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Work Your Strengths: A Scientific Process to Identify Your Skills and Match Them to the Best Career for You de Chuck Martin

Work Your Strengths: A Scientific Process to Identify Your Skills and Match Them to the Best Career for You

Autor Chuck Martin, Richard Guare, Peg Dawson
en Limba Engleză Hardback – 15 iun 2010
Ever feel like you’re in the wrong job, maybe even the wrong career? You may be right. But before you make another move, consider this: your brain is hardwired with a unique combination of 12 different Executive Skills—the cognitive strengths that determine how well you will perform in a particular role. Your strongest and weakest Executive Skills can make the difference between big-time career success and years of disappointment and failure.Work Your Strengthshelps you avoid “trial-and-error” career moves by matching your strengths to the jobs that call on those skills specifically. Based on the authors’ two-year study of more than 2000 top-performers at hundreds of organizations of all types, from Fortune 500 companies to nonprofits, the book reveals which strengths correlate with success in different jobs. Take a one-time, free online profile to determine your unique strengths and weaknesses and then use that information to identify your ideal career path.
Not ready for a move yet?Work Your Strengthscan also make a world of difference in the job you’re in now. It can help you not only focus on the projects best suited for you but also recognize skills in others and assign tasks accordingly. So whether you’re planning a jump to the career of your dreams or just wondering how to make your current job easier and more rewarding, Work Your Strengths gives you the science and the system to find your success.
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Specificații

ISBN-13: 9780814414071
ISBN-10: 0814414079
Pagini: 256
Dimensiuni: 62 x 92 x 9 mm
Greutate: 0 kg
Editura: McGraw Hill Education
Colecția Amacom
Locul publicării:United States

Cuprins

CONTENTS

ACKNOWLEDGMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . X I I I
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Finding the Right Job . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Playing to Strengths Leads to Goodness of Fit. . . . . . . . . . . . . . . . 3
Matching Strengths of High-Performing Individuals . . . . . . . . . . . . 3
The Executive Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Frontal Lobes and Executive Skills. . . . . . . . . . . . . . . . . . . . . . 7
The Spread Between Strengths andWeaknesses: The Differentiator . . . . . 7

CHAPTER 1: DETERMINING YOUR OWN STRENGTHS AND WEAKNESSES
. . . AND FINDING THE STRENGTHS AND WEAKNESSES OF OTHERS . . . . . . 9
Skill 1: Response Inhibition . . . . . . . . . . . . . . . . . . . . . . . . 11
Skill 2:Working Memory. . . . . . . . . . . . . . . . . . . . . . . . . . 12
Skill 3: Emotional Control . . . . . . . . . . . . . . . . . . . . . . . . . 13
Skill 4: Sustained Attention . . . . . . . . . . . . . . . . . . . . . . . . 14
Skill 5: Task Initiation . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Skill 6: Planning/Prioritization . . . . . . . . . . . . . . . . . . . . . . . 15
Skill 7: Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Skill 8: Time Management . . . . . . . . . . . . . . . . . . . . . . . . . 16
Skill 9: Goal-Directed Persistence . . . . . . . . . . . . . . . . . . . . . 16
Skill 10: Flexibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Skill 11: Metacognition. . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Skill 12: Stress Tolerance . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Finding Your Own Strengths andWeaknesses . . . . . . . . . . . . . . . 18
Workload and Executive Skills . . . . . . . . . . . . . . . . . . . . . . . 19
Voices from the Front Lines:Workload . . . . . . . . . . . . . . . . . . 21
Exceeding Your Cognitive Bandwidth . . . . . . . . . . . . . . . . . . . 22
Knowing in Advance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

CHAPTER 2: FINDING SUCCESS AND AVOIDING FAILURE: WHY YOUR
STRENGTHS AND WEAKNESSES ARE THE WAY THEY ARE: THE SCIENCE
BEHIND EXECUTIVE SKILLS . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Executive Skills in Psychology . . . . . . . . . . . . . . . . . . . . . . . 28
Executive Skills and the Brain . . . . . . . . . . . . . . . . . . . . . . . 28
Executive Skills and Brain Development . . . . . . . . . . . . . . . . . . 30

