Enjoy fast, free delivery, exclusive deals, and award-winning movies & TV shows with Prime
Try Prime and start saving today with fast, free delivery
Amazon Prime includes:
Fast, FREE Delivery is available to Prime members. To join, select "Try Amazon Prime and start saving today with Fast, FREE Delivery" below the Add to Cart button.
Amazon Prime members enjoy:- Cardmembers earn 5% Back at Amazon.com with a Prime Credit Card.
- Unlimited Free Two-Day Delivery
- Streaming of thousands of movies and TV shows with limited ads on Prime Video.
- A Kindle book to borrow for free each month - with no due dates
- Listen to over 2 million songs and hundreds of playlists
- Unlimited photo storage with anywhere access
Important: Your credit card will NOT be charged when you start your free trial or if you cancel during the trial period. If you're happy with Amazon Prime, do nothing. At the end of the free trial, your membership will automatically upgrade to a monthly membership.
$20.75$20.75
FREE delivery: Tuesday, April 30 on orders over $35.00 shipped by Amazon.
Ships from: Amazon.com
Sold by: Amazon.com
$7.01
Download the free Kindle app and start reading Kindle books instantly on your smartphone, tablet, or computer - no Kindle device required.
Read instantly on your browser with Kindle for Web.
Using your mobile phone camera - scan the code below and download the Kindle app.
Image Unavailable
Color:
-
-
-
- To view this video download Flash Player
- 6 VIDEOS
Audible sample Sample
StrengthsFinder 2.0 Hardcover – February 1, 2007
Purchase options and add-ons
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)
-
Print length175 pages
-
LanguageEnglish
-
PublisherGallup Press
-
Publication dateFebruary 1, 2007
-
Dimensions5 x 0.9 x 7 inches
-
ISBN-109781595620156
-
ISBN-13978-1595620156
The Amazon Book Review
Book recommendations, author interviews, editors' picks, and more. Read it now.
Frequently bought together
Similar items that may ship from close to you
-
Transformational Leadership in Nursing: From Expert Clinician to Influential LeaderMarion E. Broome PhD RN FAANPaperback
-
You cannot be anything you want to be—but you can be a lot more of who you already are.Highlighted by 7,571 Kindle readers
-
From the cradle to the cubicle, we devote more time to our shortcomings than to our strengths.Highlighted by 2,982 Kindle readers
-
Another strategy is to partner with someone who has more talent in the areas in which you are lacking.Highlighted by 2,613 Kindle readers
From the Publisher
StrengthsFinder 2.0
StrengthsFinder 2.0 features the new and upgraded version of the StrengthsFinder program, the main selling point of mega-bestseller Now, Discover Your Strengths (over a million copies sold). Access to the new and upgraded StrengthsFinder program will be available exclusively through this book.
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 the 2001 management book Now, Discover Your Strengths. The book spent more than five years on bestseller lists and ignited a global conversation, while StrengthsFinder helped millions discover their top five talents.
In StrengthsFinder 2.0, Gallup unveils the new and improved version of its popular assessment, language of 34 themes and much more. 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.
About the Author
Tom Rath is one of the most influential authors of the last decade. He studies the role of human behavior in health, business and economics. Rath writes and speaks on a range of topics, from well-being to organizational leadership. He has written several international bestsellers, including the #1 New York Times bestseller How Full Is Your Bucket? In 2007, The Economist listed his book StrengthsFinder 2.0 as the top-selling business book worldwide. In total, Rath’s books have sold more than 5 million copies, been translated in 16 languages and made over 250 appearances on the Wall Street Journal bestseller list. Rath is a senior scientist and advisor to Gallup, where he previously spent 13 years leading the organization’s work on employee engagement, strengths and well-being. He has also served as vice chairman of the VHL cancer research organization.
Editorial Reviews
From the Publisher
Q&A with author Tom Rath
(From the Gallup Management Journal; interviewed by Jennifer Robison)
Last month, StrengthsFinder 2.0 hit the bookstores. Book browsers, no doubt, had many questions, and among them was probably "Didn't I already read a book about this?"
