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Now, discover your strengths
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PSZ JB 30000004814012 HF5549.5.M63 B83 2001 Open Access Book Advance Management

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Based on a massive Gallup study of 2 million people, this book shows 1) individuals how to cultivate their own career strengths and strengths, 2) managers how to capitalize the talents of their people, and 3) executives how to build an entire organization around the talents of each employee. By the principal author of the national bestseller First, Break All the Rules.

"Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer."

With this remark last year, Peter Drucker captured an enduring and unfortunate truth: most of us fail to build our lives around our strengths and talents. Instead, guided by our parents, by our teachers, by our managers and by psychology's fascination with pathology, we become experts in our weaknesses and spend our lives trying to paper over these cracks. Our talents remain in the background, like sundials in the shade.

This book will right our skewed perspective. It will throw light on each person's unique set of strengths and talents and show him how to focus and perfect these strengths.

At the heart of the book is the StrengthFinder Profile, the product of a twenty-five year, multimillion dollar effort to identify the most prevalent human talents. Gallup has conducted psychological profiles with over 2 million individuals--from the world's best teachers to the world's best hockey players, from great nurses to great insurance salespeople. This last year the data was meta-analysed and from all these interviews emerged thirty-four distinct talents or "themes." In this book we introduce these thirty-four themes and, using the StrengthsFinder Profile, reveal to each reader which of the thirty-four represent his or her most dominant.

Here are just a few of the individual talent themes, of which there are countless possible combinations:

Achiever: Your Achiever talent helps explain your drive. You feel as if every day starts at zero. By the end of the day you must rack up some numbers to feel good about yourself. Achiever is the power supply that causes you the set the pace and define the levels of productivity for your workgroup.

Activator: "When can we start?" is the recurring question in your life. You believe that action is the best device for learning. You know that often you have to make a decision without every last bit of desirable information. This does not frighten you.

Belief: If you possess strong Belief talent, you have certain core values that are

Each copy of Now, Discover Your Strengths includes a unique access code to the Clifton Strengthsfinder assessment and website. This code is valid for one use only. If you have a problem with your code please visit for help.

Author Notes

British motivational speaker, trainer, and author Marcus Buckingham graduated from Cambridge University with a Master's Degree in Social and Political Science in 1987. He is internationally known as an authority on employee productivity and is a member of the Secretary of State's Advisory Committee on Leadership and Management.

Buckingham worked as a senior researcher at The Gallup Organization for 17 years and founded TMBC in 2007 in order to create strengths-based management training solutions for organizations. He has appeared on television shows including The Oprah Winfrey Show, Larry King Live, The Today Show, Good Morning America, and The View. Buckingham has been profiled in the following publications: The New York Times, The Wall Street Journal, USA Today, Fortune, Fast Company, and Harvard Business Review. He has written or co-written numerous bestselling books, such as First, Break All the Rules; Now, Discover Your Strengths; The One Thing You Need to Know; and Go Put Your Strengths to Work.

(Bowker Author Biography)

Reviews 1

Library Journal Review

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 (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.



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. 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 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 what you might learn if you could interview two million people about their 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. If you want to learn about the themes of your employees or family or friends, you can read Chapter 4 and learn about each of the thirty-four. But initially our main focus is you. By identifying and refining these signature themes you will be in the best possible position to play out your own strengths to the fullest. As you study these five themes and consider ways to apply what you have learned, keep this thought in mind: The real tragedy of life is not that each of us doesn't have enough strengths, it's that we fail to use the ones we have. Benjamin Franklin called wasted strengths "sundials in the shade." As you can see, the impetus of this book is that too many organizations, too many teams, and too many individuals unknowingly hide their "sundials in the shade." We want this book and your experiences while reading it to cast a light and thereby put your strengths to work. Copyright © 2001 by The Gallup Organization Excerpted from Now, Discover Your Strengths: How to Develop Your Talents and Those of the People You Manage by Marcus Buckingham, Donald O. Clifton All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Table of Contents

Introduction: The Strengths Revolution at Work
The Revolutionp. 5
Two Million Interviewsp. 11
I. The Anatomy of a Strength
Chapter 1. Strong Lives
The Investor, the Director, the Skin Doctor, and the Editorp. 19
Tiger Woods, Bill Gates, and Cole Porterp. 25
Three Revolutionary Toolsp. 28
Chapter 2. Strength Building
Is He Always This Good?p. 39
Knowledge and Skillsp. 41
Talentp. 48
II. Discover the Source of Your Strengths
Chapter 3. StrengthsFinder
The Traces of Talentp. 67
The StrengthsFinder Profilep. 76
Chapter 4. The Thirty-four Themes of StrengthsFinder
Achieverp. 83
Activatorp. 84
Adaptabilityp. 85
Analyticalp. 86
Arrangerp. 87
Beliefp. 88
Commandp. 89
Communicationp. 90
Competitionp. 91
Connectednessp. 92
Contextp. 93
Deliberativep. 94
Developerp. 95
Disciplinep. 96
Empathyp. 97
Fairnessp. 98
Focusp. 99
Futuristicp. 100
Harmonyp. 101
Ideationp. 102
Inclusivenessp. 103
Individualizationp. 104
Inputp. 105
Intellectionp. 106
Learnerp. 107
Maximizerp. 108
Positivityp. 109
Relatorp. 110
Responsibilityp. 111
Restorativep. 112
Self-assurancep. 113
Significancep. 114
Strategicp. 115
Woop. 116
III. Put Strengths to Work
Chapter 5. The Questions You're Asking
Are there any obstacles to building my strengths?p. 121
Why should I focus on my signature themes?p. 131
Is there any significance to the order of my signature themes?p. 134
Not all of the phrases in the theme description apply to me. Why?p. 136
Why am I different from other people with whom I share some of the same themes?p. 137
Are any of the themes "opposites"?p. 139
Can I develop new themes if I don't like the ones I have?p. 141
Will I become too narrow if I focus on my signature themes?p. 144
How can I manage around my weaknesses?p. 148
Can my themes reveal whether I am in the right career?p. 160
Chapter 6. Managing Strengths
"Fidel," Sam Mendes, and Phil Jacksonp. 171
One By Onep. 176
Chapter 7. Building a Strengths-based Organization
The Full Storyp. 213
The Practical Guidep. 218
A Technical Report on StrengthsFinderp. 247