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David Zinger


I appreciate your sales example. Good use of numbers. Why always have someone try and close the door when they are so good at knocking and having someone let them in?

Of course, this does not work so well if you are talking about 3 teenagers who leave the house with the front door wide open and you live in Winnipeg in January and the temperature is minus 30.



Hi, David,

a. Have you thought about moving to the Caribbean?

b. Have you thought about just moving the teenagers to the Caribbean?

c. Have you thought about moving to the Caribbean and leaving the teenagers in Winnipeg?

There are probably even more possibilities. However, the possibility of actually having them close the door is probably about the same as the temperature.

As always, thanks for checking in as well as the always-informative posts.


Hi Steve, very useful post and good point to note, focus on your strengths. Viji


Hi, Viji.

How is the cuisine blog working out for you? We have enjoyed the ability to actually see the photos and read the directions step-by-step.


Thanks Steve for your compliments. Learning many new things through my blog. When it comes to take picture, I a make sure that it is presented well. When it comes to write the recipe, i make sure it is simple and brief and also in an orderly way. So this food blogging helps me sharpen my skills further and I could see it at my office work also.Appreciate your interest. Viji

Phyllis Roteman

Hi Steve,

I saw strengths guru Marcus Buckingham speak last year. I also know that research (and common sense) confirm that focusing on peoples' strengths has a positive affect on morale, engagement and the bottom line.

But as with any approach (or new idea), focusing on STRENGTHS can go overboard in organizations, causing many negative side-affects. Some I've seen:

- Using the "strengths" research as an excuse for managers to avoid uncomfortable performance discussions with employees. ("Everyone knows that James is difficult to work with and shirks his responsibilities. No one wants to work with him and clients complain about him...but he's a really good analyst. Let's not rock the boat.")

- Hiding behind strengths as an excuse for bad behavior. For example, "I'm sorry that I snapped at you and called you a bumbling idiot. I have a short fuse. That's just how I am. Sensitivity is not my strength. You'll just have to accept that."

- Dumping mundane tasks (like paperwork, administration) on others because "it's not my strength." (For example, "Anne, you're SO GOOD at making the office coffee, cleaning out the pot and using the fax machine. Would you mind? I'm not good at that kind of stuff.") All jobs require doing some things we don't like, or aren't particularly good at...and most companies can't afford to give all of their employees an assistant to dump work on. Sometimes we just have to suck it up and do something, even though it's not our strength.

All of that said, I'm still a huge believer in focusing on strengths. I just get alarmed when I see a good concept spin out of control and become destructive. Phyllis


Well, Phyllis, that's just so true. As we've discussed before, a concept emerges and it becomes the "total" solution. Not that it was intended to be used that way, but that it becomes a shield of sorts in the ways that you mentioned.

Maybe it's time to do a book that emphasizes Building Strengths AND Closing Performance Gaps. I'm not quite sure how to say what I'm trying to say, but you are certainly onto something that would be helpful if deliberately addressed.

Thanks, as always.

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