Number of pages: 226
BBB Library: Psychology and Strengths
You may consider yourself to be an organized person, or a procrastinator, or sometimes forgetful. May be you see yourself as someone who gets things done, highly flexible, cool under pressure, or good at managing time. Although you might be accurate in some of your self-assessment, there has been no way to precisely define each of these attributes, or to show their relationship to each other. These are actually brain functions or cognitive skills that neuroscientists have located in specific regions of the brain; primarily the frontal lobes. These functions develop starting at birth and they are hardwired into every individual. Brain researchers have found that these skills are fully developed by the time you become an adult. These skills are called “Executive Skills” because they help you “execute” tasks. Executive skills help you make decisions about what you should focus on, both what’s worth dealing with and what should be ignored, and they help independently manage your own behavior. They temper and adjust your emotions, help you review and modify your actions, and fine-tune your response as you move from one issue or activity to the next.
"Had their boss read this book, however, she would know that she was wasting her time, because weaknesses, as well as strengths, are hardwired into the brain, and can no more be changed than a person’s eye color." Foreword Reviews
"As the authors then explain, our strongest skills will continue to be our strongest skills and our weakest will continue to be our weakest—and are not significantly changeable—as we become adults. 'The opportunity is how to deal with [strengths and weaknesses], and this book provides a framework for you to do that.'" Examiner
We all want to be better than average. We want to be A+. What does it take to be A+? The essence of being A+ is that we need to realize strengths in ourselves and others. We need to become and continue becoming the best that we can be, as well
This New York Times bestseller (and the international bestseller) list for 93 weeks. Time Magazine listed the book as one of The 25 Most Influential Business Management Books. Based on in-depth interviews with more than 80,000 managers at all levels (and in companies of all sizes), the Gallup Organization’s Buckingham and
Your brain contains roughly 100 billion nerve cells forming anywhere from a trillion to perhaps even a quadrillion connections called synapses. These connections are in a constant, dynamic state of remodeling in response to the world around you. To create a golden age for your brain, you need to use the
In Strengths Based Leadership, #1 New York Times bestselling author Tom Rath and renowned leadership consultant Barry Conchie reveal the results of their research. Based on their discoveries, the book identifies three keys to being a more effective leader: knowing your strengths and investing in others’ strengths, getting people with the
It's the stage where we engage with the real world, where we figure out how to use our strengths to make a tangible contribution, where we deal with people who don't agree on what our strengths are, or who don't care, or who do care, but want us to focus them
Guided by the belief that good is the opposite of bad, mankind has for centuries pursued its fixation with fault and failing. Doctors have studied disease in order to learn about health. Psychologists have investigated sadness in order to learn about joy. Therapists have looked into the causes of divorce in
When dealing with your strengths and weaknesses, you can be realistic about what you might be able to accomplish.
Thus, awareness helps a lot since it will enable you to connect with your colleague with opposite strengths and weaknesses and begin to complement each other.
It’s common for a person with certain strengths to become frustrated with someone with corresponding weaknesses.
It could be that you clearly see that the next step or promotion after the temporary position plays to your strength. In this case, you will have to minimize the impact of your weakness until you get that promotion.
Conversely, a task is “effortful” when it requires skills that are your weakest Executive Skills. The task is still doable, but at a higher amount of effort and difficulty. It is also not the best positioning for your long term since you should be trying to play your strengths in Executive Skills.
At the least, knowing your own combination can show you how much work you will feel like doing when dealing with certain tasks.
Thus, determining your strongest and weakest skills requires that you understand each of the skills and characteristics associated with them.
Everyone has strengths and everyone has weaknesses in their skills. It would be extremely unusual for a person to be strong in all twelve skills, since some are effectively opposites.
In direct contrast to most management advice books, I find that attacking the easier tasks first creates a more efficient work day. Eliminating the small allows me to focus exclusively on the big tasks.
To say that work has changed over the last years would be an understatement. With an increase in downsizing, cut budgets, working hours, customer demands and shareholder requirements, people in charge are constantly under the gun to achieve more with less. It is common now to find managers carrying out a
Chuck Martin takes readers on a journey from the creation of the first screen to the revolutionary third. Martin describes the cultural and social changes incurred by the first screen (the television) and the second screen (the personal computer), opening up his discussion of how the third screen—the mobile device—is redefining