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Table of Contents

Preface

Acknowledgments

Introduction

How the Failure to Recognize Strengths Affects Executive Performance

They Overdo What They Underestimate

They Underdo What They Underestimate

They React to Perceived Lack of Talent by Trying Too Hard

Why Talking to Executives About Their Strengths Can Be Difficult

They Are Uncomfortable with Praise

They Are Averse to Arrogance

They Have a Fear of Complacency

They Feel Pressure to Keep Up the Good Work

What Can Be Gained from Internalizing One’s Strengths

Strengths Are Tempered

Energy Is Freed Up for the Weaker Side

How to Help Executives Use Strengths for Development

Principle 1: Don’t Let Them Take the Strengths for Granted

Principle 2: Engage Them in Potent Self-reflection

Principle 3: Concentrate the Messages and Distill the Data

Principle 4: Get Personally Involved

Principle 5: Stay Involved