Now, Discover Your Strengths
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Now, Discover Your Strengths

3.9 72
by Marcus Buckingham, Donald O. Clifton
     
 

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Based on a massive Gallup study of 2 million people, this book shows 1) individuals how to cultivate their own career strengths and strengths, 2) managers how to capitalize the talents of their people, and 3) executives how to build an entire organization around the talents of each employee. By the principal author of the national bestseller First, Break All the

Overview

Based on a massive Gallup study of 2 million people, this book shows 1) individuals how to cultivate their own career strengths and strengths, 2) managers how to capitalize the talents of their people, and 3) executives how to build an entire organization around the talents of each employee. By the principal author of the national bestseller First, Break All the Rules.

"Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer."

With this remark last year, Peter Drucker captured an enduring and unfortunate truth: most of us fail to build our lives around our strengths and talents. Instead, guided by our parents, by our teachers, by our managers and by psychology's fascination with pathology, we become experts in our weaknesses and spend our lives trying to paper over these cracks. Our talents remain in the background, like sundials in the shade.

This book will right our skewed perspective. It will throw light on each person's unique set of strengths and talents and show him how to focus and perfect these strengths.

At the heart of the book is the StrengthFinder Profile, the product of a twenty-five year, multimillion dollar effort to identify the most prevalent human talents. Gallup has conducted psychological profiles with over 2 million individuals--from the world's best teachers to the world's best hockey players, from great nurses to great insurance salespeople. This last year the data was meta-analysed and from all these interviews emerged thirty-four distinct talents or "themes." In this book we introduce these thirty-four themes and, using the StrengthsFinder Profile, reveal to each reader which of the thirty-four represent his or her most dominant.

Here are just a few of the individual talent themes, of which there are countless possible combinations:

Achiever: Your Achiever talent helps explain your drive. You feel as if every day starts at zero. By the end of the day you must rack up some numbers to feel good about yourself. Achiever is the power supply that causes you the set the pace and define the levels of productivity for your workgroup.

Activator: "When can we start?" is the recurring question in your life. You believe that action is the best device for learning. You know that often you have to make a decision without every last bit of desirable information. This does not frighten you.

Belief: If you possess strong Belief talent, you have certain core values that are

Each copy of Now, Discover Your Strengths includes a unique access code to the Clifton Strengthsfinder assessment and website. This code is valid for one use only. If you have a problem with your code please visit strengthsfinder.com for help.

Editorial Reviews

From the Publisher
Mike Morrison Dean, University of Toyota The code for managing has been broken and the secrets for success are here in this book! We know this from first-hand experience -- with over 2,000 Gallup 'strengths' program graduates (and growing) -- we will never look at our jobs, or our lives for that matter, the same way again. To achieve our greatest potential, this is by far the most important investment an individual or organization can make!

Martin E.P. Seligman Fox Professor of Psychology, University of Pennsylvania, Director, Positive Psychology Network, Author of Learned Optimism The keystone of high achievement and happiness is exercising your strengths, not correcting your weaknesses. The first step is knowing which strengths you own, and this superb book gives you a powerful and accurate way to find out.

Mihaly Csikszentmihalyi C. S. and D. J. Davidson Professor of Psychology, Peter Drucker School of Management, Claremont Graduate University, Author of Flow Now, Discover Your Strengths, based on years of research by The Gallup Organization, is a refreshingly sensible and user-friendly way to assess your psychological assets and build on them a successful and satisfying life.

Ed Diener, Ph.D., Alumni Distinguished Professor of Psychology, University of Illinois A brilliant book that will help readers to discover and capitalize on their specific strengths, as well as assist managers in supervising people with varying strengths.

Dr. Frank Schmidt Ralph L. Sheets Professor of Human Resources, Department of Management and Organization, College of Business, University of Iowa This book is built around a unique vision of the high-performing individual and the high-performing organization -- and that vision is built on a recognition of individual differences and the unique strengths of each person. A truly important book.