Well, actually, yes. But the topic was worth revisiting for two reasons. In the six years since the release of Now, Discover Your Strengths, more than 2 million people have taken the Clifton StrengthsFinder assessment, which means billions of people have not yet had the opportunity. The second reason is that Gallup researchers just haven't been able to let the topic rest. Over the past decade, they've done more surveys, more interviews, and more studies; they've prodded and poked and analyzed. And they realized that there's a lot more to understanding human talent than most people know. Those who are familiar with the StrengthsFinder assessment know that it is designed to uncover certain key talents -- patterns of thought, feeling, and behavior that can be productively applied. These patterns are categorized into 34 broad themes -- such as Achiever, Ideation, and Relator -- and those themes indicate and predict one's innate and unique talents. Those talents, when multiplied by the investment of time spent practicing, developing skills, and building knowledge, can become strengths. Some of this is just common sense; it seems intuitive that your performance will be better if you're doing what you naturally do well. But some of it seems counterintuitive and runs directly against conventional wisdom: No amount of training will help you excel in your areas of weakness. You can't do anything you want to do -- or be anything you want to be -- because you're just not going to be good at everything. But if you work with your talents, you can be extraordinary. StrengthsFinder has resonated with the business community because there's a direct link between talent development and performance. In this interview, Tom Rath, author of StrengthsFinder 2.0, discusses what Gallup scientists have learned since the publication of the first book, what more there is to discover about your talents, and why it's bad to focus on your employees' weaknesses, but simply cruel to ignore them completely. GMJ: Why the new book?
Tom Rath: StrengthsFinder 2.0 is an effort to get the core message and language out to a much broader audience. We had no idea how well received the first strengths book would be by general readers -- it was oriented more toward managers -- or that the energy and excitement would continue to grow. More than two million people have taken the StrengthsFinder assessment, and each month, the number of people learning about their talents goes up. But readers keep asking us: "Now that I know about my strengths, what do I do next?" So we went back and surveyed hundreds of them and asked them how they apply their talents. Then we whittled their suggestions down to the ten best ideas for each theme. We also added more than five thousand Strengths Insights to version 2.0 that allow us to offer more individualized theme descriptions than we could before. So, instead of general descriptions of your top five talent themes, in 2.0, you get a talent profile so unique that you're unlikely to share even a sentence with someone else. And as I said, the first book was really written for a business audience. People have had trouble retrofitting the theme descriptions if they are in non-management roles, but they've tried. This book helps readers apply strengths theory to any type of role and gives them ideas to help them apply their talents in their daily life. GMJ: It's been six years since the first book was published, and Gallup has done hundreds of thousands more interviews. Have you discovered anything new about talents and strengths? Have you altered your original premise?
Rath: No, but we've seen more and more evidence that demonstrates that focusing on your talents is important. We did a survey in 2004 that examined what happens when your manager ignores you, focuses on your strengths, or focuses on your weaknesses. We found that if your manager focuses on your strengths, your chances of being actively disengaged go down to one in one hundred. However, if your manager primarily focuses on your weaknesses, your chances of being actively disengaged are 22%, and if your manager ignores you, that percentage rises to 40%. GMJ: Why such a high rate of disengagement among those who are ignored?
Rath: It basically mirrors the psychology of raising kids -- being completely ignored is the worst possible psychological state. You would actually feel better if your manager went from ignoring you to focusing on what you do wrong all the time, because then at least she's paying attention to you. GMJ: Did your new research turn up anything that surprised you?
Rath: We've talked a lot about how strengths can help you be more of who you are, and you get more out of your best players, and all of that. But in the last ten years, we've also found that it's a good strategy just to wipe out the extreme negativity in the workplace. I get this question almost every time I talk to a group: "What do I do about that one person who just drags everyone down every day?" My glib answer was to get rid of the person. I always thought there were some people who were just destined to be disengaged in their jobs because that was their personality, and no matter how hard managers tried, there wasn't much they could do with some of those people. But the data from the last five years would suggest that much of that epidemic of disengagement is fixable. More than I ever would have guessed, it helps tremendously if a manager starts by focusing on someone's strengths. You may not take someone who's actively disengaged and make him into your most engaged employee, but it will help get him out of that mindset where he's scaring off colleagues and customers. GMJ: So is that the business case to be made for putting people in roles that play to their strengths? Rath: I think it's the secondary business case. The main business case is that people have a lot more fun and get a lot more done if they're able to spend time in areas where they have some natural talent. I think that's a fundamental principle that hasn't changed much at all. The one thing that we were clear about in StrengthsFinder 2.0 is that the American dream ideal that "You can be anything you want if you just try hard enough" is detrimental. This is especially true when people buy into it hook, line, and sinker. You may not be able to be anything you want to be, but you can be a lot more of who you already are. [Taking] StrengthsFinder is just a starting point; it's step one of a hundred in figuring out the areas where you have the most potential for growth. GMJ: What is the most challenging aspect of your ongoing strengths research?