CHAPTER 3: WHAT IS A HIGH PERFORMER AND HOW DO YOU BECOME ONE?
SELECTING THE RIGHT PATH TO INCREASE THE CHANCE OF SUCCESS . . . . 35
Performance-Based: Consistency Is Key . . . . . . . . . . . . . . . . . . 36
Quantitative: Expectations and Results. . . . . . . . . . . . . . . . . . . 38
Qualitative: Some Subjectivity . . . . . . . . . . . . . . . . . . . . . . . 39
Position in the Organization . . . . . . . . . . . . . . . . . . . . . . . . 40
Company First . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Multidimensional . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
How Many Are High Performers? . . . . . . . . . . . . . . . . . . . . . 47
Voices from the Front Lines: Number of High Performers . . . . . . . . . 48
What Sets High Performers Apart . . . . . . . . . . . . . . . . . . . . . 49
Voices from the Front Lines:What Sets Them Apart . . . . . . . . . . . . 50

CHAPTER 4: NAVIGATING YOUR ROAD TO HIGH PERFORMANCE: FINDING YOUR
SKILLS COMBINATION TO DETERMINE WHAT INDUSTRY YOU SHOULD BE IN . . 52
Most Prevalent Executive Skills Strengths andWeaknesses . . . . . . . . . 53
Some Skills Go Hand in Hand . . . . . . . . . . . . . . . . . . . . . . . 55
Strengths vs. Commonly FoundWeaknesses . . . . . . . . . . . . . . . . 57
High-Performing Males vs. High-Performing Females . . . . . . . . . . . 59
Executive Skills of High Performers by Age . . . . . . . . . . . . . . . . 61
Task Initiation: The CommonWeakness . . . . . . . . . . . . . . . . . . 61
The High-Performing Pair . . . . . . . . . . . . . . . . . . . . . . . . . 63
Executive Skills of High Performers by Industry . . . . . . . . . . . . . . 65
Financial Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Healthcare . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Nonprofits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Finding the Match . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

CHAPTER 5: WHAT’S THE RIGHT DEPARTMENT FOR YOU?
THE STRENGTHS OF HIGH PERFORMERS BY DEPARTMENT . . . . . . . . . 77
Marketing/Advertising/Promotion: Always Getting Better . . . . . . . . . 78
Sales: Not Falling Through the Cracks . . . . . . . . . . . . . . . . . . . 80
Systems/IT: All About Road Maps . . . . . . . . . . . . . . . . . . . . . 82
General Management: Goal-Oriented . . . . . . . . . . . . . . . . . . . 83
Operations: Good on the Fly . . . . . . . . . . . . . . . . . . . . . . . . 84
Customer Service: Strategically Important . . . . . . . . . . . . . . . . . 85
Administrative: Organized and Can Adapt . . . . . . . . . . . . . . . . . 87
Finance: Modify on the Fly. . . . . . . . . . . . . . . . . . . . . . . . . 89
Accounting: Methodical Approach . . . . . . . . . . . . . . . . . . . . . 90
Clinical: Organized and Starting Right Away. . . . . . . . . . . . . . . . 91
Executive Skills in a Department: Clinical High Performers . . . . . . . . 93
Right-Seating People the First Time . . . . . . . . . . . . . . . . . . . . 96

CHAPTER 6: DO YOU HAVE WHAT IT TAKES TO BE IN THE
CORNER SUITE? SKILLS BROKEN DOWN BY TITLE . . . . . . . . . . . . . . 98
` Are You in the Right Job?. . . . . . . . . . . . . . . . . . . . . . . . . . 98
The Brains in the Corner Office. . . . . . . . . . . . . . . . . . . . . . 100
The Brains Down the Hall . . . . . . . . . . . . . . . . . . . . . . . . 102
The Self-Correcting Directors . . . . . . . . . . . . . . . . . . . . . . . 104
The Managers with a Plan. . . . . . . . . . . . . . . . . . . . . . . . . 105
The Organized Employees . . . . . . . . . . . . . . . . . . . . . . . . 106

CHAPTER 7: HOW YOUR STRENGTHS MATCH THOSE OF OTHERS AT WORK:
WAYS TO MATCH BEHAVIORS TO EXECUTIVE SKILLS IN YOUR BUSINESS . . . 108
Shared Strengths in One Organization . . . . . . . . . . . . . . . . . . 111
Shared Strengths in Two Nonprofits . . . . . . . . . . . . . . . . . . . 113
Mapping Characteristics to Executive Skills . . . . . . . . . . . . . . . . 115
Avoiding Potential Conflicts . . . . . . . . . . . . . . . . . . . . . . . 117
Focus on Executive Skills Strengths . . . . . . . . . . . . . . . . . . . . 118
Voices from the Front Lines: Strengths andWeaknesses. . . . . . . . . . 119
Healthcare: Clinical vs. Nonclinical . . . . . . . . . . . . . . . . . . . . 120
High Performers in Sales-Buyer Interactions . . . . . . . . . . . . . . . 122
Observable Behaviors . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
Strong Flexibility: Typical Behaviors . . . . . . . . . . . . . . . . . . . 123
Weak Flexibility: Typical Behaviors . . . . . . . . . . . . . . . . . . . . 124
Strong Response Inhibition: Typical Behaviors . . . . . . . . . . . . . . 126
Weak Response Inhibition: Typical Behaviors . . . . . . . . . . . . . . . 127

