Strengths Finder 2.0 by Tom Rath

Identifying and understanding your own personal strengths is key to being a successful leader. Knowing your strengths means you can focus your efforts to maximize results, in yourself and in others. Strengths Finder 2.0 is designed to uncover your strengths and utilize these strengths to your advantage (Rath, 2007). Identifying and applying these strengths to your leadership style, will enhance your effectiveness as a transformational leader.

The Strengths Finder is an assessment that measures your real talents. Knowing your best skills and investing time on practicing and developing those talents are the two main ingredients to building and improve your true strengths and

Which is more important, talent or hard work?. Other people refer to this question as Nature vs. Nurture (Taylor). Throughout the years there has been debates about the topic and it will go on in the future because of different beliefs and thoughts that people have. This argument can be compared with democrats and republicans, some believe one thing and the others something else. Hard work always comes out on top of talent because of the time and dedication a person utilizes to work hard and get to a high level of skill and knowledge.

In the same way the military evaluates and observes the solders’ individual strength and weakness in order to place subordinates in the field of their strength, organizations should look to do the same within their company to promote potential leaders. The doctrine that goes with building strength through leadership and according to the reading, it is suggested that “nurturing strengths as opposed to focusing exclusively on correction deficiencies” (Key-Roberts,

Although mastering a single skill can lead to success, it does not always lead to the “master’s” highest potential being met. Humans possess endless capabilities, therefore, we should continuously challenge ourselves to achieve new skills. The testing of oneself is important in discovering what one is most talented in. Reaching

You and I are built with a tremendous ability to affect change in our own context. Let me ask, if you are up against a decision and have no idea what is next and ask, “what should I do?” I would ask you, what would you do if you did not have this decision? Most of the time when you give people the space to think, they will come up with their own answer. John C Maxwell has said, “most of the time people think other peoples thoughts.” If John is correct most of the time people only need their thinking capacity lengthened and they will find the solution. Next, we find (between my ears) Sensing; I rely heavily on sensing what people are trying to communicate. As a police office (in my younger days) I found that what people think is usually displayed by involuntary body language. This skill takes one time to prove that your sensing quality is true or false. Then, I have the Thinking attribute; I often need time to think through issues or process. When I coach a person, I have to spend many hours preparing (thinking) of the right questions to lead them to the answers they already have within. Lastly, I bare the Perceiving marks. This is the part tells

This is possible because in the end you become what you think about. Therefore, always keep your vision foremost in your mind.

5. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving

She can create self-direct work teams and employee participation groups, stipulating rewards for those who are willing to share their information. She must create a network, and encourage the teams to sustain it and actively contribute in it, counting most of all on the new younger entrepreneurial generation that find old ways tiring and unproductive.

be passionate about the project, have limited budget, ensure that team has what they need.

Engage stakeholders by reassessing information flow i.e. if ideas need to flow from the bottom (participants) to the top (key stakeholders in management), adjust accordingly.

Art Spikol writes in Handbook of Magazine Article Writing, "Talent is potential. Develop it and you have something; let it atrophy and you squander it. Talent is not ability."

Project management operates in a constant state of change and lack of effective communication can dramatically increase the likelihood that the project will fall short. In order to perform better I need to manage the four I’s: intimacy, interactivity, inclusion, and intentionality for ongoing effective communications, to ensure teams perform efficiently, and to ensure the information transferred is authentic, constructive and continual. The key to effecting change is to involve stakeholders in the process early, they would want to know that they are not at the bleeding edge of organizational innovation and taking an undue risk. I will need to consult with them and to get them to take ownership of the new ideas that are to be introduced. As Groysberg

1) Assess the type of team you consider the most appropriate to support your intrapreneur idea.

Additionally, establishing a way to transfer words to the community needs to be done. This will bring together allies, who will contribute their time, revenue or even both, to aid towards objectives or an organization, as well as knowing what you are talking about. Analyze the issues that you want to address so that you are knowledgeable about the matters and can explain it to others. Finally, to formulate the matters, know the procedure for getting the strategies to be carried out.