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    Now, Discover Your Strengths: How to Develop Your Talents and Those of the People You Manage (Hardback) By (author) Marcus Buckingham, By (author) Donald O. Clifton


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    DescriptionBased on a Gallup study of over two million people who have excelled in their careers, this text uses a programme to help readers discover their distinct talents and strengths. The product of 25 years research, the "StrengthFinder" programme introduces 34 talent or themes and reveals how they can best translate into personal and career success. After going through the programme, and discovering which of the 34 themes dominates their profile, readers can make practical applications for change: within their own lives, as a manager and within an organization. The book shows readers what environments they flourish best in and helps them to make changes around them, how managers can better cultivate their employee's talents, and how organizations inhibit the talents of their people and need to change.

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    Now, Discover Your Strengths
    How to Develop Your Talents and Those of the People You Manage
    Authors and contributors
    By (author) Marcus Buckingham, By (author) Donald O. Clifton
    Physical properties
    Format: Hardback
    Number of pages: 288
    Width: 153 mm
    Height: 234 mm
    Weight: 1 g
    ISBN 13: 9780743206860
    ISBN 10: 074320686X

    Nielsen BookScan Product Class 3: T17.1
    BIC E4L: ADV
    DC21: 650.1
    BIC subject category V2: VSC
    LC subject heading: ,
    BISAC V2.8: BUS012000, BUS107000, SEL027000
    Simon & Schuster Ltd
    Imprint name
    Simon & Schuster Ltd
    Publication date
    08 May 2001
    Publication City/Country
    Author Information
    Marcus Buckingham, senior vice president of The Gallup Organization and leader of its 15 year study, is the coauthor of the bestselling book First, Break All the Rules. He is a renowned speaker and regular guest on American television. He lives in New York but was born in England and is a graduate of Cambridge University. Donald Clifton is the Chairman Emeritus of The Gallup Organization and the current chair of the Gallup International Research and Education Center. He is the chief designer of the StrengthsFinder Profile and
    Review text
    It is the over-riding belief of most organizations and their managers that the talents and skills of a company and its employees should be built up from their weaknesses. The underlying premise is that weaknesses should be strengthened, leaving the stronger aspects to look after themselves. In fact, say Buckingham and Clifton of the Gallup Organization, the opposite is true. An employee will perform better and achieve more by concentrating on his or her strengths. Thus for an organization to gain the greatest benefit from its workforce, it needs to change its focus from weakness to strength. The authors use the examples of Tiger Woods, Bill Gates and Cole Porter to illustrate their point. Woods's weakness on the golf course is his bunker play, so instead of trying to excel in that, he merely improved it to an acceptable standard, then concentrated on his strength - his swing. That way, his unexceptional performance at the bunker is overshadowed by his exceptional ability in his long-game, enabling him to become a world-class golfer. Similarly, Gates's strength lies in his ability to innovate and develop user-friendly software, so he concentrates on that rather than his weakness in the commercial side of his business. Porter's weakness was his plots and his unbelievable characters; his special talent was in writing lyrics. So he concentrated his efforts on what he did best, doing it so well that no one noticed his mediocre plots and characters. No-one, say the authors, can be good at every aspect of what they do; there is no such thing as a truly well-rounded character as everyone has his or her weak points. To succeed, you should be consistent and it's impossible to be consistently good at everything. Therefore it makes sense to cultivate consistency in a strength rather than a failing, or something you are not quite so good at. The trick is not to ignore your weaknesses but to work around them as you develop your strengths so that they become integrated and less noticeable - unimportant, even. That way, everyone - including, most importantly perhaps, the employee - is happy. It's one thing to understand this concept, another to implement it. The authors build on this knowledge using various techniques, starting with the important task of finding your strengths and how to build on them. Many real-life examples are used. They show how to manage this strength and how employees should be taught how to manage their own strengths. The StrengthsFinder Profile on the Internet shows you how to identify five themes out of 34 with 'powerful results' for your own development, your success as a manager and that of the organisation as a whole. Buckingham is senior vice president of the Gallup Organization and Cliften, who designed the StrengthsFinder Profile, is chair of the Gallup International Research and Education Center. This excellent book breaks new ground and should be part of every business library. (Kirkus UK)