Now, Discover Your Strengths

The reader must go to a web site and take an assessment test rather early in the book. After the reader takes the test, Buckingham and Clifton work at unraveling old ways of looking at performance and standard practices. For example, they dare to suggest that the paradigm of improving a person's weaknesses as a strategy to implement optimum performance on the job or elsewhere is faulty. You may disagree, and you may find the test useless if you take it. In my instance, the test clearly verfied my areas of talent. So I gave the book five stars, because it's an amazing groundbreaking book - we now have a way to identify and talk about 34 different groups of human talents - and I don't care how Gallup, Buckingham, and Clifton arrived at the results they did if the results are clearly true, as in my case.

Now, Discover Your Strengths doesn't tell you how to find a career based on your top five strengths. It's a very personal decision, and also impractical, given that about 33 million combinations of five exist. Buckingham and Clifton give examples of successful people and what they chose as careers, which utilize some combination of their strengths, and other useful suggestions, such as strategies to mitigate weaknesses.

Highly recommended. I never would have known any of this had someone not suggested I read the book, and now a whole new way of looking at myself and the world is open to me. econ


Strengths best focus for change   February 26, 2001
 19 out of 21 found this review helpful

Strengths Best Focus for Change

The Gallup Organization (the pollsters) have been doing a systematic study of excellence for the last thirty years. They interviewed over two million people about their strengths and found that each person's talents are enduring and unique and each person's greatest room for growth is in the area of his or her greatest strength. Gallup's report, by Marcus Buckingham, author of "First, Break All the Rules" and Donald Clifton, is called "Now, Discover Your Strengths" (Free Press, 2001). When most people think of changing they focus on their deficits. This is usual to our culture, but not as helpful to our self-improvement as focusing on our strengths. The survey calls strengths the activities that we consistently do near perfectly, without much effort or thought. Strengths grow out of our talents, naturally recurring patterns of thought, feeling, or behavior that can be put to a productive use When these natural talents are combined with knowledge and skills, our performance is outstanding. Most people don't know where their real strengths are because they don't think that whatever comes easily to them is as important as what requires struggle. In fact, people often feel that "everybody can do that" when thinking about their talents. They don't realize how unique their own combination of talents, knowledge and skills can be. Others deliberately suppress their natural talent because of social pressures. We can change our level of knowledge and skills, but if the natural talent is not there we will never be great at what we are trying to learn. Learning to do what we have no talent for helps us go through the motions, but can never help us give a great performance. Talents are revealed by looking at what we yearn for, what we can learn most rapidly, and what positive activities bring us the greatest satisfaction. These areas are clues to our natural talents. "Now, Discover Your Strengths", guides the reader to a web site where a 30 minute questionnaire analyzes your instinctive reactions and tells you what your five most powerful talent themes are. This survey is an excellent way to clarify who you are and where you need to focus your energy. The book is aimed at business people but the web site test would be helpful to everyone from teens up. Unfortunately, the strengths profile is only available one time to one purchaser of each book, a policy that discriminates against library readers or people who want their whole family to read the book and take the test. This policy feels mean spirited. I guess the policy makers didn't have the talent of "fairness" or "inclusiveness". Nevertheless, the test results may be worth the price of the book.


Good overall point -- Lousy evaluation tool   April 26, 2001
 19 out of 22 found this review helpful

I love the overall point of the book: Individuals and companies would do better identifying and focusing on strengths rather than trying to fix weaknesses. There are neurological reasons why focusing on strengths is the more rewarding direction to take.

However, I found the evaluation tool offered by the authors to be weak (i.e. inaccurate). After completing the evaluation I read through all 34 "themes" and evaluated them for myself using the principles outlined in the book (e.g. you are energized when expressing the theme). Of the 5 themes uncovered for me by the evaluation, only 2 are accurate. The other 3 are far overshadowed by other themes in my life. So...like much else in life, to thine own self be true. Skip the evaluation and just read the book; either on your own, or with the help of family and friends you'll be able to figure out your own themes. Also, like some of the reviewers before me, I think the restrictions around the evaluation (only one per book, and no retakes) are suspect.