This book contains a unique identification number that allows you access to the StrengthsFinder Profile on the Internet. This Web-based interview analyzes your instinctive reactions and immediately presents you with your five most powerful signature themes.
Once you know which of the 34 themes -- such as Achiever, Activator, Empathy, Futuristic, or Strategic -- you lead with, the book will show you how to leverage them for powerful results at three levels: for your own development, for your success as a manager, and for the success of your organization. Now, Discover Your Strengths: The revolutionary Gallup program that shows you how to develop your unique talents and strengths by Marcus Buckingham.
Are You Fully Charged? How Full Is Your Bucket? And StrengthsQuest also helps students make the most of those talents. Students and learners of all ages continually face the challenges of gaining direction, making decisions, and building self-confidence. Fortunately, the keys to successfully meeting these challenges — your own natural talents — already exist within you. Through these talents, you will produce your greatest achievements.
Over the course of 30 years, Gallup conducted millions of psychological interviews and identified 34 themes of talent that are indicative of success. In the StrengthsQuest program, Gallup offers you the opportunity to discover talents from your top five themes and build on them to achieve academic, career, and personal excellence.
More than , students have benefited from the program. 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, 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 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. Up to age three, our brains have hundreds of billions of neurons that are capable of performing about 15, connections between the synapses.
These connections allow the brain cells to communicate with each other. Does that mean, then, that we all have the brain of a potential genius when we are babies? Not exactly. For our brains and intelligence to develop, we had to lose a significant amount of connections. By the age of 15, billions of these connections have been permanently lost. But this, in fact, is a good thing: with fewer connections, a sensory overload is avoided and specific connections can be reinforced. Some connections become much stronger than others, and it is they that allow us to perform certain actions with greater proficiency.
This explains why some moves, responses or activities are more natural to you than to other people, and vice versa. To improve certain connections , you have to practice them until they are strong enough to override those that are responsible for the behavior we want to avoid. Discovering talents is a crucial task. We are presented with countless opportunities to meet talents in our daily lives. Therefore, it is important to carefully observe the most spontaneous reactions.
Imagine that one of your employees is not going to be able to go to work because he is with the sick child at home. If you automatically ask about the child, this may be a sign that you have a natural talent for empathy. On the other hand, if you have automatically thought about who could potentially cover your employee, it may be a talent for quickly problem solving.
By examining your instinctive reactions, it is possible to understand the three different indicators for distinct types of talent: desires, quick learning, and satisfaction. Desires reveal the talents that appear early in our lives. Mozart was only 12 years old when he composed his first symphony! If you had a burning desire as a child, why not explore it more? You can discover a hidden talent there. Rapid learning is another talent track.
For various reasons, although you have the talent, it was never called. But then, suddenly, something ignites talent and it's the speed with which you learn a new technique that gives you the telltale clue to the presence and strength of talent. Satisfactions provide the ultimate indicator of talent.
0コメント