PART IIISpecial Considerations
Chapter 11 proposes that working on strengths is not something just for managers or leaders, but that it pertains equally to individual contributors, who are the professional backbone of every organization.
Chapter 12 explores the distinction between weaknesses and fatal flaws and discusses the appropriate course of action that people should take when they have one versus the other.
Chapter 13 takes issue with a commonly held belief that strengths can be taken too far. It contends that genuine strengths can never be practiced in excess.
Chapter 14 describes the power and value of multi-rater feedback, or what is commonly described as 360-degree feedback, as a tool for building strengths. It presents the characteristics ...
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