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StrengthsFinder 2.0, by Tom Rath
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DO YOU HAVE AN OPPORTUNITY TO USE YOUR STRENGTHS EVERY DAY?
Chances are, you don’t. All too often, our natural talents go untapped. From the cradle to the cubicle, we devote more time to fixing our shortcomings than to developing our strengths.
To help people uncover their talents, Gallup introduced the first version of its online assessment, StrengthsFinder, in the 2001 management book Now, Discover Your Strengths. The book spent more than five years on the bestseller lists and ignited a global conversation, while StrengthsFinder helped millions discover their top five talents.
In StrengthsFinder 2.0, Gallup unveils the new and improved version of its popular assessment, language of 34 themes, and much more. While you can read this book in one sitting, you’ll use it as a reference for decades.
Loaded with hundreds of strategies for applying your strengths, this new book and accompanying website will change the way you look at yourself — and the world around you — forever.
- Sales Rank: #250734 in Books
- Published on: 2016-08-23
- Formats: Audiobook, MP3 Audio, Unabridged
- Original language: English
- Number of items: 1
- Dimensions: 6.75" h x .50" w x 5.25" l,
- Running time: 4 Hours
- Binding: MP3 CD
From the Publisher
STRENGTHS: THE NEXT GENERATION
Q&A with author Tom Rath
(From the Gallup Management Journal; interviewed by Jennifer Robison)
Last month, StrengthsFinder 2.0 hit the bookstores. Book browsers, no doubt, had many questions, and among them was probably "Didn't I already read a book about this?"
Well, actually, yes. But the topic was worth revisiting for two reasons. In the six years since the release of Now, Discover Your Strengths, more than 2 million people have taken the Clifton StrengthsFinder assessment, which means billions of people have not yet had the opportunity. The second reason is that Gallup researchers just haven't been able to let the topic rest. Over the past decade, they've done more surveys, more interviews, and more studies; they've prodded and poked and analyzed. And they realized that there's a lot more to understanding human talent than most people know. Those who are familiar with the StrengthsFinder assessment know that it is designed to uncover certain key talents -- patterns of thought, feeling, and behavior that can be productively applied. These patterns are categorized into 34 broad themes -- such as Achiever, Ideation, and Relator -- and those themes indicate and predict one's innate and unique talents. Those talents, when multiplied by the investment of time spent practicing, developing skills, and building knowledge, can become strengths. Some of this is just common sense; it seems intuitive that your performance will be better if you're doing what you naturally do well. But some of it seems counterintuitive and runs directly against conventional wisdom: No amount of training will help you excel in your areas of weakness. You can't do anything you want to do -- or be anything you want to be -- because you're just not going to be good at everything. But if you work with your talents, you can be extraordinary. StrengthsFinder has resonated with the business community because there's a direct link between talent development and performance. In this interview, Tom Rath, author of StrengthsFinder 2.0, discusses what Gallup scientists have learned since the publication of the first book, what more there is to discover about your talents, and why it's bad to focus on your employees' weaknesses, but simply cruel to ignore them completely. GMJ: Why the new book?
Tom Rath: StrengthsFinder 2.0 is an effort to get the core message and language out to a much broader audience. We had no idea how well received the first strengths book would be by general readers -- it was oriented more toward managers -- or that the energy and excitement would continue to grow. More than two million people have taken the StrengthsFinder assessment, and each month, the number of people learning about their talents goes up. But readers keep asking us: "Now that I know about my strengths, what do I do next?" So we went back and surveyed hundreds of them and asked them how they apply their talents. Then we whittled their suggestions down to the ten best ideas for each theme. We also added more than five thousand Strengths Insights to version 2.0 that allow us to offer more individualized theme descriptions than we could before. So, instead of general descriptions of your top five talent themes, in 2.0, you get a talent profile so unique that you're unlikely to share even a sentence with someone else. And as I said, the first book was really written for a business audience. People have had trouble retrofitting the theme descriptions if they are in non-management roles, but they've tried. This book helps readers apply strengths theory to any type of role and gives them ideas to help them apply their talents in their daily life. GMJ: It's been six years since the first book was published, and Gallup has done hundreds of thousands more interviews. Have you discovered anything new about talents and strengths? Have you altered your original premise?
