A Quote by Peter Drucker

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.
Teach your children how to identify their own strengths and challenge them to contribute these strengths to others.
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.
Emphasize your strengths on your resume, in your cover letters and in your interviews. It may sound obvious, but you'd be surprised how many people simply list everything they've ever done. Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
Emphasize your strengths on your resume, in your cover letters and in your interviews. It may sound obvious, but you'd be surprised how many people simply list everything they've ever done. Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
Always play to your strengths, whether your strengths are gender-based or just natural aptitude.
Your strengths have to stand out. Your strengths have to be perfected.
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.
Study your strengths; then decide how hard you want to work
Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
Figure out what you really love doing and use your strengths on a daily basis.
Everyone, regardless of ability or disability, has strengths and weaknesses. Know what yours are. Build on your strengths and find a way around your weaknesses.
An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
In golf your strengths and weaknesses will always be there. If you could improve your weaknesses, you would improve your game. The irony is that people prefer to practice their strengths.
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.
There is not one style in particular that suits me. I think that every formation has its pros and cons. It's crucial to have a coach who understands your strengths and weaknesses. Obviously, I prefer to play up front, close to the opponents. That way I can make use of my strengths in one-on-one situations.
You can and must always keep improving and working on your game - not just your weaknesses but also your strengths.
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