A Quote by Donald O. Clifton

What leaders have in common is that each really knows their strengths, has developed their strengths, and can call on the right strength at the right time. — © Donald O. Clifton
What leaders have in common is that each really knows their strengths, has developed their strengths, and can call on the right strength at the right time.
An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
The time frame and how people treated each other was upsetting, but what's great about this story is that they really focus on the strengths of these people and the strengths of the culture, of who these Americans were. That, actually, is uplifting.
I always felt, and still feel, one of my best strengths as a director is having been an actor for a long time. Nobody knows actors and their insecurities and strengths and everything more than somebody who's done it before.
Managers are, and should be, totally responsible for recognizing individual strengths (both natural talents and skills), getting those strengths in proper alignment (i.e. in the right "seats"), and then leveraging them.
Each city has strengths. Cities should be developed with their own individuality and characteristics.
Everybody has to think for himself. A right way for a big man may not be a right way for a small man. A right way for someone who is slow may not be a right way for someone who is quick. Each person must understand his weaknesses and his strengths.
I think every business should build on their strengths, and the strengths of Victoria are our clean, green agriculture; the strengths of Victoria are our strong education system.
Trying to fit my strengths with my teammates' strengths, utilizing everyone to the max, is really fun to watch and really a fun way to play.
Spending too much time focused on others' strengths leaves us feeling weak. Focusing on our own strengths is what, in fact, makes us strong.
In most cases, strengths and weaknesses are two sides of the same coin. A strength in one situation is a weakness in another, yet often the person can't switch gears. It's a very subtle thing to talk about strengths and weaknesses because almost always they're the same thing.
Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
You definitely go through a stage, most coaches do, where you see a good player and you get enamored, you really like what the player does, but then when you put him into your system, it's not quite the same player that he was in another system. He has some strengths, but you cant utilize all those strengths. If you try to utilize all his strengths, you end up weakening a lot of other players who are already in your system.
At Facebook, we try to be a strengths-based organization, which means we try to make jobs fit around people rather than make people fit around jobs. We focus on what people's natural strengths are and spend our management time trying to find ways for them to use those strengths every day.
The secret of successful people lies in their ability to discover their strengths and to organize their life so that these strengths can be applied.
Teach your children how to identify their own strengths and challenge them to contribute these strengths to others.
I think one of my strengths is kind of knowing people and getting a good read and a feel for what that person's strengths might be.
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