 |
The radical idea at the core of the strengths movement is that excellence is not the opposite of failure, and that, as such, you will learn little about excellence from studying failure.
|
005 |
 |
…all we learn from mistakes are the characteristics of mistakes. If we want to learn about our successes, we must study strengths.
|
006 |
 |
…a person or an organization will excel only by amplifying strengths, never by simply fixing weaknesses.
|
008 |
 |
…each of us is at our most creative, our most innovative, and shows our best judgment precisely in our areas of greatest strength.
|
009 |
 |
You don’t focus on people’s strengths to make them happier. You do it to make them better performers.
|
009 |
 |
Most of us have heard the voice of our strengths loudly enough to seek out roles that call upon some aspects of our strengths…
|
016 |
 |
You have development needs… but… you will learn the most, grow the most, and develop the most in your areas of greatest strength.
|
055 |
 |
Your strengths are your multiplier. Your strengths magnify you.
|
055 |
 |
A good team member deliberately volunteers his strengths to the team most of the time.
|
064 |
 |
True teamwork occurs only when a complementary set of strengths comes together in a coordinated whole.
|
064 |