Mike Pucci Vice President, Glaxo Wellcome Now, Discover Your Strengths is the logical, practical application of the theories uncovered in First, Break All The Rules. We have rewritten our management development curriculum as a result of this important and defining research in leadership.

Sheryl Sandberg
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“This book has been instrumental in how we think about developing talent at Facebook.”
bn.com Review
The Barnes & Noble Review
Chances are that if someone approached you and asked for an honest list of your weaknesses and failings, you'd be able to oblige them without too much difficulty. But could you describe your strengths as easily? As Marcus Buckingham and Donald Clifton point out, we've all been so programmed to identify, analyze, and overcome our faults that we've done relatively little to nurture our native talents, even though success is typically won by tapping into those talents and turning them into real-world strengths. Attacking the myth that "each person's greatest room for growth is in his or her areas of greatest weakness," the authors of this highly useful book maintain that the first priority for individuals as well as corporations must be to identify and then capitalize on the unique, enduring talents latent within each one of us.

Buckingham and Clifton begin with a look at the lives of a few famous people -- Bill Gates, Tiger Woods, Warren Buffett -- who've turned their inner passions and drives into successful careers. But they also share the stories of some more ordinary folks: Sherie, for example, loved the idea of being a doctor but found that she disliked being around seriously ill people. She ultimately became a dermatologist, thereby putting her talent for healing into action without trying to "correct" the feelings that would have made her less effective working as an oncologist or an emergency room physician. These personal stories lead the authors into a larger discussion of strength building, a skill they view as necessary to happiness and achievement at work.

Now, Discover Your Strengths is a thoughtful and persuasive book that will enrich the lives of many people by teaching them to focus on their unique potential rather than forcing themselves into jobs or roles that will probably alienate them from their own true abilities. (Sunil Sharma)

Product Details

ISBN-13:
9780743201148
Publisher:
Gallup Press
Publication date:
01/01/2001
Pages:
272
Sales rank:
66,236
Product dimensions:
6.30(w) x 9.30(h) x 1.00(d)

Read an Excerpt

Introduction: The Strengths Revolution at Work

Guided by the belief that good is the opposite of bad, mankind has for centuries pursued its fixation with fault and failing. Doctors have studied disease in order to learn about health. Psychologists have investigated sadness in order to learn about joy. Therapists have looked into the causes of divorce in order to learn about happy marriage. And in schools and workplaces around the world, each one of us has been encouraged to identify, analyze, and correct our weaknesses in order to become strong.

This advice is well intended but misguided. Faults and failings deserve study, but they reveal little about strengths. Strengths have their own patterns.

To excel in your chosen field and to find lasting satisfaction in doing so, you will need to understand your unique patterns. You will need to become an expert at finding and describing and applying and practicing and refining your strengths. So as you read this book, shift your focus. Suspend whatever interest you may have in weakness and instead explore the intricate detail of your strengths. Take the StrengthsFinder Profile. Learn its language. Discover the source of your strengths.

If by the end of the book you have developed your expertise in what is right about you and your employees, this book will have served its purpose.

The Revolution

"What are the two assumptions on which great organizations must be built?"

We wrote this book to start a revolution, the strengths revolution. At the heart of this revolution is a simple decree: The great organization must not only accommodate the fact that each employee is different, it must capitalize on these differences. It must watch for clues to each employee's natural talents and then position and develop each employee so that his or her talents are transformed into bona fide strengths. By changing the way it selects, measures, develops, and channels the careers of its people, this revolutionary organization must build its entire enterprise around the strengths of each person.

And as it does, this revolutionary organization will be positioned to dramatically outperform its peers. In our latest metaanalysis The Gallup Organization asked this question of 198,000 employees working in 7,939 business units within 36 companies: At work do you have the opportunity to do what you do best every day? We then compared the responses to the performance of the business units and discovered the following: When employees answered "strongly agree" to this question, they were 50 percent more likely to work in business units with lower employee turnover, 38 percent more likely to work in more productive business units, and 44 percent more likely to work in business units with higher customer satisfaction scores. And over time those business units that increased the number of employees who strongly agreed saw comparable increases in productivity, customer loyalty, and employee retention. Whichever way you care to slice the data, the organization whose employees feel that their strengths are used every day is more powerful and more robust.