Rath: No, but we've seen more and more evidence that demonstrates that focusing on your talents is important. We did a survey in 2004 that examined what happens when your manager ignores you, focuses on your strengths, or focuses on your weaknesses. We found that if your manager focuses on your strengths, your chances of being actively disengaged go down to one in one hundred. However, if your manager primarily focuses on your weaknesses, your chances of being actively disengaged are 22%, and if your manager ignores you, that percentage rises to 40%. GMJ: Why such a high rate of disengagement among those who are ignored?
Rath: It basically mirrors the psychology of raising kids -- being completely ignored is the worst possible psychological state. You would actually feel better if your manager went from ignoring you to focusing on what you do wrong all the time, because then at least she's paying attention to you. GMJ: Did your new research turn up anything that surprised you?
Rath: We've talked a lot about how strengths can help you be more of who you are, and you get more out of your best players, and all of that. But in the last ten years, we've also found that it's a good strategy just to wipe out the extreme negativity in the workplace. I get this question almost every time I talk to a group: "What do I do about that one person who just drags everyone down every day?" My glib answer was to get rid of the person. I always thought there were some people who were just destined to be disengaged in their jobs because that was their personality, and no matter how hard managers tried, there wasn't much they could do with some of those people. But the data from the last five years would suggest that much of that epidemic of disengagement is fixable. More than I ever would have guessed, it helps tremendously if a manager starts by focusing on someone's strengths. You may not take someone who's actively disengaged and make him into your most engaged employee, but it will help get him out of that mindset where he's scaring off colleagues and customers. GMJ: So is that the business case to be made for putting people in roles that play to their strengths? Rath: I think it's the secondary business case. The main business case is that people have a lot more fun and get a lot more done if they're able to spend time in areas where they have some natural talent. I think that's a fundamental principle that hasn't changed much at all. The one thing that we were clear about in StrengthsFinder 2.0 is that the American dream ideal that "You can be anything you want if you just try hard enough" is detrimental. This is especially true when people buy into it hook, line, and sinker. You may not be able to be anything you want to be, but you can be a lot more of who you already are. [Taking] StrengthsFinder is just a starting point; it's step one of a hundred in figuring out the areas where you have the most potential for growth. GMJ: What is the most challenging aspect of your ongoing strengths research?
Rath: While hundreds of people in our organization continue to research this topic each year, our greatest challenge might be incorporating the new research while making the message even more succinct and applicable to a wider audience. So while we have hundreds of new case studies and meta-analyses about strengths -- and about employee engagement and business outcomes -- we tried to stay as close as we could to the basics. GMJ: The Clifton StrengthsFinder assessment has always categorized talents into thirty-four themes. Have you ever considered adding or subtracting any, or refining them further?
Rath: Yes, we looked at that extensively as we started to review our plan for the updated version of the assessment. We found that so far, the thirty-four themes have done a good job of describing much of what we've learned since releasing the first version of the assessment. If enough people had made a case about a specific theme that didn't exist, we were open to adding that theme. I think we probably will continue to investigate whether there are themes that emerge that we haven't yet picked up on. But there wasn't a real strong case for any additions at this time. GMJ: What would you most like to accomplish with StrengthsFinder 2.0?
Rath: Our big goal and mission as a company is to help people do more of what they do well. We've topped two million completed StrengthsFinder assessments, and it's not too hard to imagine that number getting to twenty million soon. An organization that exists to help people has a responsibility to get better and better. By reaching beyond our initial audience, we help people get the latest and greatest research. But we also hope it helps people live better lives.
From the Inside Flap
ABOUT STRENGTHSFINDER
In 1998, the Father of Strengths Psychology, Donald O. Clifton, Ph.D. (1924-2003), along with Tom Rath and a team of scientists at The Gallup Organization, created the online StrengthsFinder assessment. In 2001, they included the first edition of StrengthsFinder with the bestseller Now, Discover Your Strengths. In 2004, the assessment's name was formally changed to "Clifton StrengthsFinder" in honor of its chief designer.
In 2007, building on the initial assessment and language from StrengthsFinder 1.0, Rath and Gallup scientists released a new edition of the assessment, program, and website, dubbed "StrengthsFinder 2.0." Rooted in more than 40 years of research, this assessment has helped millions discover and develop their natural talents.
