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StrengthsFinder 2.0: A New and Upgraded Edition of the Online Test from Gallup's Now, Discover Your Strengths

strength finder   

Amazon links: StrengthsFinder 2.0 and StandOut: The Groundbreaking New Strengths Assessment from the Leader of the Strengths Revolution

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.

AVAILABLE EXCLUSIVELY IN STRENGTHSFINDER 2.0

(using the unique access code included with each book)

  • A new and upgraded edition of the StrengthsFinder assessment
  • A personalized Strengths Discovery and Action-Planning Guide for applying your strengths in the next week, month, and year
  • A more customized version of your top five theme report
  • 50 Ideas for Action (10 strategies for building on each of your top five themes)

The material in the book is valuable for considering ways in which various strengths can be put into action. But what sports coach would rely on a test for identifying an athlete's strengths? More effective insights can be found in the strength topics in Peter Drucker's Managing Oneself and The Effective Executive.


From The Daily Drucker by Peter Drucker

9 SEP — Take Responsibility for Your Career

The stepladder is gone, and there's not even the implied structure of an industry's rope ladder. It's more like vines, and you bring your own machete.

If a young man in a gray flannel suit represented the life long corporate type, what's today's image?

Taking individual responsibility and not depending on any particular company.

Equally important is managing your own career.

You don't know what you'll be doing next, or whether you'll work in a private office or one big amphitheater or even out of your home.

You have to take responsibility for knowing yourself, so you can find the right jobs as you develop and as your family becomes a factor in your values and choices.


Remarkably few Americans are prepared to select jobs for themselves.

When you ask, "Do you know what you are good at?

Do you know your limitations?" they look you in the eye with a blank stare.

Or they often respond in terms of subject knowledge, which is the wrong answer.

When they prepare their résumés, they try to list positions like steps up a ladder.

It is time to give up thinking of jobs or career paths as we once did and think in terms of taking on one assignment after another.

We have to leap right over the search for objective criteria and get into the subjective—what I call competencies.

 

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

 

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These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

 

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