This is very good news for the organization that wants to be on the vanguard of the strengths revolution. Why? Because most organizations remain startlingly inefficient at capitalizing on the strengths of their people. In Gallup's total database we have asked the "opportunity to do what I do best" question of more than 1.7 million employees in 101 companies from 63 countries. What percentage do you think strongly agrees that they have an opportunity to do what they do best every day? What percentage truly feels that their strengths are in play?

Twenty percent. Globally, only 20 percent of employees working in the large organizations we surveyed feel that their strengths are in play every day. Most bizarre of all, the longer an employee stays with an organization and the higher he climbs the traditional career ladder, the less likely he is to strongly agree that he is playing to his strengths.

Alarming though it is to learn that most organizations operate at 20 percent capacity, this discovery actually represents a tremendous opportunity for great organizations. To spur high-margin growth and thereby increase their value, great organizations need only focus inward to find the wealth of unrealized capacity that resides in every single employee. Imagine the increase in productivity and profitability if they doubled this number and so had 40 percent of their employees strongly agreeing that they had a chance to use their strengths every day. Or how about tripling the number? Sixty percent of employees saying "strongly agree" isn't too aggressive a goal for the greatest organizations.

How can they achieve this? Well, to begin with they need to understand why eight out of ten employees feel somewhat miscast in their role. What can explain this widespread inability to position people -- in particular senior people who have had the chance to search around for interesting roles -- to play to their strengths?

The simplest explanation is that most organizations' basic assumptions about people are wrong. We know this because for the last thirty years Gallup has been conducting research into the best way to maximize a person's potential. At the heart of this research are our interviews with eighty thousand managers -- most excellent, some average -- in hundreds of organizations around the world. Here the focus was to discover what the world's best managers (whether in Bangalore or Bangor) had in common. We described our discoveries in detail in the book First, Break All the Rules, but the most significant finding was this: Most organizations are built on two flawed assumptions about people:

I. Each person can learn to be competent in almost anything.

2. Each person's greatest room for growth is in his or her areas of greatest weakness.

Presented so baldly, these two assumptions seem too simplistic to be commonly held, so let's play them out and see where they lead. If you want to test whether or not your organization is based on these assumptions, look for these characteristics:

  • Your organization spends more money on training people once they are hired than on selecting them properly in the first place.
  • Your organization focuses the performance of its employees by legislating work style. This means a heavy emphasis on work rules, policies, procedures, and "behavioral competencies."
  • Your organization spends most of its training time and money on trying to plug the gaps in employees' skills or competencies. It calls these gaps "areas of opportunity." Your individual development plan, if you have one, is built around your "areas of opportunity," your weaknesses.
  • Your organization promotes people based on the skills or experiences they have acquired. After all, if everyone can learn to be competent in almost anything, those who have learned the most must be the most valuable. Thus, by design, your organization gives the most prestige, the most respect, and the highest salaries to the most experienced well-rounded people.

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Finding an organization that doesn't have these characteristics is more difficult than finding one that does. Most organizations take their employees' strengths for granted and focus on minimizing their weaknesses. They become expert in those areas where their employees struggle, delicately rename these "skill gaps" or "areas of opportunity," and then pack them off to training classes so that the weaknesses can be fixed. This approach is occasionally necessary: If an employee always alienates those around him, some sensitivity training can help; likewise, a remedial communication class can benefit an employee who happens to be smart but inarticulate. But this isn't development, it is damage control. And by itself damage control is a poor strategy for elevating either the employee or the organization to world-class performance.

As long as an organization operates under these assumptions, it will never capitalize on the strengths of each employee.