About the Author
Tom Rath is one of the most influential authors of the last decade. He studies the role of human behavior in health, business, and economics. Tom has written several international bestsellers including the number-one New York Times bestseller How Full Is Your Bucket? In 2007, The Economist listed his book, StrengthsFinder 2.0, as the top-selling business book worldwide. Tom's most recent New York Times bestsellers are Strengths-Based Leadership and Wellbeing: The Five Essential Elements. In total, his books have sold more than 5 million copies and made over 250 appearances on The Wall Street Journal's bestseller list. Tom serves as a Senior Scientist and Advisor to Gallup, where he previously spent 13 years leading the organization's work on employee engagement, strengths, and wellbeing. Tom also served as Vice Chairman of the VHL cancer research organization. He earned degrees from the University of Michigan and University of Pennsylvania, where he is now a guest lecturer. Tom and his wife, Ashley, and their two children live in Arlington, VA.
Most helpful customer reviews
22 of 23 people found the following review helpful.
(3.8 stars) Gain insight into what you do best so that you can start doing more of it.
By C.H.E. Sadaphal
Before I get into the review, a word of advice to all potential buyers: You must buy this book new. A new book comes with an exclusive one-time access code in the back that unlocks an online survey. Your unique survey results will then calculate what your strengths are, so that you can get the most value out of StrengthsFinder 2.0. Without an original unique code, the book is of no help to you unless you already know your strengths and want to read up on them.
Research demonstrates that people tend not to utilize their natural talents, leading to frustration. Even more, most people also tend not the scale their strengths, but instead focus on scrutinizing their weaknesses.
StrengthsFinder 2.0 is designed to help you first identify what your innate talents are, so that you can invest in them and produce strength, or consistent near-perfect performance.
The key idea behind StrengthsFinder 2.0 is that in order for you to be successful, you must not waste taste time on what you can’t do well, but to invest heavily in what you can do well.
This is accomplished by taking a 177-question online assessment. Your “grade” on this test computes your top five themes which you can then read about amongst the 34 themes described in this book. So, StrengthsFinder 2.0 isn’t a book that you read cover to cover but only focus on those themes applicable to you. Each theme describes the type of person that fits in the category, what a person with the theme sounds like in real-life, gives dozens of ideas for action to cultivate the theme, and concludes with tips for others who have that theme.
What this book does very well is introduce you to the real you and not the version of you that others have molded for you. With this sincere insight in mind, you will be equipped with the tools needed to leverage what you do best into your job, career, and life in general.
You may also find a hidden talent that you never would have explored on your own. What the book doesn’t do well is give out ideas for action that are very general, vague, and in some instances common sense. Especially for a theme that you may already have a sense of (e.g. “Analytical”) the book suggests blatantly obvious ideas (e.g. work in a field in which you analyze).
Ultimately, StrengthsFinder 2.0 is a useful book compels you to take a good, hard look at who you really are and will likely be a go-to resource well into the future.
3 of 3 people found the following review helpful.
Good prep for interviews
By Rachel P.
First thing: make sure you buy a new copy of the book or it will be useless to you. The book has an access code inside to take the Strengths Finder quiz. Once you take the quiz online, you will be given a list of five of the 34 strengths outlined in the book.
The book itself is basically just an outline of the thirty-four different strengths that are identified by the quiz. For me, this book was required for a class. I will be graduating with a master's degree in a few months and this book gave me some insight on ways to market myself to future employers as well as ways to develop my strengths. I found it to be interesting enough that I bought a copy for my boyfriend who is finishing up his PhD as well. I would highly recommend it for anyone who struggles with the "What is your biggest strength?" question in interviews.
2 of 2 people found the following review helpful.
Must Read, and REREAD!
By jagdeep
Loved this book, the test you take after reading a quick intro is quick and to the point. After completing the quiz you learn about your strengths. Keep in mind, everyone changes over time so this is a great reference book to keep on hand. I purchased this book a few years ago and I still refer to it time and again to check on my growth, and best of all, it helps to identify your coworkers’ strengths too! So if you’re having trouble connecting or working effectively with someone at work, with a little work and observation you can find ways to work better with your peers. This is a must own for everyone!
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