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Now, Discover Your Strengths [Hardcover]

Marcus Buckingham , Donald O. Clifton
3.8 out of 5 stars  See all reviews (569 customer reviews)

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Editorial Reviews

Amazon.com Review

Effectively managing personnel--as well as one's own behavior--is an extraordinarily complex task that, not surprisingly, has been the subject of countless books touting what each claims is the true path to success. That said, Marcus Buckingham and Donald O. Clifton's Now, Discover Your Strengths does indeed propose a unique approach: focusing on enhancing people's strengths rather than eliminating their weaknesses. Following up on the coauthors' popular previous book, First, Break All the Rules, it fully describes 34 positive personality themes the two have formulated (such as Achiever, Developer, Learner, and Maximizer) and explains how to build a "strengths-based organization" by capitalizing on the fact that such traits are already present among those within it.

Most original and potentially most revealing, however, is a Web-based interactive component that allows readers to complete a questionnaire developed by the Gallup Organization and instantly discover their own top-five inborn talents. This device provides a personalized window into the authors' management philosophy which, coupled with subsequent advice, places their suggestions into the kind of practical context that's missing from most similar tomes. "You can't lead a strengths revolution if you don't know how to find, name and develop your own," write Buckingham and Clifton. Their book encourages such introspection while providing knowledgeable guidance for applying its lessons. --Howard Rothman

From Library Journal

The premise of this new management study, a follow-up to Buckingham's First, Break All the Rules (S. & S., 1999), is that the most effective method for motivating people is to build on their strengths rather than correcting their weaknesses. The authors, researchers at the Gallup Organization, have analyzed results of interviews conducted by Gallup of over 1.7 million employees from 101 companies and representing 63 countries. When asked, only 20 percent of these employees stated that they were using their strengths everyday. So that they can take a test revealing their strengths, readers are given access to the StrengthsFinder web site and a special ID number; once they learn their profile, they can read the analysis in the book. A description of each type is included, together with case studies, and managers are shown how to handle various types. This book offers a unique perspective on successful management strategy and developing employees' strengths. Recommended especially for public libraries, which should also consider Buckingham's First, Break All the Rules; students of business administration may also wish to consult this book.DLucy Heckman, St. John's Univ. Lib., Jamaica, NY
Copyright 2001 Reed Business Information, Inc.

Review

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.

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“This book has been instrumental in how we think about developing talent at Facebook.” (Sheryl Sandberg, Facebook CEO, as quoted in the New York Times &)

About the Author

Marcus Buckingham spent seventeen years at the Gallup Organization, where he conducted research into the world's best leaders, managers, and workplaces. The Gallup research later became the basis for the bestselling books First, Break All the Rules: What the World's Best Managers Do Differently (Simon & Schuster) and Now, Discover Your Strengths (Free Press), both coauthored by Buckingham. Buckingham has been the  subject of in-depth profiles in The New York Times, Fortune, BusinessWeek and Fast Company. He now has his own company, providing strengths-based consulting, training, and e-learning. In 2007 Buckingham founded TMBC to create strengths-based management training solutions for organizations worldwide, and he spreads the strengths message in keynote addresses to over 250,000 people around the globe each year. He lives in Los Angeles with his wife Jane and children Jackson and Lilia. For more information visit: marcusbuckingham.com

Excerpt. © Reprinted by permission. All rights reserved.

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 s...

From AudioFile

The authors of First, Break All the Rules explain how value can be added to your life's work if you know your strengths and develop them in the right business context. They conducted a study that identified 34 such strengths, and you can find out what your strong suits are by logging onto the StrengthFinder Web site with the ID number included in the audio package. This is great stuff--a provocative and interesting audio combined with an online assessment tool, and all for $18.00. While I can't vouch for the validity of the test, it's worth taking to get some data on yourself and to be part of the first wave of online personal assessment resources. T.W. © AudioFile 2001, Portland, Maine-- Copyright © AudioFile, Portland, Maine --This text refers to the Audio CD edition.
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