StrengthsFinder 2.0

Strengthsfinder 2.0 (2007), a business self-help book by Tom Rath, encourages the reader to pinpoint things he or she is good at and focus on developing those qualities, rather than expend time and energy improving weaknesses or fixing things that are wrong. Rath is the former head of the Gallup polling agency. After leaving the company, he became an independent consultant and advisor in the field of employee engagement. He has written eight self-help books, of which Strengthsfinder 2.0 is the fourth. It is arguably his most well-known publication, having been recognized as a #1 Wall Street Journal Best Seller and a top worldwide bestseller by The Economist magazine.

Rath divides the book into three key lessons for readers attempting to identify and play to their strengths. The first is to exaggerate strengths and downplay flaws whenever possible. He makes the case that most people spend too long dwelling on their flaws and weaknesses and trying to improve. This time could be better spent working on things that are enjoyable and that the person is already good at.

Everyone has bad habits that have to be broken in order to be successful, but too many people try to follow a script that they think will lead them to a successful life. For example, Rath encourages readers who hate going to the gym to stop trying to work out on a strenuous schedule if it is a constant struggle. Instead, they should look for alternate ways to engage in physical activity that incorporate things they already enjoy. For example, nature lovers can get their daily exercise by taking a long walk outside.



A strength, according to the book, is defined as a combination of talent, knowledge, and skills. Talent is naturally occurring, but if it is not properly nurtured, it cannot develop into a proper strength. Knowledge is acquired through reading and study, while skills are acquired through hands-on practice and learning from mistakes.

Rath goes on to outline thirty-four key characteristic strengths that many people have. The book provides examples and questionnaires so the reader can find which ones apply to him or her. Each strength also includes advice on how to use it to make improvements at work or in life in general.

The following are some of the more important strengths described by Rath:

1. Believer: Believers thrive when they feel they have a higher calling or something to believe in. Believers have difficulty finding motivation for tasks that they do not believe in, but they excel when they are committed to the mission at hand. Believers often make good leaders because they naturally convey enthusiasm for a task, and subordinates know that they will work hard to ensure the project succeeds.

 

1. Futurists: Futurists are highly skilled at imagining the future and guessing where the culture is headed. Their greatest strengths are seeing beyond current boundaries and rules and anticipating changes. Futurists are great at forming long-term plans and adapting to change.

 

1. Achievers: Achievers are motivated to be the best, no matter what the task is. Achievers have a lot of energy and feel recharged when they get stuff done rather than when they are sitting idle.

 

1. Commanders: Commanders aren’t afraid to speak their mind, and they will stand up for their point of view in almost any situation. They have strong opinions and generally a good moral compass. Their greatest talent is cutting through debate and mobilizing a group to get things done.

 

1. Harmonizer: Harmonizers seek out compromise, always trying to find the most diplomatic solution to a conflict. They tend to enjoy talking to people and hearing their opinions. They tend to be good at negotiating delicate situations and ensuring that the greatest number of people go away relatively happy.

 

1. Responsible: Responsibles take pride in their work and are always sure to fulfill their roles to the best of their abilities. These individuals excel in jobs where reliability and punctuality are essential. They tend to be popular at work because of their work ethic, but are reluctant to ascend to higher levels of management.

 

1. Maximizer: Maximizers’ greatest strength is identifying and developing strengths in others. They like to take on projects that are already good and make them even better. They are good motivators because of their focus on the positive in themselves and others.

Throughout each description of a particular strength, Rath provides information about what these individuals excel at, as well as words of caution so that their strength does not become a weakness. Rath also gives advice for managing around areas in which the individual is weak. This may include getting a little better through practice, managing around the weakness, working closely with someone who does excel in that particular area, or simply avoiding the weakness entirely if possible.



Stregthsfinder 2.0 ends with a thorough quiz that readers can take to hone in on their own individual strengths.