Gallup Strengths Quotes

Back in the 1930s, Carl Jung, the eminent thinker and psychologist, put it this way: Criticism has 'the power to do good when there is something that must be destroyed, dissolved or reduced, but [it is] capable only of harm when there is something to be built.

If your senses are numbed with delusion and denial, you will stop looking for these true strengths and wind up living a second-rate version of someone's life rather than a worldclass version of your own

When we studied them, excellent performers were rarely well rounded. On the contrary, they were sharp.

But if you find yourself thinking in the future, if you find yourself actually anticipating the activity-'When can I do this again?'-it is a pretty good sign that you are enjoying it and that one of your talents is in play.

The only possible failure would be never managing to find the right role or the right partners to help you realize that strength.

The 'big five' factors of personality are neuroticism (which reflects emotional stability), extroversion (seeking the company of others), openness (interest in new experiences, ideas, and so forth), agreeableness (likability, harmoniousness), and conscientiousness (rule abidance, discipline, integrity).

1. Each person's talents are enduring and unique. 2. Each person's greatest room for growth is in the areas of his or her greatest strength.

Knowledge consists of the facts and lessons learned. Skills are the steps of an activity. These three-talents, knowledge, and skills-combine to create your strengths.

From this point of view, to avoid your strengths and to focus on your weaknesses isn't a sign of diligent humility. It is almost irresponsible. By contrast the most responsible, the most challenging, and, in the sense of being true to yourself, the most honorable thing to do is face up to the strength potential inherent in your talents and then find ways to realize it.

In Martin Seligman's words, 'Psychology is half-baked, literally half-baked. We have baked the part about mental illness. We have baked the part about repair and damage. But the other side is unbaked. The side of strengths, the side of what we are good at, the side…of what makes life worth living.

The boundaries of human experience are finite (if you haven't experienced emotions such as pain or fear or shame, you are either a sociopath or an alien), but within these boundaries there is significant range and diversity.

If there is any difference between you and me, it may simply be that I get up every day and have a chance to do what I love to do, every day.

The acid test of a strength? The ability is a strength only if you can fathom yourself doing it repeatedly, happily, and successfully.

Talent is any recurring pattern of thought, feeling, or behavior that can be productively applied.

Our definition of a weakness is anything that gets in the way of excellent performance.

While your spontaneous reactions provide the clearest trace of your talents, here are three more clues to keep in mind: yearnings, rapid learning, and satisfactions. Yearnings reveal the presence of a talent, particularly when they are felt early in life.

The point here is not that you should always forgo this kind of weakness fixing. The point is that you should see it for what it is: damage control, not development. And as we mentioned earlier, damage control can prevent failure, but it will never elevate you to excellence.

But not unlike the gremlins in the film of the same name who were transformed into nasty little critters if they were splashed or if they were fed after midnight, irrelevant nontalents can mutate into real weaknesses under one condition: As soon as you find yourself in a role that requires you to play to one of your nontalents-or area of low skills or knowledge-a weakness is born.

The definition of a strength that we will use throughout this book is quite specific: consistent near perfect performance in an activity.

Third, you will excel only by maximizing your strengths, never by fixing your weaknesses. This is not the same as saying 'ignore your weaknesses.

To develop a strength in any activity requires certain natural talents.

Talents are your naturally recurring patterns of thought, feeling, or behavior.

Skills are so enticingly helpful that they obscure their two flaws. The first flaw is that while skills will help you perform, they will not help you excel.

The second flaw is that some activities, almost by definition, defy being broken down into steps.

Rather, your smartness and your effectiveness depend on how well you capitalize on your strongest connections.

Well, more than likely you will never entirely dissolve either your fear of your own failure or your small pleasure in other people's.

We live with them every day, and they come so easily to us that they cease to be precious.

Positive psychology is a framework, or a paradigm, that encompasses an approach to psychology from the perspective of healthy, successful life functioning.

Such questions are labeled 'ipsative,' which means that if in reality you have both, the question makes it impossible for you to show up with both.

Satisfactions provide the last clue to talent. As we described in the previous chapter, your strongest synaptic connections are designed so that when you use them, it feels good. Thus, obviously, if it feels good when you perform an activity, chances are that you are using a talent.