Rath: While hundreds of people in our organization continue to research this topic each year, our greatest challenge might be incorporating the new research while making the message even more succinct and applicable to a wider audience. So while we have hundreds of new case studies and meta-analyses about strengths -- and about employee engagement and business outcomes -- we tried to stay as close as we could to the basics. GMJ: The Clifton StrengthsFinder assessment has always categorized talents into thirty-four themes. Have you ever considered adding or subtracting any, or refining them further?
Rath: Yes, we looked at that extensively as we started to review our plan for the updated version of the assessment. We found that so far, the thirty-four themes have done a good job of describing much of what we've learned since releasing the first version of the assessment. If enough people had made a case about a specific theme that didn't exist, we were open to adding that theme. I think we probably will continue to investigate whether there are themes that emerge that we haven't yet picked up on. But there wasn't a real strong case for any additions at this time. GMJ: What would you most like to accomplish with StrengthsFinder 2.0?
Rath: Our big goal and mission as a company is to help people do more of what they do well. We've topped two million completed StrengthsFinder assessments, and it's not too hard to imagine that number getting to twenty million soon. An organization that exists to help people has a responsibility to get better and better. By reaching beyond our initial audience, we help people get the latest and greatest research. But we also hope it helps people live better lives.
From the Inside Flap
In 1998, the Father of Strengths Psychology, Donald O. Clifton, Ph.D. (1924-2003), along with Tom Rath and a team of scientists at The Gallup Organization, created the online StrengthsFinder assessment. In 2001, they included the first edition of StrengthsFinder with the bestseller Now, Discover Your Strengths. In 2004, the assessment's name was formally changed to "Clifton StrengthsFinder" in honor of its chief designer.
In 2007, building on the initial assessment and language from StrengthsFinder 1.0, Rath and Gallup scientists released a new edition of the assessment, program, and website, dubbed "StrengthsFinder 2.0." Rooted in more than 40 years of research, this assessment has helped millions discover and develop their natural talents.
About the Author
Tom Rath has written four bestsellers in the last decade, which have sold millions of copies and made more than 100 appearances on The Wall Street Journal bestseller list. He currently leads Gallup's workplace research and leadership consulting business around the world. Tom and his family live in Washington DC.
Tom's latest New York Times bestseller, Wellbeing: The Five Essential Elements (co-authored with Jim Harter), is based on a global study of what differentiates people who are thriving from those who are not. This book also features Gallup's new Wellbeing Finder program, enabling readers to measure, manage, and improve their Wellbeing over time.
Excerpt. © Reprinted by permission. All rights reserved.
Overcoming deficits is an essential part of the fabric of our culture. Our books, movies, and folklore are filled with stories of the underdog who beats one-in-a-million odds. And this leads us to celebrate those who triumph over their lack of natural ability even more than we recognize those who capitalize on their innate talents. As a result, millions of people see these heroes as being the epitome of the American Dream and set their sights on conquering major challenges. Unfortunately, this is taking the path of most resistance.
A misguided maxim?
"You can be anything you want to be, if you just try hard enough." Like most people, I embraced this maxim at a young age. Along with thousands of other kids, I spent a good chunk of my childhood trying to be the next Michael Jordan. Every day, I practiced shooting hoops for three to four hours. I went to basketball camps each summer and tried in every way possible to be a great player. No matter how hard I worked at it, though, becoming an NBA star simply wasn't in the cards for me. After giving 100% of my effort for more than five years, I couldn't even make the junior varsity team.
Embracing the "You-can-be-anything-you-want to-be" maxim isn't something we outgrow. Similar scenarios play out in the workplace every day. A star salesperson thinks she can be a great sales manager with enough effort. She interviews other managers to gain insight, reads every book on management she can find, and stays late every night trying to get the job done -- at the expense of her family and even her health. Then, a few years into the job, she realizes that she doesn't have the natural talent to develop other people. Not only is this a waste of her time, but chances are, she could have increased her contribution even more if she had stayed in the sales role -- a role in which she naturally excelled. Yet if we want additional income, status, or responsibility, most organizational hierarchies force us into a very different role -- instead of allowing for an entire career of progression within a specific role that fits our talents. What's even more disheartening is the way our fixation on deficits affects young people in the home and classroom. In every culture we have studied, the overwhelming majority of parents (77% in the United States) think that a student's lowest grades deserve the most time and attention. Parents and teachers reward excellence with apathy instead of investing more time in the areas where a child has the most potential for greatness.
