Now, Discover Your Strengths: How to Develop Your Talents and Those of the People You Manage

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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Paperback $11.60
  • Publisher: Simon & Schuster Ltd
  • Format: Hardback | 288 pages
  • Dimensions: 153mm x 234mm 1g
  • Publication date: 8 May 2001
  • Publication City/Country: London
  • ISBN 10: 074320686X
  • ISBN 13: 9780743206860

Product description

Based 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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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

Editorial reviews

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)