If nature didn't whittle down your network to a smaller number of strongly forged connections, you would never become an adult. You would remain a permanent child, frozen in sensory overload.

The bottom line on skills is this: A skill is designed to make the secrets of the best easily transferable. If you learn a skill, it will help you get a little better, but it will not cover for a lack of talent. Instead, as you build your strengths, skills will actually prove most valuable when they are combined with genuine talent.

Each of these strategies-get a little better at it, design a support system, use one of your strongest themes to overwhelm your weakness, find a partner, and just stop doing it-can help you as you strive to build your life around your strengths.

As the wit W. C. Fields advised: 'If at first you don't succeed, try again. Then quit. There is no point making a fool of yourself.' This advice is easy to give and difficult to put into practice, but as you build your strengths, sometimes making great progress, sometimes slipping back, take comfort from the fact that this is how a strong life is supposed to be lived.

Rapid learning offers another trace of talent. Sometimes a talent doesn't signal itself through yearning. For a myriad of reasons, although the talent exists within you, you don't hear its call. Instead, comparatively late in life, something sparks the talent, and it is the speed at which you learn a new skill that provides the telltale clue to the talent's presence and power.

Thus, the lesson we should draw from these people is not that each person's talents are infinitely malleable or that they can be anything they want to be if they just apply themselves. Rather, the lesson is that talents, like intelligence, are value neutral. If you want to change your life so that others may benefit from your strengths, then change your values. Don't waste time trying to change your talents.

There is one sure way to identify your greatest potential for strength: Step back and watch yourself for a while. Try an activity and see how quickly you pick it up, how quickly you skip steps in the learning and add twists and kinks you haven't been taught yet. See whether you become absorbed in the activity to such an extent that you lose track of time. If none of these has happened after a couple of months, try another activity and watch-and another. Over time your dominant talents will reveal themselves, and you can start to refine them into a powerful strength.

As John Bruer describes in The Myth of the First Three Years, nature has developed three ways for you to learn as an adult: Continue to strengthen your existing synaptic connections (as happens when you perfect a talent with relevant skills and knowledge), keep losing more of your extraneous connections (as also happens when you focus on your talents and allow other connections to deteriorate), or develop a few more synaptic connections.

Our research into human strengths does not support the extreme, and extremely misleading, assertion that 'you can play any role you set your mind to,' but it does lead us to this truth: Whatever you set your mind to, you will be most successful when you craft your role to play to your signature talents most of the time.

First, he became aware of it. Many of us don't seem able to take even this step. Second, and most significant, he chose not to focus on reinforcing its weaker threads. Instead, he did the exact opposite: He identified its strongest threads, wove in education and experience, and built them into the dominating strengths we see today.

Since each person's talents are enduring, you should spend a great deal of time and money selecting people properly in the first place. This will help mitigate the 'I don't think I have the right talent for the role' problem. Since each person's talents are unique, you should focus performance by legislating outcomes rather than forcing each person into a stylistic mold. This means a strong emphasis on careful measurement of the right outcomes, and less on policies, procedures, and competencies. This will address the 'in my role I don't have any room to express my talents' problem.

Since the greatest room for each person's growth is in the areas of his greatest strength, you should focus your training time and money on educating him about his strengths and figuring out ways to build on these strengths rather than on remedially trying to plug his 'skill gaps.' You will find that this one shift in emphasis will pay huge dividends. In one fell swoop you will sidestep three potential pitfalls to building a strengths-based organization: the 'I don't have the skills and knowledge I need' problem, the 'I don't know what I'm best at' problem, and the 'my manager doesn't know what I'm best at' problem.

Lastly, since the greatest room for each person's growth lies in his areas of greatest strength, you should devise ways to help each person grow his career without necessarily promoting him up the corporate ladder and out of his areas of strength. In this organization 'promotion' will mean finding ways to give prestige, respect, and financial reward to anyone who has achieved word-class performance in any role, no matter where that role is in the hierarchy. By doing so you will overcome the remaining two obstacles to building a strengths-based organization: the 'even though I'm now in the wrong role, it was the only way to grow my career' problem and the 'I'm in a pass-through role that no one respects' problem.