The reality is that a person who has always struggled with numbers is unlikely to be a great accountant or statistician. And the person without much natural empathy will never be able to comfort an agitated customer in the warm and sincere way that the great empathizers can. Even the legendary Michael Jordan, who embodied the power of raw talent on a basketball court, could not become, well, the "Michael Jordan" of golf or baseball, no matter how hard he tried.
This might sound like a heretical point of view, especially for those of us who grew up believing the essential American myth that we could become anything we wanted. Yet it's clear from Gallup's research that each person has greater potential for success in specific areas, and the key to human development is building on who you already are.
The following real-life example from Gallup's economic development work in Puebla, Mexico, provides a basic yet powerful illustration of what can happen when people focus on their natural talents.
Hector had always been known as a great shoemaker. In fact, customers from such far-off places as France claimed that Hector made the best shoes in the world. Yet for years, he had been frustrated with his small shoemaking business. Although Hector knew he was capable of making hundreds of shoes per week, he was averaging just 30 pairs. When a friend asked him why, Hector explained that while he was great at producing shoes, he was a poor salesman -- and terrible when it came to collecting payments. Yet he spent most of his time working in these areas of weakness.
So, Hector's friend introduced him to Sergio, a natural salesman and marketer. Just as Hector was known for his craftsmanship, Sergio could close deals and sell. Given the way their strengths complemented one another, Hector and Sergio decided to work together. A year later, this strengths-based duo was producing, selling, and collecting payment for more than 100 pairs of shoes per week -- a more than threefold increase.
While this story may seem simplistic, in many cases, aligning yourself with the right task can be this easy. When we're able to put most of our energy into developing our natural talents, extraordinary room for growth exists. So, a revision to the "You-can-be-anything-you-want-to-be" maxim might be more accurate:
You cannot be anything you want to be -- but you can be a lot more of who you already are.
Product details
- ASIN : 159562015X
- Publisher : Gallup Press; Illustrated edition (February 1, 2007)
- Language : English
- Hardcover : 175 pages
- ISBN-10 : 9781595620156
- ISBN-13 : 978-1595620156
- Item Weight : 3.53 ounces
- Dimensions : 5 x 0.9 x 7 inches
- Best Sellers Rank: #436 in Books (See Top 100 in Books)
- #1 in Systems & Planning
- #9 in Business Management (Books)
- #27 in Psychology & Counseling
- Customer Reviews:
Videos
-
Videos for this product
8:02
Click to play video
Customer Review: Tools for Entrepreneurs
Jonas Lamis
-
Videos for this product
1:29
Click to play video
Strengths Finder 2.0 Book Review
RedMoonRisingStudios
-
Videos for this product
1:14
Click to play video
Best team building book, recognizes each persons strengths
Sam
-
Videos for this product
1:05
Click to play video
A guide to unlocking your natural strengths
One Minute Reviews
-
Videos for this product
1:47
Click to play video
The Most Useful Personality Assessment for Teams/Work
Steele Wasik
-
Videos for this product
1:07
Click to play video
How I feel about this product. #Book
✅ L&R Reviews ⭐️⭐️⭐️⭐️⭐️
-
Videos for this product
1:08
Click to play video
Why I Recommend Strength Finder to Everyone!
Slides and Sunshine
-
Videos for this product
0:47
Click to play video
Should be required for people managers.
Heidi Leatherby
About the author
Tom Rath is an author and researcher who has spent the past two decades studying how work can improve human health and well-being.
He has two books slated for publication in 2020, LIFE'S GREAT QUESTION: Discover How You Best Contribute to the World and IT'S NOT ABOUT YOU: A Brief Guide to a Meaningful Life, published in partnership with Amazon Original Stories.