To break out of this weakness spiral and to launch the strengths revolution in your own organization, you must change your assumptions about people. Start with the right assumptions, and everything else that follows from them -- how you select, measure, train, and develop your people -- will be right. These are the two assumptions that guide the world's best managers:

I. Each person's talents are enduring and unique.

2. Each person's greatest room for growth is in the areas of his or her greatest strength.

These two assumptions are the foundation for everything they do with and for their people. These two assumptions explain why great managers are careful to look for talent in every role, why they focus people's performances on outcomes rather than forcing them into a stylistic mold, why they disobey the Golden Rule and treat each employee differently, and why they spend the most time with their best people. In short, these two assumptions explain why the world's best managers break all the rules of conventional management wisdom.

Now, following the great managers' lead, it is time to change the rules. These two revolutionary assumptions must serve as the central tenets for a new way of working. They are the tenets for a new organization, a stronger organization, an organization designed to reveal and stretch the strengths of each employee.

Most organizations have a process for ensuring the efficient use of their practical resources. Six Sigma or ISO 9000 processes are commonplace. Likewise, most organizations have increasingly efficient processes for exploiting their financial resources. The recent fascination with metrics such as economic value added and return on capital bear testament to this. Few organizations, however, have developed a systematic process for the efficient use of their human resources. (They may experiment with individual development plans, 360-degree surveys, and competencies, but these experiments are mostly focused on fixing each employee's weaknesses rather than building his strengths.)

In this book we want to show you how to design a systematic strength-building process. Specifically, Chapter 7, "Building a Strengths-based Organization," can help. Here we describe what the optimum selection system looks like, which three outcomes all employees should have on their scorecard, how to reallocate those misguided training budgets, and, last, how to change the way you channel each employee's career.

If you are a manager and want to know how best to capitalize on the strengths of your individual direct reports, then Chapter 6, "Managing Strengths," will help. Here we identify virtually every ability or style you might find in your people and explain what you can do to maximize the strengths of each employee.

However, we don't start there. We start with you. What are your strengths? How can you capitalize on them? What are your most powerful combinations? Where do they take you? What one, two, or three things can you do better than ten thousand other people? These are the kinds of questions we will deal with in the first five chapters. After all, you can't lead a strengths revolution if you don't know how to find, name, and develop your own.

Two Million Interviews

"Whom did Gallup interview to learn about human strengths?"

Imagine what you might learn if you could interview two million people about their strengths. Imagine interviewing the world's best teachers and asking them how they keep children so interested in what might otherwise be dry subject matter. Imagine asking them how they build such trusting relationships with so many different children. Imagine asking them how they balance fun and discipline in the classroom. Imagine asking them about all the things they do that make them so very good at what they do.

And then imagine what you could learn if you did the same with the world's best doctors and salespeople and lawyers (yes, they can be found) and professional basketball players and stockbrokers and accountants and hotel housekeepers and leaders and soldiers and nurses and pastors and systems engineers and chief executives. Imagine all those questions and, more important, all those vivid answers.

Over the last thirty years The Gallup Organization has conducted a systematic study of excellence wherever we could find it. This wasn't some mammoth poll. Each of those interviews (a little over two million at the last count, of which the eighty thousand managers from First, Break All the Rules were a small part) consisted of open-ended questions like the ones mentioned above. We wanted to hear these excellent performers describe in their own words exactly what they were doing.

In all these different professions we found a tremendous diversity of knowledge, skill, and talent. But as you might suspect, we soon began to detect patterns. We kept looking and listening, and gradually we extracted from this wealth of testimony thirty-four patterns, or "themes," as we have called them. These thirty-four are the most prevalent themes of human talent. Our research tells us that these thirty-four, in their many combinations, can do the best job of explaining the broadest possible range of excellent performance.

These thirty-four do not capture every single human idiosyncrasy -- individuals are too infinitely varied for that kind of claim. So think of these thirty-four as akin to the eighty-eight keys on a piano. The eighty-eight keys cannot play every single note that can possibly be played, but in their many combinations they can capture everything from classic Mozart to classic Madonna. The same applies to these thirty-four themes. Used with insight and understanding they can help capture the unique themes playing in each person's life.

