strengthsfinder TEST
now, discover your strengths라는 책을 사면 strengthsfinder.com라는 사이트에 들어가 자신의 장점을 찾을수 있는 코드를 제공한다. 그래서 한번 해보았다. ^^
결과는 아래 5가지의 장점이 나에게 있다고 한다. MBTI도 그렇고 굉장히 무성의하게 설문에 답변한거 같은데도 얼추 맞게 찾아내는걸 보면 테스트 만든 사람들이 존경스러울 따름이다. (가끔 그들이 두려워지기도 한다. ㅋㅋ)
정리하자면 나는 “떠드는 걸 좋아라하고, 사람들의 특이함과 새로운 아이디어에 매료가 되며, 단점보다 장점에 더 관심을 두면서, 임기응변에 강하다” 뭐 이정도가 되겠다.
Communication/의사소통: 의사소통 테마에 강한 사람들은 대개 쉽게 자신의 생각을 말로 옮길 수 있습니다. 이 사람들은 대화와 발표에 능합니다.
Individualization/개인화 : 개인화 테마에 강한 사람들은 각 사람의 고유한 속성에 매료됩니다. 이 사람들은 서로 다른 사람들이 어떻게 함께 생산적으로 일할 수 있는가를 알아내는 재능이 있습니다.
Ideation/착상: 이상 테마에 강한 사람들은 아이디어에 매료됩니다. 이 사람들은 겉으로 보기에는 다른 현상들 간의 관계를 찾아낼 수 있습니다.
Maximizer/최상주의자: 최상주의자 테마에 강한 사람들은 개인과 집단의 우수성을 자극하는 일종의 방법으로 장점에 초점을 둡니다. 이 사람들은 우수한 것을 최상의 것으로 만들려고 합니다.
Strategic/전략: 전략 테마에 강한 사람들은 일을 진행하는 대안적인 방법을 만듭니다. 이 사람들은 어떤 시나리오에 직면하더라도, 이와 관련된 경향과 문제를 신속하게 찾아낼 수 있습니다.
더 자세한 내용은 아래에… ^^
Top Five Report for (CREEPYBLUES)
Communication
You like to explain, to describe, to host, to speak in public, and to write. This is your Communication theme at work. Ideas are a dry beginning. Events are static. You feel a need to bring them to life, to energize them, to make them exciting and vivid. And so you turn events into stories and practice telling them. You take the dry idea and enliven it with images and examples and metaphors. You believe that most people have a very short attention span. They are bombarded by information, but very little of it survives. You want your information-whether an idea, an event, a product’s features and benefits, a discovery, or a lesson-to survive. You want to divert their attention toward you and then capture it, lock it in. This is what drives your hunt for the perfect phrase. This is what draws you toward dramatic words and powerful word
combinations. This is why people like to listen to you. Your word pictures pique their interest, sharpen their world, and inspire them to act.
Communication Sounds like this:
Sheila K., general manager of a theme park: “Stories are the best way to make my point. Yesterday I wanted to show
my executive committee the impact we can have on our guests, so I shared this story with them: One of our employees brought her father to the flag-raising ceremony we have for Veterans Day here at the theme park. He was disabled during World War II, and he now has a rare form of cancer and has had a lot of surgery. He’s dying. At the start of the little ceremony one of our employees said to the group, ‘This man is a World War II veteran. Can we give him a hand?’ Everybody cheered, and his daughter started crying. Her dad took off his hat. He never takes off his hat because of the scars on his head from the war and the cancer surgery, but when the national anthem started, he took off his hat and bowed his head. His daughter told me later that it was the best day he’s had in years.”
Tom P., banking executive: “My most recent client thought that the flow of capital toward Internet stocks was just a passing phase. I tried using rational argument to change his mind, but he couldn’t or wouldn’t be convinced. In the end, as I often do when faced with a client in denial, I resorted to imagery. I told him that he was like a person sitting on a beach with his back to the sea. The Internet was like a fast-rising tide. No matter how comfortable he felt right now, the tide was rising with each crashing wave, and very soon one of those waves would come crashing down over his head and engulf him. He got the point.”
Margret D., marketing director: “I once read a book about giving speeches that gave two suggestions: talk only about things you’re really passionate about and always use personal examples. I immediately started doing that, and I found lots of stories because I have kids and grandkids and a husband. I build my stories around my personal experiences because everyone can relate to them.”
