Donald Clifton and Paula Nelson draw on more than 40 years of research with leading companies to arrive at their "do what you do best" strategy, which involves finding out what you do well and doing more of it, and finding out what you don't do well and discontinuing it. The authors realized that most people are encouraged to work on their weaknesses, not their strengths, and that this can reduce the strengths and lead to a negative self-concept. The book urges businesses and managers to change their approach and focus on strengths, using the approach to manage people, increase productivity and identify corporate strategy.
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