMaggio. Before the game, with the opposing team on-field, he’d uncork a bullet from center to home plate. Seeing this for themselves, the other team wouldn’t dare try to take advantage of DiMaggio’s arm by attempting to grab an extra base when things really counted.

The Lessons

Lesson one focuses on the fundamental strategic question, “What matters?” In this case, preventing runners from advancing on balls hit to center was paramount. And since DiMaggio’s physical prowess was failing him, he used an alternative - his mental skill – to accomplish this important objective. That adeptness demonstrates a true strategic perspective.

The second strategic lesson is that you don’t have to display all your capabilities all the time for them to be effective. DiMaggio relied on his reputation, with only slight real evidence, to create a larger-than-reality perception.

Applying the Lessons

The first lesson’s application is relatively clear: understand the desired objective and be open to unconventional ways to accomplish it.

The second lesson is perhaps more subtle. Suppose you have a capability that’s beneficial but isn’t natural for you or not one of your strongest traits. While it’s fine to not rely on the capability, you may still need to let people know it’s in your repertoire.

For example, one colleague at work had been characterized as too mild-mannered to lead. He assured me he did have passion and fire, although it wasn’t natural for him to display it. I shared the DiMaggio story, encouraging him to pick a spot and display his passion (maybe even some temper) with a group who would share the incident. He ignored the advice and ultimately got caught up in layoffs, in part, because of his perceived lack of toughness.

Another equally mild-manner person at work, however, is viewed differently. At specific points in his career in front of the right audiences, he’s displayed flashes of temper in challenging others. As a result, he’s seen as having the “fire” of a strong leader. He hardly ever displays this personality trait, but people know it’s there and don’t cross him unnecessarily because of it.

What It May Mean for You

Ask yourself – do you have perceived weaknesses springing not from lack of ability, but from unwillingness to do things that don’t come naturally? If a perceived defect relates to something important personally or for career success, figure out how and when to demonstrate that it isn’t really a weakness.

Doing this can help prevent others from trying to take advantage of you when it really counts!