To be most helpful we offer you a way to measure yourself on these thirty-four themes. We ask you to pause after reading Chapter 3 and take a profile called StrengthsFinder that is available on the Internet. It will immediately reveal your five dominant themes of talent, your signature themes. These signature themes are your most powerful sources of strength. If you want to learn about the themes of your employees or family or friends, you can read Chapter 4 and learn about each of the thirty-four. But initially our main focus is you. By identifying and refining these signature themes you will be in the best possible position to play out your own strengths to the fullest.

As you study these five themes and consider ways to apply what you have learned, keep this thought in mind: The real tragedy of life is not that each of us doesn't have enough strengths, it's that we fail to use the ones we have. Benjamin Franklin called wasted strengths "sundials in the shade." As you can see, the impetus of this book is that too many organizations, too many teams, and too many individuals unknowingly hide their "sundials in the shade."

We want this book and your experiences while reading it to cast a light and thereby put your strengths to work.

Copyright © 2001 by The Gallup Organization

What People are saying about this

Mihaly Csikszentmihalyi
Now, Discover Your Strengths, based on years of research by The Gallup Organization, is a refreshingly sensible and user-friendly way to assess your psychological assets and build on them a successful and satisfying life.
Martin E.P. Seligman
The keystone of high achievement and happiness is exercising your strengths, not correcting your weaknesses. The first step is knowing which strengths you own, and this superb book gives you a powerful and accurate way to find out.
Ed Diener
A brilliant book that will help readers to discover and capitalize on their specific strengths, as well as assist managers in supervising people with varying strengths.
Mike Morrison
The code for managing has been broken and the secrets for success are here in this book! We know this from first-hand experience — with over 2,000 Gallup 'strengths' program graduates (and growing) — we will never look at our jobs, or our lives for that matter, the same way again. To achieve our greatest potential, this is by far the most important investment an individual or organization can make!
Frank Schmidt
Ralph L. Sheets Professor of Human Resources, Department of Management and Organization, College of Business, University of Iowa This book is built around a unique vision of the high-performing individual and the high-performing organization — and that vision is built on a recognition of individual differences and the unique strengths of each person. A truly important book.

Meet the Author

Marcus Buckingham is a Senior Vice President of The Gallup Organization. He is the main author of the best-selling book First, Break All The Rules. Marcus is a featured speaker at the Washington Speakers bureau and, over the last year, has appeared on, among many others, CNN International, CNBC's Power Lunch, and NPR's Morning Edition. He lives in New York City.

Dr. Donald O. Clifton was the chairman emeritus of The Gallup Organization, and the current chair of the Gallup International Research & Education Center. Together with Martin Seligman, past president of the American Psychological Association, and Mikhail Czetsentmihaly, author of Flow, he was one of the leaders of the Science of Positive Psychology. He was the chief designer of the StrengthFinder Profile.

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Now, Discover Your Strengths 4 out of 5 based on 0 ratings. 72 reviews.
Sandy_Dragonfly More than 1 year ago
I LOVE THIS BOOK! Marcus Buckingham speaks of how in our culture we are all well acquainted with our weaknesses, and we seek ways to compensate for these. We learn how to improve on what we are not really naturally talented at and try to fix ourselves. But when it comes to our strengths we are at a loss for detailed descriptions, and most of the time we are not even aware of our strongest talents. This book suggests we invest in our strengths and talents, in those things that we are especially good at and enjoy doing most. Their approach is scientific and based on an open survey they did with 2 million people that are working successfully in their field. It comes along with an online "Strengthfinder Test" and I discovered things about myself, that I hadn't been noticing as special before. I highly recommend this book to everyone!! And if you like this idea you will also enjoy reading "Working On Yourself Doesn't Work" by Ariel and Shya Kane (link below). Their approach is less business oriented, but is definitely helpful in all areas of your life. It's time we all discover our own greatness instead of picking on ourselves - it's the best way to stop picking on others!
Anonymous More than 1 year ago
The idea of the book is to help you find your talents, build your strengths, which will in turn, improve your performance.

