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Now, Discover Your Strengths: How to Develop Your Talents and Those of the People You Manage Paperback – 20 Jun 2005


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Now, Discover Your Strengths: How to Develop Your Talents and Those of the People You Manage + First, Break All The Rules + Go Put Your Strengths to Work: Six Powerful Steps to Achieve Outstanding Performance
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Product details

  • Paperback: 272 pages
  • Publisher: Pocket Books; New edition edition (20 Jun. 2005)
  • Language: English
  • ISBN-10: 1416502653
  • ISBN-13: 978-1416502654
  • Product Dimensions: 12.9 x 1.7 x 19.7 cm
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (67 customer reviews)
  • Amazon Bestsellers Rank: 3,848 in Books (See Top 100 in Books)

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Amazon Review

Marcus Buckingham and Donald O Clifton's Now, Discover Your Strengths proposes a unique approach to managing personnel: focus on enhancing people's strengths rather than eliminating their weaknesses. Effectively managing personnel--as well as one's own behaviour--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. 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 Maximiser) and explains how to build a "strengths-based organisation" by capitalising 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 Organisation and instantly discover their own top five inborn talents. This device provides a personalised 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 --This text refers to an out of print or unavailable edition of this title.

Review

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Customer Reviews

4.2 out of 5 stars

Most Helpful Customer Reviews

63 of 65 people found the following review helpful By C. M. Perkins on 4 Jan. 2003
Format: Paperback
I'm a big fan of this book's predecessor 'First, Break All The Rules' and was looking forward to the publication of 'Now...'
Gallup's research methodology is convincing and, for me, the real value in this book was getting the code to take the test on their web site and "discover my strengths".
The book then explains how to play to your strengths. This in itself is useful for identifying how you can increase your personal effectiveness. Managers will also the find the section on "How to Manage a Person Strong in [each Strength]" useful (if you buy copies for your team and get them all to take the test).
Having said that, I did have fun guessing in my own mind the strengths of my boss and my co-workers from the descriptions given.
The book does not make any prescriptions such as 'To be good in sales you should have these strengths...', arguing that identification of your strengths (and acting on that knowledge) is more fundamental for success in any chosen career. This was encouraging for me as, when I read the book (over a year ago), I was wondering whether I 'had what it takes' in my profession. I didn't seem to conform to the model of success in my organisation. I'm pleased to say that, partly as a result of tuning in to my strengths, I'm now a top performer.
For those of you in senior positions wanting to make changes at an organisational level, the book also goes on to recommend how to build a "Strengths Based Organisation".
The most important theme of the book for me was the authors' conviction that putting effort into developing our strengths is always going to be far more productive and enjoyable than trying to develop our weak areas. If we accept that we're just not wired to perform well in that area, and we have the ability to recognise that strength in others and then collaborate with them, then we're all going to be a lot less stressed, more fulfilled and more effective.
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36 of 38 people found the following review helpful By V. Cummings on 24 Oct. 2009
Format: Paperback
I was really enjoying this book until I got to the part where you take the Strengthsfinder test.

I went online only to discover that Strengthsfinder 2.0 is the new updated version of Now Discover your Strengths.

I felt cheated that this was not made clear when I was looking for the book on Amazon.co.uk - If you have bought Now Discover your Strengths, the Strengthsfinder.com website pushes you into taking the Strengthsfinder 1.0 test, leaving you forever wondering what you may have discovered about yourself if you had been able to take the "new and improved version of the assessment"

Strengthsfinder 2.0: A New and Upgraded Edition of the Online Test from Gallup's Now Discover Your Strengths
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18 of 19 people found the following review helpful By John A Storey on 1 July 2001
Format: Hardcover
This is not only a co-written book, it is backed up by the Gallup Organisation and a survey of over two million people over a thirty year period. Although it is written with career and team management in mind, it is worth reading simply for personal development.
The first learning point of the book is an understanding of how everyone's brain is wired in a unique way to give each person a unique combination of talents. This is fascinating information. A hundred billion neurons in the brain each with fifteen thousand synapse connections by the age of three. But by the age of sixteen, half of those synapse connections have disappeared to create a unique pattern for each of us in what we find difficult and, crucially, what we can perform with consummate and consistent ease.
The second learning point is to understand that success and excellence do not come from fixing our weaknesses, but from developing our strengths. For years, employers have made the mistake of directing staff training to the improvement of weak areas while taking strengths for granted. The misguided aim is to produce a well rounded performer. But, as the book shows, the real performers are those who concentrate almost exclusively on their natural talents.
The unique strength of this book is that each copy comes with a unique reference number for the reader to get access to the StrengthsFinder Profile, a dedicated website questionnaire of 180 questions designed to identify your own top five talents, taken from a list of 34 "themes". It is the identification of those themes, and the kind of questions needed to elicit them, which has emerged from the exhaustive survey of over 2 million people.
Your profile will not necessarily tell you that you are in the right or the wrong job.
Read more ›
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24 of 26 people found the following review helpful By T.R. on 8 Oct. 2008
Format: Paperback
The idea of the book is to help you find your talents, build your strengths, which will in turn, improve your performance.

Building your strengths is indeed somthing that is often overlooked, as most of the time we seek to improve our weaknesses- that's a point well taken- and a good reason to buy the book. However two more things also need to be mentioned. First, why can't we work on building both our strengths AND our weaknesses? In other words, why do we have to necessarily pick just one? I feel that many weaknesses can be improved upon.

Secondly, discovering your talents and doing what you're good at may not necessarily improve your performance. Why? Because there are lots of things we're good at, but still hate to do nonetheless. For instance, I'm really good at cleaning houses and debating, but I don't like to really do either one. People really perform well when its something that they know how to do AND when there's something meaningful/important in it for them. Anyway, just some food for thought. Readers may also be interested in The Sixty-Second Motivator.
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