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Now, Discover Your Strengths: How To Develop Your Talents And Those Of The People You Manage (Englisch) Taschenbuch – 20. Juni 2005


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Produktinformation

  • Taschenbuch: 272 Seiten
  • Verlag: Simon & Schuster UK; Auflage: New edition (20. Juni 2005)
  • Sprache: Englisch
  • ISBN-10: 1416502653
  • ISBN-13: 978-1416502654
  • Größe und/oder Gewicht: 12,9 x 1,7 x 19,7 cm
  • Durchschnittliche Kundenbewertung: 4.4 von 5 Sternen  Alle Rezensionen anzeigen (8 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 22.473 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)

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Produktbeschreibungen

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Effectively managing personnel--as well as one's own behavior--is an extraordinarily complex task that, not surprisingly, has been the subject of countless books touting what each claims is the true path to success. That said, Marcus Buckingham and Donald O. Clifton's Now, Discover Your Strengths does indeed propose a unique approach: focusing on enhancing people's strengths rather than eliminating their weaknesses. Following up on the coauthors' popular previous book, First, Break All the Rules, it fully describes 34 positive personality themes the two have formulated (such as Achiever, Developer, Learner, and Maximizer) and explains how to build a "strengths-based organization" by capitalizing on the fact that such traits are already present among those within it.

Most original and potentially most revealing, however, is a Web-based interactive component that allows readers to complete a questionnaire developed by the Gallup Organization and instantly discover their own top-five inborn talents. This device provides a personalized window into the authors' management philosophy which, coupled with subsequent advice, places their suggestions into the kind of practical context that's missing from most similar tomes. "You can't lead a strengths revolution if you don't know how to find, name and develop your own," write Buckingham and Clifton. Their book encourages such introspection while providing knowledgeable guidance for applying its lessons. --Howard Rothman -- Dieser Text bezieht sich auf eine andere Ausgabe: Gebundene Ausgabe .

Pressestimmen

Mike Morrison Dean, University of Toyota The code for managing has been broken and the secrets for success are here in this book! We know this from first-hand experience -- with over 2,000 Gallup 'strengths' program graduates (and growing) -- we will never look at our jobs, or our lives for that matter, the same way again. To achieve our greatest potential, this is by far the most important investment an individual or organization can make!

Martin E.P. Seligman Fox Professor of Psychology, University of Pennsylvania, Director, Positive Psychology Network, Author of Learned Optimism The keystone of high achievement and happiness is exercising your strengths, not correcting your weaknesses. The first step is knowing which strengths you own, and this superb book gives you a powerful and accurate way to find out.

Mihaly Csikszentmihalyi C. S. and D. J. Davidson Professor of Psychology, Peter Drucker School of Management, Claremont Graduate University, Author of Flow Now, Discover Your Strengths, based on years of research by The Gallup Organization, is a refreshingly sensible and user-friendly way to assess your psychological assets and build on them a successful and satisfying life.

Ed Diener, Ph.D., Alumni Distinguished Professor of Psychology, University of Illinois A brilliant book that will help readers to discover and capitalize on their specific strengths, as well as assist managers in supervising people with varying strengths.

Dr. Frank Schmidt Ralph L. Sheets Professor of Human Resources, Department of Management and Organization, College of Business, University of Iowa This book is built around a unique vision of the high-performing individual and the high-performing organization -- and that vision is built on a recognition of individual differences and the unique strengths of each person. A truly important book.

Mike Pucci Vice President, Glaxo Wellcome Now, Discover Your Strengths is the logical, practical application of the theories uncovered in First, Break All The Rules. We have rewritten our management development curriculum as a result of this important and defining research in leadership.

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“This book has been instrumental in how we think about developing talent at Facebook.” (Sheryl Sandberg, Facebook CEO, as quoted in the New York Times &) -- Dieser Text bezieht sich auf eine andere Ausgabe: Gebundene Ausgabe .