Building your strengths is indeed somthing that is often overlooked, as most of the time we seek to improve our weaknesses- that's a point well taken- and a good reason to buy the book. However two more things also need to be mentioned. First, why can't we work on building both our strengths AND our weaknesses? In other words, why do we have to necessarily pick just one? I feel that many weaknesses can be improved upon.

Secondly, discovering your talents and doing what you're good at may not necessarily improve your performance. Why? Because there are lots of things we're good at, but still hate to do nonetheless. For instance, I'm really good at cleaning houses and debating, but I don't like to really do either one. People really perform well when its something that they know how to do AND when there's something meaningful/important in it for them. Anyway, just some food for thought. Readers may also be interested in The Sixty-Second Motivator.
Guest More than 1 year ago
The premise of the book is refreshing & rings true. However, after the 2nd read I realized that there is very little guidance given once you "discover your strengths." The treatment and description of the 34 possible themes is somewhat shallow. How do we apply these? Unfortunately that question is not adequately addressed. The book is of little use as a management tool unless you have your entire staff take the survey - which can only be accomplished by purchasing the book for each person. I find it disappointing that I was only allowed to take the survey once, & then only shown the top 5 themes. Am I to take these 5 themes on blind faith, without validating the results again in 6 months or a year? I find that somewhat disturbing, particlularly since the survey lacks any convincing documentation of its validity. I am forced to conclude that the book is primarily a marketing scam. Do we really need a survey to discover our talents? If I had it to do over again, I would buy the premise, but not the book!
Anonymous More than 1 year ago
I bought the NOOK Book version of this with the expectation of it including the online code. To my surprise, and contrary to what it says in the overview of the book, the code was not included. Needles to say, I am very disappointed . Please be warned that you may have an issue receiving the code with the NOOK Book version. Not sure if this was a human error, or not, but this will be returned. Good Luck!
KarenMalwin More than 1 year ago
Now, Discover Your Strengths is empowering, but get Finding Heroes by Larry Dillon it will help you not just find the best people for your business, but its thoughtful and reaches you on both personal and professional levels. I recommend both books, but you'll find a hero in Dillon's book.
Guest More than 1 year ago
This book is in the same vein as many of the 'score your aptitude' line of career self-help. Most of what you will find out about your strengths you probably already know. What This book does that most others don't is to provide more concrete help in identifying the ATTRIBUTES of the roles and jobs that will fit to your strengths, instead of suggesting particular jobs or careers. In fact some of the annecdotal examples in the book demonstrate how the same Strength can be leveraged in divergent careers and roles. By far the most valuable part of this book for me was the section on 'how to build a Strengths Based Organization'. In it, each of the 'strengths' is enumerated, and a recommendation is given on how to best engage, motivate and manage someone with that strength. The value in this was to provide a language with which to communicate to MY manager what I would like to get from my job and my company. Essentially by reversing the 'how to build' section, you can more easily arrive at a common language of what value you bring to your manager, and how s/he can keep you interested, engaged and committed to your tasks even if the overall job you are in isn't the perfect fit for your strengths.
Guest More than 1 year ago
I'm a personal and professional development coach, and this book is my Bible. It's that good. I've seen clients make dramatic and successful changes in their lives as a result of the informaion in this book. The theory -- that we don't know our strengths, or know them all too well and have been conditioned to consider them weaknesses -- holds true. I was even surprised myself when I took the assessment (code is in book). When you take the assessment, you'll receive back your top 5 signature themes, and these are 34 new terms coined by the authors such as Focus, Activator, Deliberative, Empathy, Relator and Strategic. The book, geared toward management, gives you a description of each strength, and then tells you how to "manage" each type. This of course applies to your social life as well as your work life. When you build your life around your strengths, you can achieve consistent near-excellence most of the time without a drain on your energy. Give it a try! Then give it to your manager and your spouse. You'll benefit greatly.
Guest More than 1 year ago
