“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.”

“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.”

“The greatest strength you can have is to know your own strengths. You've got to figure out what you're good at and make the most of it.”

“If one abandons all other abilities and focuses his strength entirely on a single specialized skill, then he can overcome even the greatest of powers.”

“A clear understanding of how much I don't know about medicine is one of my greatest strengths”