According to a Gallup poll conducted in 2013 called “State of the American Workplace,” when our bosses completely ignore us, 40 percent of us actively disengage from our work. If our bosses criticize us on a regular basis, 22 percent of us actively disengage. Meaning, even if we’re getting criticized, we are actually more engaged simply because we feel that at least someone is acknowledging that we exist! And if our bosses recognize just one of our strengths and reward us for doing what we’re good at, only 1 percent of us actively disengage from the work we’re expected to do.

week before the election, the New Republic’s Morton Kondracke wrote that “it seems more likely by the day that Ronald Reagan is not going to execute a massive electoral sweep. In fact, the movement of the presidential campaign suggests a Carter victory.”14 David Broder had written: “There is no evidence of a dramatic upsurge in Republican strength or a massive turnover in Congress.” Though polls in the days leading up to the election showed Reagan ahead of Carter, most were near or within the margin of error, and everyone was predicting a late-night nail-biter. The New York Times poll three days out had Reagan ahead by a single point; veteran California pollster Mervin Field said, “At the moment there is a slight movement toward Carter.” George Gallup said, “This election could very well be a cliffhanger just like 1948.”15

as the specific room we stay in; our StrengthsFinder® results (based on Gallup University’s list of thirty-four talent themes, a weighted list of innate strengths that carry potential to increase a person’s performance success) as the way we decorate our room; but our Enneagram type as the kind of home we build (maybe some of us live in a hip urban condo, others prefer a gable-roofed Thai-inspired house, while others are happy to call home a one-story ranch). Our Enneagram type is the home we are likely born in and will most definitely die in. But let’s not get too fatalistic about the Enneagram. It’s not static like most popular profile systems; rather, it’s dynamic and constantly in motion, just like our personal patterns of progress and regress.

Teams that focus on strengths every day have 12.5% greater productivity. Gallup 2014 - State of the American Workplace Think about it. If you could spend the majority of your time at work performing tasks that highlight your strengths, wouldn’t you be happier? In fact, for most of us, if we could spend most of our days focusing on our strengths, we would even work for free. (Okay, this might be a stretch, but you get my point.) Organizations that have discovered how to extract the natural talents and strengths of their employees are more productive, more profitable, and more adored.

I like to think of the various results of the profile tools and tests we appeal to in an effort to learn about ourselves as the egoic spaces we inhabit. One way to illustrate this is to view our temperament (often categorized as one of sixteen combinations of basic preferences that can be determined through the MBTI® inventory—a typology developed by Isabel Briggs Myers and her mother Katharine Briggs based on Carl Jung’s typology theory) as the specific room we stay in; our StrengthsFinder® results (based on Gallup University’s list of thirty-four talent themes, a weighted list of innate strengths that carry potential to increase a person’s performance success) as the way we decorate our room; but our Enneagram type as the kind of home we build (maybe some of us live in a hip urban condo, others prefer a gable-roofed Thai-inspired house, while others are happy to call home a one-story ranch). Our Enneagram type is the home we are likely born in and will most definitely die in.

According to a Harvard study, your odds of being happy increase by 15% if a direct connection in your social network is happy. And if a friend of your direct connection is happy, the odds of you being happy increase by 10% — even if you don’t know or interact with this secondhand connection. So your friends’ friends have an impact on you and vice versa.

Leaders are particularly prone to loneliness, in no small part because real friendships at work are difficult or impossible with people under one’s authority and supervision. Work friendships are so important that 70 percent of people say friendship at work is the most important element to a happy work life, and 58 percent say they would turn down a higher-paying job if it meant not getting along with coworkers.[21] According to a data analysis conducted by Gallup in 2020, employees who say they have a best friend at work are almost twice as likely as others to enjoy their workday and almost 50 percent more likely to report high social well-being.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

Dr. Trent Lovette is a retired superintendent, but that doesn't mean he isn't working. He's taken his leadership experience and interpersonal skills to the field of leadership coaching, mentoring, and motivational speaking as John Maxwell and Gallup CliftonStrengths Global coach. Additionally, Dr. Trent Lovette has joined together with a business partner to enter the real estate business with Summit Investment Properties.

Gallup allows one Top 5 assessment completion per account created on their website. They prefer you purchase the “All 34 CliftonStrengths” report (which is more expensive) if you’ve already taken the Top 5. To retake the Top 5 assessment you’ll need to create a new account using a different email address.