I'm happy a book makes it so high on the bestseller list explaining to people that they are better off focusing on strengths (both for themselves, as for the organizations they work for). At jobEQ.com, we have been 'educating' our customers to do the same, and as the authors of this book acknowledge, only 25 to 40% of persons will grasp that notion immediately. I also appreciate that the authors explain how a manager can use the knowledge of these strengths (or themes) to manage their staff better. If the authors would write a second edition, there are some things that I would recommend them to address. My first remark is linked to the writing style: this book is written in an 'imperative' form: it contains a lot of sentences with 'you need to do this', 'you should do that', ... This style tends to put of people, risking that they miss the message. Secondly, they have WRONG, OUTDATED notion of the brain: contrary to what people used to say 5 to 10 years ago, the good news of recent research is that brain cells that die off ARE replaced (even if you get older) and you remain capable of forming new connections between brain cells (maybe unless you get a disease, such as Parkinson, ...). Thirdly: the book does not really address what kind of job would be good for you. Finally some feedback about the test: don't take it BEFORE you read chapter 3 in the book - at least then you will understand how they built it. Still, I have my doubts about the way it is built. Using the amount of interviews as a 'proof of credibility' didn't impress me: Often for scientific purposes, it doesn't matter much if you did 5.000 or a million interviews - all that matters is that you can validate the test. Also, I know that most people probably have MORE than 5 strengths, which is just an ARBITRARY number Gallup chose. Given the importance they address to these 5 strengths, just imagine what opportunities you will miss by ignoring these other strengths. I would rather prefer to get a FULL picture, getting all my strengths and weaknesses, and having this information ordered from strongest to weakest.
Anonymous More than 1 year ago
I bought this book new to take the online test. cut the paper out of the book as instructed and opened sealed paper to find out the code inside wasn't valid. Very, very disappointed big waste of money!!!!!
EagleMama More than 1 year ago
This book literally changed my life and the way I began to raise my children! The premise that we are innately born with certain strengths isn't new (Myers-Briggs is one such test) but this book goes a step further. It allows you to take a test online with a code printed inside the book that gives you your top 5 strengths in accurate detail. The fact that we are always trying to work on our weaknesses to make them stronger doesn't make sense. It is better for us to use our God-given strengths, because when we do, we are happier and more fulfilled. Work won't feel like work if you do this! It helped me notice my children's strengths and encourage them to further those. This can be done at any age! Additionally, I put my top 5 strengths (condensed, not detailed) onto my resume. I cannot tell you how many times a prospective employer has appreciated this addition to my professional portfolio. This is a purchase you won't regret!
Anonymous More than 1 year ago
Insightful and gives great info on own personal strengths. Would recommend buying the Strengths 2.0 version instead of this older version.
Guest More than 1 year ago
The idea of the book is to help you find your talents, build your strengths, which will in turn, improve your performance. Building your strengths is indeed somthing that is often overlooked, as most of the time we seek to improve our weaknesses- that's a point well taken- and a good reason to buy the book. However two more things also need to be mentioned. First, why can't we work on building both our strengths AND our weaknesses? In other words, why do we have to necessarily pick just one? Secondly, discovering your talents and doing what you're good at may not necessarily improve your performance or your motivation. Why? Because there are lots of things we're good at, but still hate to do nonetheless. For instance I'm really good at cleaning houses and debating, but I don't like to really do either one. People only get motivated to something when they know how to do a job AND there's something meaningful in it for them- that's how you motivate people.
Guest More than 1 year ago
I can't recommend this book highly enough. It gives a new paradigm for us -- focusing on your strengths and not your weaknesses. The StrengthsFinder(tm) profile which you get along with the book tells you your top 5 'themes' around which to build your life for success and happiness. I'm a personal and professional development coach and have worked with scores of individuals using their profile with outstanding results. Some have even changed career fields! One of the authors' premises is that we don't know our strengths because society, parents, teachers, managers and psychologists immediately start trying to address weaknesses. Read the book, take the assessment, and start shaping a life where you feel at home in your own skin.
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