In total, Tom's 10 books have sold more than 10 million copies and made hundreds of appearances on global bestseller lists. His first book, How Full Is Your Bucket?, was an instant #1 New York Times bestseller and led to a series of books that are used in classrooms around the world. His book StrengthsFinder 2.0 is Amazon’s top selling non-fiction book of all time. Tom’s other bestsellers include Strengths Based Leadership, Wellbeing, Eat Move Sleep, and Are You Fully Charged?. He has also co-authored two illustrated books for children, How Full Is Your Bucket? for Kids and The Rechargeables.
During his 13 years at Gallup, Tom led the organization’s strengths, employee engagement, wellbeing, and leadership consulting worldwide. Tom has served for the past five years as an external advisor and Gallup Senior Scientist. He also served as Vice-Chair of the VHL cancer research organization and has been a regular lecturer at the University of Pennsylvania. Most recently, Tom co-founded a publishing company; he is also an advisor, investor, and partner in several startups. Tom holds degrees from the University of Michigan and the University of Pennsylvania and lives in Arlington, Virginia with his wife, Ashley, and their two children.
Customer reviews
Customer Reviews, including Product Star Ratings help customers to learn more about the product and decide whether it is the right product for them.
To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzed reviews to verify trustworthiness.
Learn more how customers reviews work on AmazonReviews with images
-
Top reviews
Top reviews from the United States
There was a problem filtering reviews right now. Please try again later.
I could honestly say that as I looked through the book prior to taking the assessment, I thought I had all of these strengths to some degree, and so I was curious to see what came up for me. Fundamentally, I agree with the approach that we should emphasize and play to our strengths - I think about it as not going against my nature.
My top strengths came back as strategic, self-assurance, positivity, learner and activator, and I agree with all of these. The assessment is very accurate. Here's where it got even better: when I scanned through the ideas for action, I was initially too lazy to highlight the actions to take, and so I put it aside. Then, a few days ago, I was pondering a course of action to take in a difficult situation with competing priorities. I was drinking a cup of coffee in sort of a state of stupor over what I needed to do. Right in front of me, in a pile of papers on my desk, there was a page with Ideas for Action for my Strategic strength. The first item read, "Take the time to fully reflect or muse about a goal that you want to achieve until the related patterns and issues emerge for you. Remember that this musing time is essential to strategic thinking." It was right on the money. I kind of always knew it, but I'm a doer, and I feel guilty about giving my plans some time to hatch. I took notice of this, and thus my conclusion that this assessment is more useful than I originally thought, as long as I stay with it and slowly go through my Ideas for Action over a few months.
Nothing struck me as inaccurate as far as the Ideas for Action are concerned, but I found it funny that my Strategic profile urged me to "partner with someone with strong Activator talents" and my Activator did the same for Strategic. (The Strategic strength is anticipation, and the Activator strength is a need for action). Since I have both, can I partner with myself? Or do I need two other people? Of course, this is harmless.
If you like these sorts of tests, there a few good ones available for free as well. A friend and I have been compiling a list, which we will post on my site at [...]. Each of them puts a mirror to our face at a slightly different angle.
Basically this book encourages you to invest in what has the most potential to make you a great person in life and work.
It takes a few hours to read this book from cover to cover but I found I could skip over some of the talents that just were not important to me. When reading about each talent you can quickly see if it applies to you or not. You really can just take what you need from this book and leave the rest.
I found out that my top talents are:
Analytical - find patterns and organize ideas
Intellection - like to think and read
Belief - gives life meaning
Communication - love to write
Discipline - like routine and organization
Buy a new copy of this book if you are interested in taking the StrengthsFinder assessment as each book has a unique code that can only be used once.
However I found the book also stands alone as an educational tool. I would have liked to have taken the test but on the other hand I did learn quite a lot just from reading the book.
Thank you to the reviewer who recommended I read this book.
~The Rebecca Review
Since "2.0' embodies new, what's new? Well, the author: Tom Rath, Global Practice Leader for Workplace and Leadership, and author of great books we will review in time: How full is your bucket?, Strengths Based Leadership. My question to him is: what did you write in this one?
Anything else? Yes. The book is a lot lighter, and unfortunately, it really is what they say on the cover: a "NEW & UPGRADED Edition of the online test"; not a new book. As far as content, you will find:
* a short section explains what strengths are in Clifton/Gallup speak. Section is verbatim the first edition's.
* a longer section describes one by one the 34 strengths from the Clifton StrengthsFinder. It has a lot less content. The litte additional content is already available on the website. As far as "real change":
..1. Two strengths have changed name: Consistency became Fairness and Inclusiveness became Includer, but the descriptions remain the same, verbatim.