Individualization
Your Individualization theme leads you to be intrigued by the unique qualities of each person. You are impatient with generalizations or “types” because you don’t want to obscure what is special and distinct about each person. Instead, you focus on the differences between individuals. You instinctively observe each person’s style, each person’s motivation, how each thinks, and how each builds relationships. You hear the one-of-a-kind stories in each person’s life. This theme explains why you pick your friends just the right birthday gift, why you know that one person prefers praise in public and another detests it, and why you tailor your teaching style to accommodate one person’s need to be shown and another’s desire to
“figure it out as I go.” Because you are such a keen observer of other people’s strengths, you can draw out the best in each person. This Individualization theme also helps you build productive teams. While some search around for the perfect team “structure” or “process,” you know instinctively that the secret to great teams is casting by individual strengths so that everyone can do a lot of what they do well.
Individualization Sounds like this:
Les T., hospitality manager: “Carl is one of our best performers, but he still has to see me every week. He just wants that little encouragement and checking in, and he gets fired up a little bit after that meeting. Whereas Greg doesn’t like to meet very often, so there’s no need for me to bother him. And when we do meet, it’s really for me, not for him.” Marsha D., publishing executive: “Sometimes I would walk out of my office and-you know how cartoon characters have those balloons over their head?-I would see these little balloons over everyone’s head telling me what was in their mind. It sounds weird, doesn’t it? But it happens all the time.”
Giles G., sales manager: “I’m fairly new to this role, but I can remember a particular meeting very early on when we got stuck on one subject and kept going around and around. I got frustrated and suddenly thought, ‘These people have never seen me get angry. Let me throw this out and see how each one reacts to it.’ So I got angry, and it was interesting to see how certain people accepted it, some took it as a challenge, and others went into a big shell. Each one’s reactions told me something useful about them, something I could use moving forward.”
Andrea H., interior designer: “When you ask people what their style is, they find it hard to describe, so I just ask them, ‘What is your favorite spot in the house?’ And when I ask that, their faces light up, and they know just where to take me. From that one spot I can begin to piece together the kind of people they are and what their style is.”
Ideation
You are fascinated by ideas. What is an idea? An idea is a concept, the best explanation of the most events. You are delighted when you discover beneath the complex surface an elegantly simple concept to explain why things are the way they are. An idea is a connection. Yours is the kind of mind that is always looking for connections, and so you are intrigued when seemingly disparate phenomena can be linked by an obscure connection. An idea is a new perspective on familiar challenges. You revel in taking the world we all know and turning it around so we can view it from a strange but strangely enlightening angle. You love all these ideas because they are profound, because they are novel, because they are clarifying, because they are contrary, because they are bizarre. For all these reasons you derive a jolt of energy whenever a new idea occurs to you. Others may label you creative or original or conceptual or even smart. Perhaps you are all of these. Who can be sure? What you are sure of is that ideas are thrilling. And on most days this is enough.
Ideation Sounds like this:
Mark B., writer: “My mind works by finding connections between things. The other day I was hunting down the Mona Lisa in the Louvre museum. I turned a corner and was blinded by the flashing of a thousand cameras snapping the tiny picture. For some reason I stored that visual image away. Then I noticed a NO FLASH PHOTOGRAPHY sign, and I stored that away, too. I thought it was odd because I remembered reading that flash photography can harm paintings. Then about six months later I read that the Mona Lisa has been stolen at least twice in this century. And suddenly I put it all together. The only explanation for all these facts is that the real Mona Lisa is not on display in the Louvre. The real Mona Lisa has been stolen, and the museum, afraid to admit their carelessness, has installed a fake. I don’t know if it’s true, of course, but what a great story.”
Andrea H., interior designer: “I have the kind of mind where everything has to fit together or I start to feel very odd. For me, every piece of furniture represents an idea. It serves a discrete function both independently and in concert with every other piece. The ‘idea’ of each piece is so powerful in mind, it must be obeyed. If I am sitting in a room where the chairs are somehow not fulfilling their discrete function-they’re the wrong kind of chairs or they’re facing the wrong way or they’re pushed up too close to the coffee table-I find myself getting physically uncomfortable and mentally distracted. Later, I won’t be able to get it out of my mind. I’ll find myself awake at 3:00 a.m.”
