Strengths Utilization Quotes

Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.

The biggest challenge we all face is to learn about ourselves and to understand our strengths and weaknesses. We need to utilize our strengths, but not so much that we don't work on our weaknesses.

People have several times more potential for growth when they invest energy in developing their strengths instead of correcting their deficiencies.

A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.

I've always preferred a 4-3-3. It's a more fluid and dynamic system, and I think it plays to my strengths better.

It's important to stay true to yourself. You have to know your weaknesses and recruit support when and where you need it.

The corporate world is appallingly bad at capitalizing on the strengths of its people.

An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.

When we know our strengths, we're more likely to use them.

It’s only when we can work with something that brings out our strengths that we’re of any real use.

People should be hired "as is" and their managers then help them to develop their individual strengths while completing tasks for which they have the greatest aptitude and in which they have the greatest interest.

I know from experience that it is crucial that I use my strengths.

If I'm having a challenging moment, I jump for joy. Literally. After a minute, I feel better, and after a few minutes, I'm really happy. Everything else just drops off. It gets me out of my head and into my body, and it makes me feel present. Everyone has challenges. But if you know your strengths and expand on them, you’re going to radiate.

As a coach you need to choose the characteristics your players can contribute. I don't think it's a good thing for a coach to analyse his team by looking for something he sees in other teams. He has to pay close attention to the characteristics his team have, and make the most of those.

If you're in the ring with somebody that doesn't throw good punches, guess what. Don't have him throw any punches. You work to their strengths. It's really not that difficult. You don't try to get them to do things that are out of their realm or whatever. It's not hard. It's not rocket science.

To say we have to play a certain way, or try to, every game is great in theory, but depending what players you have got you have to play to their strengths and cover up their weaknesses.

Only 20 percent of employees working in large organizations surveyed feel their strengths are in play every day. Thus, eight our of ten employees surveyed feel somewhat miscast in their role.

It is far more lucrative and fun to leverage your strengths instead of attempting to fix all the chinks in your armor. The choice is between multiplication of results using strenths or incremental improvement fixing weaknesses that will, at best, become mediocre. Focus on better use of your best weapons instead of constant repair.

I think the frustration you can get into as a young artist is when you realize your limitations, but you want to accomplish that rather than seeing that you don't have to do everything. Just focus on your strengths.

I've realised what my strengths are and what my strengths are not, and played accordingly.

At Facebook, we try to be a strengths-based organization, which means we try to make jobs fit around people rather than make people fit around jobs. We focus on what people's natural strengths are and spend our management time trying to find ways for them to use those strengths every day.

I like playing in the post, so a system that plays to my strengths is important.