Quotes About Strengths

You have to discover your area of talent to be effective

Generally, it's a great exercise to not get stuck in one medium too long because you begin to lose perspective on the peculiar drawbacks and strengths of the medium. For example, if I'm in the back of the stage and I want you to see my emotional change by a flicker of my eyelid, we're all going to be in for a long boring evening.

As a student, I was more gifted in history and geography. Things like arithmetic were not my strength.

I'm very comfortable speaking to millions of people, but not comfortable in a small, intimate social setting. Like cocktail hour. I get very panicky. Even if I know them. I know it's weird -- it's just not my strength.

God made no mistakes when He created you. You were uniquely designed for success in your purpose. When you align your life with your strengths—those innate qualities you were gifted with—you will tap into a level of grace that empowers you to achieve things you could never accomplish in your strength alone.

In retaining employees and keeping them engaged, we'll cover the five activities of great (vs. good) managers: • Help people play to their strengths. • Don't demotivate; dehassle. • Set clear expectations and give employees a clear line of sight. • Give recognition and show appreciation. • Hire fewer people, but pay them more (frontline employees, not top leaders!).

Bobby Fischer, the great chess champion, once said, "Winning in this game is all a matter of understanding how to capitalize on the strengths of each piece and timing their moves just right.

Concentrate your strengths against your competitor's relative weaknesses.

I've never been good in the financial and business arenas. I handle the creative side of things.

I don't have any talent as an artist but I do have an awareness for business and what you need to bring to that world. It helps to know what you're good at.

You have to shelf your excitement and be realistic about your internal and external strengths and weaknesses. (p.70)

In a growth mindset, challenges are exciting rather than threatening. So rather than thinking, oh, I'm going to reveal my weaknesses, you say, wow, here's a chance to grow.

A wise man is capable of determining his weaknesses and working to address them

Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.

Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.

A man should never be appointed to a managerial position if his vision focuses on people's weaknesses rather than on their strengths. The man who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization.

Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values.

You should not change yourself, but create yourself, that mean build around your strengths and removing bad habits

The effective executive, therefore, asks: "What can my boss do really well?" "What has he done really well?" "What does he need to know to use his strength?" "What does he need to get from me to perform?" He does not worry too much over what the boss cannot do.

If you have a goal that you still postpone, that means, it's not one of your strengths

The first secret of effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their ways of working, and their values. Working relationships are as much based on the people as they are on the work.

The secret is that effective executives make the strengths of the boss productive.

Effective executives build on strengths

3. Individual self-development in large measure depends on the focus on contributions. The man who asks of himself, "What is the most important contribution I can make to the performance of this organization?" asks in effect, "What self-development do I need? What knowledge and skill do I have to acquire to make the contribution I should be making? What strengths do I have to put to work? What standards do I have to set myself?" 4.