..2. The strengths descriptions are a little different from Now, Discover Your Strengths: the "Introduction" and "examples" remain the same; the "Ideas for action" replicate the recommendations you on the website after passing the test, and the "Working with others who have..." section is a shorter version of Now, Discover Your Strengths "Managing Strengths" section.
* a passcode, the real core of the book, enables you to pass the test on Gallup site. The test is said to be shorter, but I did not notice a significant difference. It is said the insights are better, but I am not convinced I did get anything that was not in the first book.
Enough for the rant. What will you get from this book?
In case you would not know the Clifton Strengths Finder, it is the result of a massive study on the workplace that Gallup conducted over the course of 25 years, interviewing millions of people. One of the results, the 34 strengths are patterns that can be combined, in the spirit of architect Christopher Alexander's work The Timeless Way of Building, to create not building and communities but individuals.
You will learn two key principles from this study:
* "You cannot be anything you want to be.
But you can be a lot more of who you already are."
* Strengths (ability to consistently provide near-perfect performance) = Talent (a natural way of thinking, feeling or behaving) x Investment (time spent practicing, developing your skills, and building your knowledge base)
You will learn about the 34 strengths: Achiever, Activator, Adaptability, Analytical, Arranger, Belief, Command, Communication, Competition, Consistency, Context, Deliberative, Connectedness, Developer, Discipline, Empathy, Focus, Futuristic, Harmony, Ideation, Includer, Individualization, Input, Intellection, Learner, Maximizer, Positivity, Relator, Responsibility, Restorative, Self-Assurance, Significance, Strategic, Woo. This is a long list. You do not need to learn them or know them all.
You will learn about your own strengths, how they manifest, and how you can play on them. This awareness will be a great foundation or accelerator for your personal or professional development effort.
You will also be sensitized to the diversity of strengths. And you will discover ways to help others contribute as only they can and build productive interactions with them. This is important for anyone who works with others (everyone?), but is critical for a leader or manager.
Is this book worth the price?
A thousand times yes, if you need to pass the test! The test itself is undeniably 5 stars. It seems to hit the nail every time, and people I have offered it to and debriefed had a feeling of "yeah, that's who I am", with a little bit of pride: a good basis of awareness and self-acknowledgment. A good gift for people you want to coach or mentor. As for the book, less content really means less outcome and still means less trees. Gallup Boo.
In closing, if you do not have Now, Discover Your Strengths, buy Stengths Finder 2.0, just to get a key at a lower cost, and get hold of a copy of Now, Discover Your Strengths, used or at a library, to read the insights of the final section.
If you have read Now, Discover Your Strengths and would like to pass the test again to see if these have changed or if the results are consistent, by any means, get Strengths Finder 2.0. It is $10 cheaper, and the insights are worth the price.
In both cases, it's just a pity to kill so many trees for so little new content.
Top reviews from other countries
I chose to buy this book brand new, after seeing other reviewers mentioning the book is only useful with the online access code, which you wouldn't get with a used copy or e-book.
This book is not your usual personality test; it is a prescriptive and very practical type of guide book that works off of your own individual assessment and from there, makes suggestions for you to follow that are based in grounded and well-researched findings.
I personally appreciate the underlying philosophy StrengthsFinder 2.0 maintains - that in order to live meaningful lives and find success, we should hone in on our individual strengths and work to maximize them, rather than the more commonly turned to alternative of dwelling on our weaknesses and slaving away to fix them, since this will only net mediocre results at best, in the end.
In summary, I highly recommend this awesome little book, and think this would be a great companion to go along with other hands-on self-improvement tools like Jordan Peterson's Self Authoring Suite, and in general would be of interest to anyone who is as fond of personality assessments as I am.
For the rest the book looks completely new and good.
Corporate Workshop Integration: This powerful tool has made its way into corporate workshops, allowing individuals to benefit from the self-awareness it provides.
Empowering Common Individuals: The Clifton StrengthsFinder extends its impact beyond corporate settings, offering a sense of self-awareness to people from all walks of life.
Genuine and Authentic: The assessment's authenticity is a key aspect, ensuring that the insights gained about our strengths are real and accurate.
Personal Transformation: Through my own experience, I have witnessed the profound impact of the Clifton StrengthsFinder in uncovering hidden talents and unleashing personal potential.