Managers are, and should be, totally responsible for recognizing individual strengths (both natural talents and skills), getting those strengths in proper alignment (i.e. in the right "seats"), and then leveraging them.

It remains true that great managers recognize individualities and focus on developing strengths rather than weaknesses. Great leaders, in sharp contrast, recognize what is (or could be) shared in common - a vision, a dream, a mission, whatever - and inspire others to join them in the given enterprise.

Discover what you don't like doing and stop doing it.

You shouldn't take pride in your natural talents any more than you should take pride in your sex, your race or color of your hair

There is no shortage of mechanisms by which to measure almost anything.

Most of my work has been in corporations, studying how you build an organization that helps people to identify and work to their strengths.

I think a good business book has one coherent idea that is richly played out.