“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).”

“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.”

“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.”

“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.”

“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.”

“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.”

“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.”