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Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance Paperback – Dec 28 2010


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Product Details

  • Paperback: 320 pages
  • Publisher: Free Press; Pap/Psc Re edition (Dec 28 2010)
  • Language: English
  • ISBN-10: 0743261682
  • ISBN-13: 978-0743261685
  • Product Dimensions: 14.8 x 2.3 x 22.9 cm
  • Shipping Weight: 481 g
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Bestsellers Rank: #21,671 in Books (See Top 100 in Books)

Product Description

From Booklist

Buckingham, an authority on workplace issues, provides a road map for managers to learn for themselves and then teach their employees how to approach their work by emphasizing their strengths rather than weaknesses. He offers a six-step plan for six weeks of reading and habit-forming action for discerning strengths, along with optional tools to enhance the process such as online questions for measuring strengths and downloaded films (two of which are free). The steps of his plan are belief that the best way to compete is capitalizing on your strengths, identifying your strengths and weaknesses, volunteering your strengths at work, lessening the impact of your weaknesses on your team, effectively communicating the value of your strengths while limiting work utilizing weaknesses, and building habits and pushing activities that play to strength. Although everyone will not agree with all the elements of Buckingham's approach, he offers valuable insight into maximizing employees' strengths rather than the more common focus on weaknesses and failure. Mary Whaley
Copyright © American Library Association. All rights reserved --This text refers to an out of print or unavailable edition of this title.

Review

[set star] “A thrilling, multifaceted adventure story . . . A winner at every level.”—Booklist (starred) “A riveting read for reluctant and experienced readers alike.”—VOYA (5Q—highest rating) --This text refers to an out of print or unavailable edition of this title.

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4 of 4 people found the following review helpful By Willis on Oct. 7 2008
Format: Hardcover
From the author of "Now, Discover Your Strengths," comes this follow-up, "Go Put Your Strengths to Work," a medium-sized volume which aims to answer the question, "How can you apply your strengths for maximum success at work?" Well, its a six-step process as the book explains.

Step one looks at what's stopping you and makes sure you understand that capitalizing on your strengths is a whole lot better than worrying about your weaknesses. Step two helps you identify your strengths and weaknesses. Step three looks at how you can make the most of what strengthens you and discusses different strategies for volunteering your strengths to the team. Step four is cutting out what weakens you and is essentially a mirror image of step three. Step five is about creating a strong team and discusses talking about your strengths without bragging and talking about your weaknesses without whining. The last step, step six, hones in on building strong habits for long term carry over.

All in all it's a very readable book and those who liked his last two books will most likely find it useful as well. Other business titles readers may like include The Sixty-Second Motivator.
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12 of 13 people found the following review helpful By Donald Mitchell #1 HALL OF FAMETOP 50 REVIEWER on March 30 2007
Format: Hardcover
If you already have reorganized your life based on reading First, Break All the Rules and Now, Discover Your Strengths, you don't need this book for yourself. But if you haven't helped your colleagues make the same adjustments, you'll find this book helpful. If you've made the needed shifts in both areas, you can skip Go Put Your Strengths to Work.

Based on Marcus Buckingham's latest survey, it seems like just as few people feel they should focus on improving their strengths as before he started to write about this subject. Writing books obviously only goes so far. This book attempts to help you change your habits.

Before going too far, let me remind (or share with you) that the Buckingham definition of a strength is something that makes you feel great while you do it. Because you have this positive reaction, you'll do this activity more often, get better at it, and stay energized by your work. For me, a strength is writing about how to create 2,000 percent solutions and helping the world make progress at 20 times the usual rate.

Contrast this with something you do very well, but hate doing! For me, that's doing tax returns. I'm great at it, but I feel drained by the experience.

Most people don't work on their strengths because they believe certain myths (I would call them misconception stalls):

1. Your personality changes with age.

2. You will grow most in your areas of greatest weakness.

3. A good team member does whatever it takes to help the team.

Mr. Buckingham argues persuasively that the opposite is true in each case.
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4 of 5 people found the following review helpful By Robert Morris HALL OF FAMETOP 10 REVIEWER on Jan. 22 2008
Format: Hardcover
Years ago, there was a series of television commercials that featured the "Kemper Cavalry." Each effectively communicated a message from Kemper Insurance that said, in effect, "We'll always be there when you need us most." Many people apparently believe that there is such an alternative to focus, preparation, hard work, personal accountability, patience, self-reliance, persistence, etc. For them, other alternatives include the Tooth Fairy, silver bullets, divine intervention, lotteries, and e-mails from widows, orphans, and attorneys who are émigrés from Africa.

I first became aware of Marcus Buckingham when I read First, Break All the Rules: What the World's Greatest Managers Do Differently (1999) in which he and co-author Curt Coffman draw upon 80,000 interviews conducted by Gallup during the past 25 years. They suggest "four keys" to becoming an excellent manager: Finding the right fit for employees by getting their strengths in proper alignment with the tasks for which they are responsible, focusing on those strengths, defining the right results and making the given expectations crystal clear to those involved, and finally, hiring for talent as well as for knowledge and skills rather than merely filling a vacant position according to a job description that may no longer be relevant. Good stuff.

In this volume, Buckingham quite correctly emphasizes (a) knowing what one's personal strengths are and then (b) leveraging them to achieve desirable results, whatever the nature and extent of those results may be. He is one of several past or current executives within The Gallup Organization who have written a number of articles and books, based on a wealth of research data. Several Web sites now offer access to much of this information, notably gallup.
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