A Quote by Marcus Buckingham

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.
We should seek a system that provides outlets for those skills and talents so that everyone can find a way to work and serve in a manner that best suits the strengths of each individual.
People should be hired "as is" and their managers then help them to develop their individual strengths while completing tasks for which they have the greatest aptitude and in which they have the greatest interest.
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.
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.
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.
An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
Every partner has their strengths, and our responsibility as professionals is to recognize those strengths and capitalize on them, choreographically. You have to translate that chemistry on the dance floor and make their personalities shine.
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.
Listen, involve, synergize at work. Then you will bury the old and create an entirely new winning culture which will unleash people's talents and create complementary teams where strengths are made productive and weakness are made irrelevant through the strengths of others.
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.
Always play to your strengths, whether your strengths are gender-based or just natural aptitude.
From our research experience in discovering artemisinin, we learned the strengths of both Chinese and Western medicine. There is great potential for future advances if these strengths can be fully integrated.
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.
Teach your children how to identify their own strengths and challenge them to contribute these strengths to others.
The value of getting to your goals lives not in reaching the goal but what the talents/strengths/capabilities the journey reveals to you.
Recognizing your talents doesn't mean believing they're limitless. Accepting your strengths doesn't lead to pride, but instead to humility; you're less likely to resent what others have if you understand your own bounty.
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