In diesem Buch (Mehr dazu)
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13 von 13 Kunden fanden die folgende Rezension hilfreich Von Read 2 Develop am 20. Dezember 2005
Format: Taschenbuch
Bereits in „First, break all the rules“ hat Buckingham die Grundlagen stärkenorientierter Führung dargelegt: Talente (hier im Sinne „andauernder Verhaltensmuster die produktiv nutzbar sind“) bieten die größte Chance für Spitzenleistungen – Führungskräfte tun gut daran diese zu (er)kennen, zu fordern und zu fördern. Beispiele für Talente wären etwa das Bedürfnis zu planen und zu ordnen (= „Disziplin“) oder fühlen zu können was andere fühlen (= „Empathie“).
Im vorliegenden Buch wurde das Konzept verfeinert. Unzählige Interviews bilden die Grundlage um 34 Talente zu definieren. Konsequenterweise gibt es zu jedem Talent auch Tipps, wie Menschen mit einem solchen Talent zu führen sind. Im Idealfall weiß die Führungskraft, welcher Talente es für eine Rolle bedarf, um andauernde Spitzenleistungen zu erbringen. Personal wird nicht mehr nach Wissen und Fertigkeiten rekrutiert sondern primär nach Talent. Bei der täglichen Führungsarbeit achtet man ebenso auf die Talent-Nutzung wie beim nächsten Karriereschritt. Denn wem wäre schon damit gedient, wenn man einen erfolgreichen Mitarbeiter in eine Rolle befördert, die völlig anderer Talente bedarf?
In der Talentdefinition liegt ein wichtiger Beitrag dieses Buches. Buckingham unterstützt so die Entwicklung einer Sprache, die sich an Stärken orientiert. Ebenso wie die Medizin über mehr Ausdrücke verfügt um Krankheiten zu beschreiben als Gesundheit(en), ist auch im Management das Vokabular zur Beschreibung von Schwächen stärker ausgeprägt.
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10 von 10 Kunden fanden die folgende Rezension hilfreich Von dragonfly am 14. September 2014
Format: Taschenbuch
Marcus Buckingham speaks of how in our culture we are all well acquainted with our weaknesses, and we seek ways to compensate for these. We learn how to improve on what we are not really naturally talented at and try to fix ourselves. But when it comes to our strengths we are at a loss for detailed descriptions, and most of the time we are not even aware of our strongest talents. This book suggests we invest in our strengths and talents, in those things that we are especially good at and enjoy doing most. Their approach is scientific and based on an open survey they did with 2 million people that are working successfully in their field. It comes along with an online "Strengthfinder Test" and I discovered things about myself, that I hadn't been noticing as special before. I highly recommend this book to everyone!!
And if you like this idea you will also enjoy reading "Working On Yourself Doesn't Work" by Ariel and Shya Kane (link below). Their approach is less business oriented, but is definitely helpful in all areas of your life.
It's time we all discover our own greatness instead of picking on ourselves - it's the best way to stop picking on others!
Working on Yourself Doesn't Work: The 3 Simple Ideas That Will Instantaneously Transform Your Life
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5 von 5 Kunden fanden die folgende Rezension hilfreich Von Donald Mitchell TOP 500 REZENSENT am 8. August 2007
Format: Taschenbuch
This book represents three very ambitious efforts. One, it argues for a new management paradigm that builds from the psychological make-up of each person in the workplace to create the most effective combination of people and tasks. Two, the book presents a new psychological mapping scheme to capture those areas where a person will display "consistent near perfect performance in an activity." Three, the book connects you to a self-diagnosis tool that you can use on-line to see yourself in the perspective of the new mapping scheme. Most books would settle for pursing just one these goals. My hat is off to the authors for their ambition!

The concept of building companies around "desirable" pyschological profiles has been in application for some time. The Walt Disney organization uses this approach to locate people who will enjoy working in their company, and to match the person to the task they will be most focused on. More and more companies are experimenting with this approach. The evidence is that it works.

So the first argument simply takes that experience one step further by formalizing it a bit. The book has many persuasive examples of how people usually do not have jobs that use their best talents. This provides another perspective on the Peter Principle. So far so good.

Next, 34 patterns of mental habits are described based on millions of interviews over 25 years.
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Kommentar War diese Rezension für Sie hilfreich? Ja Nein Feedback senden...
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1 von 1 Kunden fanden die folgende Rezension hilfreich Von Donald Mitchell TOP 500 REZENSENT am 8. August 2007
Format: Gebundene Ausgabe
This book represents three very ambitious efforts. One, it argues for a new management paradigm that builds from the psychological make-up of each person in the workplace to create the most effective combination of people and tasks. Two, the book presents a new psychological mapping scheme to capture those areas where a person will display "consistent near perfect performance in an activity." Three, the book connects you to a self-diagnosis tool that you can use on-line to see yourself in the perspective of the new mapping scheme. Most books would settle for pursing just one these goals. My hat is off to the authors for their ambition!

The concept of building companies around "desirable" pyschological profiles has been in application for some time. The Walt Disney organization uses this approach to locate people who will enjoy working in their company, and to match the person to the task they will be most focused on. More and more companies are experimenting with this approach. The evidence is that it works.

So the first argument simply takes that experience one step further by formalizing it a bit. The book has many persuasive examples of how people usually do not have jobs that use their best talents. This provides another perspective on the Peter Principle. So far so good.

Next, 34 patterns of mental habits are described based on millions of interviews over 25 years.
Lesen Sie weiter... ›
Kommentar War diese Rezension für Sie hilfreich? Ja Nein Feedback senden...
Vielen Dank für Ihr Feedback. Wenn diese Rezension unangemessen ist, informieren Sie uns bitte darüber.
Wir konnten Ihre Stimmabgabe leider nicht speichern. Bitte erneut versuchen