StrengthsFinder 2.0
10 Jul
 Do you have the opportunity to do what you do best every day?
Do you have the opportunity to do what you do best 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 2001 which ignited a global conversation and helped millions to discover their top five talents.
In its latest national bestseller, StrengthsFinder 2.0, Gallup unveils the new and improved version of its popular assessment, language of 34 themes, and much more (see below for details). 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.
Buy this book on Amazon


 Kaufman, a former middle manager at Proctor & Gamble and founder of  personalmba.com, argues that those interested in business would be  better served by skipping the M.B.A. and focusing on the critically  important concepts that really make or break a business. According to  the author, much of what is taught in business schools is outdated;  you’re better off saving the expense and finding other ways to learn  about these core principles–which Kaufman synthesizes–in such areas as  value creation, marketing, sales, and finance. He also explores the  psychological side of business and examines how consumers take in  information, make decisions, and decide what to do or not to do.  Acknowledging the panoramic overview his approach necessitates, he  includes a fairly lengthy list of sources to seek out if more  information is needed. While Kaufman’s rallying call will not eradicate  the need or desire for M.B.A. degrees, he does provide a surprisingly  solid alternative full of information that even those already in the  workplace will respond to.
Kaufman, a former middle manager at Proctor & Gamble and founder of  personalmba.com, argues that those interested in business would be  better served by skipping the M.B.A. and focusing on the critically  important concepts that really make or break a business. According to  the author, much of what is taught in business schools is outdated;  you’re better off saving the expense and finding other ways to learn  about these core principles–which Kaufman synthesizes–in such areas as  value creation, marketing, sales, and finance. He also explores the  psychological side of business and examines how consumers take in  information, make decisions, and decide what to do or not to do.  Acknowledging the panoramic overview his approach necessitates, he  includes a fairly lengthy list of sources to seek out if more  information is needed. While Kaufman’s rallying call will not eradicate  the need or desire for M.B.A. degrees, he does provide a surprisingly  solid alternative full of information that even those already in the  workplace will respond to.

 To all those wondering “Why?” and “How?” certain organizations are more  productive than their peers, Logan, King and  Fischer-Wright have some  concrete answers.  In their landmark book, “Tribal Leadership”, they  explore the essence of organizational culture.  What they have uncovered  is a dynamic at least 15,000 years in the making, and at the heart of   all human organizations:  the tribe.  We operate in a “tribe”-a group of   20 to 150 people- in which important decisions are made and  productivity is determined.  Larger organizations are “tribes of  tribes”.  Five stages describe the evolution of the tribe, from savage  and dysfunctional to innovative and powerfully inspirational.  What sets  this work apart is its practical advice on both identifying the stage  of the tribe and the means to advance to the next stage.  Laced with  real-life examples, the book is eminently readable.  There is no doubt  it will transform the reader, no matter where their own tribe finds  itself. They will understand the difference between leading and  commanding.
To all those wondering “Why?” and “How?” certain organizations are more  productive than their peers, Logan, King and  Fischer-Wright have some  concrete answers.  In their landmark book, “Tribal Leadership”, they  explore the essence of organizational culture.  What they have uncovered  is a dynamic at least 15,000 years in the making, and at the heart of   all human organizations:  the tribe.  We operate in a “tribe”-a group of   20 to 150 people- in which important decisions are made and  productivity is determined.  Larger organizations are “tribes of  tribes”.  Five stages describe the evolution of the tribe, from savage  and dysfunctional to innovative and powerfully inspirational.  What sets  this work apart is its practical advice on both identifying the stage  of the tribe and the means to advance to the next stage.  Laced with  real-life examples, the book is eminently readable.  There is no doubt  it will transform the reader, no matter where their own tribe finds  itself. They will understand the difference between leading and  commanding.

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