CHAPTER 8: AVOIDING THE WRONG PROMOTION: SORTING THE
STRENGTHS OF EMPLOYEES VS. MANAGERS VS. EXECUTIVES . . . . . . . 129
Voices from the Front Lines: High and Low Performers . . . . . . . . . 131
The Failed Sales Promotion . . . . . . . . . . . . . . . . . . . . . . . . 132
Voices from the Front Lines: Promoting Salespeople to Management. . . 134
Sales Employees vs. Sales Management . . . . . . . . . . . . . . . . . . 135
Working in a Comfort Zone . . . . . . . . . . . . . . . . . . . . . . . 139
Voices from the Front Lines: Job Satisfaction . . . . . . . . . . . . . . . 140
IT Executives Can Shield the Heat . . . . . . . . . . . . . . . . . . . . 141
Operations: Order and Organization . . . . . . . . . . . . . . . . . . . 143
Administrative: Organization Is Key . . . . . . . . . . . . . . . . . . . 145
Customer Service: Recalling Past Solutions . . . . . . . . . . . . . . . . 146
Can Performance Be Predicted? . . . . . . . . . . . . . . . . . . . . . . 148

CHAPTER 9: DETERMINE YOUR FIT—THE HIGH-PERFORMANCE
EXECUTIVE SKILLS MAP: WHERE DO HIGH PERFORMERS WITH
YOUR STRENGTHS WORK? . . . . . . . . . . . . . . . . . . . . . . . . . . 150
Response Inhibition . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
Working Memory . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
Emotional Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153
Sustained Attention . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
Task Initiation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
Planning/Prioritization . . . . . . . . . . . . . . . . . . . . . . . . . . 155
Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155
Time Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156
Goal-Directed Persistence . . . . . . . . . . . . . . . . . . . . . . . . 157
Flexibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
Metacognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
Stress Tolerance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
The High-Performance Executive Skills Map . . . . . . . . . . . . . . . 160
Industries by Executive Skills Strengths . . . . . . . . . . . . . . . . . 160
Departments by Executive Skills Strengths . . . . . . . . . . . . . . . . 164
Job Functions/Titles by Executive Skills Strengths . . . . . . . . . . . . 168

CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173

APPENDIX A: HOW THE TWO-YEAR STUDY WAS CONDUCTED:
HIGH PERFORMERS AND THE EXECUTIVE SKILLS PROFILE . . . . . . . . . 179
Determining High Performance . . . . . . . . . . . . . . . . . . . . . 181
Using the Executive Skills Profile . . . . . . . . . . . . . . . . . . . . . 181
Selecting Subjects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
Selecting Industry Types and Departments . . . . . . . . . . . . . . . . 184
Job Functions and Titles . . . . . . . . . . . . . . . . . . . . . . . . . 185
High Performers by Age and Gender . . . . . . . . . . . . . . . . . . . 186
High Performers by Company Size . . . . . . . . . . . . . . . . . . . . 187
The Questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187
Organizations in the Study . . . . . . . . . . . . . . . . . . . . . . . . 189
The Study Continues . . . . . . . . . . . . . . . . . . . . . . . . . . . 196
APPENDIX B: THE HIGH-PERFORMANCE EXECUTIVE SKILLS TABLES . . . . 197
Top Six Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198
Executive Skills by Department: Top 10 Departments. . . . . . . . . . . 200
Job Function/Title. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203
Employees vs.Managers vs. Executives . . . . . . . . . . . . . . . . . . 206
Males vs. Females . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
Profit vs. Nonprofit . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
Profit vs. Nonprofit (Excluding CEOs) . . . . . . . . . . . . . . . . . . 213
Healthcare: Clinical vs. Nonclinical . . . . . . . . . . . . . . . . . . . . 214
APPENDIX C: ABOUT NFI RESEARCH. . . . . . . . . . . . . . . . . . . . . 217
NOTES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
INDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225