Maximizer
Excellence, not average, is your measure. Taking something from below average to slightly above average takes a great deal of effort and in your opinion is not very rewarding. Transforming something strong into something superb takes just as much effort but is much more thrilling. Strengths, whether yours or someone else’s, fascinate you. Like a diver after pearls, you search them out, watching for the telltale signs of a strength. A glimpse of untutored excellence, rapid learning, a skill mastered without recourse to steps-all these are clues that a strength may be in play. And having found a strength, you feel compelled to nurture it, refine it, and stretch it toward excellence. You polish the pearl until it shines. This natural sorting of strengths means that others see you as discriminating. You choose to spend time with people who appreciate your particular strengths. Likewise, you are attracted to others who seem to have found and cultivated their own strengths. You tend to avoid those who want to fix you and make you well rounded. You don’t want to spend your life bemoaning what you lack. Rather, you want to capitalize on the gifts with which you are blessed. It’s more fun. It’s more productive. And, counterintuitively, it is more demanding.
Maximizer Sounds like this:
Gavin T., flight attendant: “I taught aerobics for ten years, and I made a point of asking people to focus on what they liked about themselves. We all have parts of our body that we would like to change or that we would like to see differently, but to focus on that can be so destructive. It becomes a vicious cycle. So I would say, ‘Look, you don’t need to be doing that. Instead, let’s focus on the attribute you like about yourself, and then we’ll all feel better about expending all of this energy.’ ”
Amy T., magazine editor: “There is nothing I hate more than having to fix a poorly written piece. If I have given the writer a clear focus and she comes back with a piece that is completely off the mark, I almost can’t bring myself to write comments on it. I’m more inclined to just hand it back to her and say, ‘Just please start again.’ On the other hand, what I love to do is take a piece that is so close and then refine it to make it perfect. You know, just the right word here, a little cut there, and suddenly it’s a brilliant piece.”
Marshall G., marketing executive: “I am really good at setting a focus for people and then building a sense of team spirit as we all march forward. But I am not so good at strategic thinking. Fortunately, I have a boss who understands that about me. We have been working together for quite a few years. He has found people who play the strategic role and at the same time stretched me to be even better at the focus and team-building role. I’m so lucky to have a boss who thinks this way. It’s made me more secure and made me charge ahead much faster, knowing that my boss knows what I am good at and what I’m not good at; he doesn’t bother me with the latter.”
Strategic
The Strategic theme enables you to sort through the clutter and find the best route. It is not a skill that can be taught. It is a distinct way of thinking, a special perspective on the world at large. This perspective allows you to see patterns where others simply see complexity. Mindful of these patterns, you play out alternative scenarios, always asking, “What if this happened? Okay, well what if this happened?” This recurring question helps you see around the next corner. There you can evaluate accurately the potential obstacles. Guided by where you see each path leading, you start to make selections. You discard the paths that lead nowhere. You discard the paths that lead straight into resistance. You discard the paths that lead into a fog of confusion. You cull and make selections until you arrive at the chosen path-your strategy. Armed with
your strategy, you strike forward. This is your Strategic theme at work: “What if?” Select. Strike.
Strategic Sounds like this:
Liam C., manufacturing plant manager: “It seems as if I can always see the consequences before anyone else can. I have to say to people, ‘Lift up your eyes, look down the road a ways. Let’s talk about where we are going to be next year so that when we get to this time next year, we don’t have the same problems.’ It seems obvious to me, but some people are just too focused on this month’s numbers, and everything is driven by that.”
Vivian T., television producer: “I used to love logic problems when I was a kid. You know, the ones where ‘if A implies B, and B equals C, does A equal C?’ Still today I am always playing out repercussions, seeing where things lead. I think it makes me a great interviewer. I know that nothing is an accident; every sign, every word, every tone of voice has significance. So I watch for these clues and play them out in my head, see where they lead, and then plan my questions to take advantage of what I have seen in my head.”
Simon T., human resources executive: “We really needed to take the union on at some stage, and I saw an opportunity, a very good issue to take them on. I could see that they were going in a direction that would lead them into all kinds of trouble if they continued down it. Lo and behold, they did continue down it, and when they arrived, there I was, ready and waiting. I suppose it just comes naturally to me to predict what someone else is going to do. And then when that person reacts, I can respond immediately because I have sat down and said, ‘Okay, if they do this, we’ll do this. If they do that, then we’ll do this other thing.’ It’s like when you tack in a sailboat. You head in one direction, but you jink one way, then another, planning and reacting, planning and reacting.”
