Trombone Player Wanted.

Book Review (book on C.D.)

Buckingham, Marcus. Trombone Player Wanted. The Marcus Buckingam Company. 2006. (Six C.D.s ranging in time from 10 minutes to 15 minutes)

Commentary. Henry
Apparently this is available in book form also. (See www.simplystrengths.com ) The subject matter covered in this resource follows along the lines of the book co-authored by Marcus, “Now, Discover Your Strengths”, The Free Press, 2001. Using a very interesting example from a school band experience Marcus explains how creativity can be used to ‘play’ to your strengths. (I used to be a beginner band teacher.) In a culture where it is common to find yourself dealing with expectations that are not going to maximize your strengths this resource will be helpful to cope with real life challenges.

Only twenty percent of employees feel positive about their work (play to their strengths). There are many reasons why this happens. There are some myths that may be responsible for people not realizing their potential. One has to do with suggesting that you change as you grow. The truth is that you become what you are. What you are can be channeled but not dramatically changed. Another myth suggests that you grow most in areas that you are weak in. We should not ignore our weaknesses but efforts to develop should be focused on areas of strength. A third myth says that what the team needs from you is to put away your strengths and do whatever needs to be done to win.

When you try to explain your strengths you have to be specific. Here are some signs of strengths. What do you look forward to doing? What are you naturally inquisitive about? What activities energize you? Strengths are personal.

You develop strengths by seeking out situations that call upon your strengths. Volunteer for something difficult that will free up and focus forces that are already there. Look for models of your strength and work within reasonable situations.

“Find out what you don’t like doing and stop doing it” To put it in another way; stop doing things that don’t work. Look for people who are actually strengthened by the activities that you find draining and get them involved. Look for options of partnerships involving different activities. Be mobile.

Success depends on many people making contributions. Your contribution to you team will be most effective when you function out of your strengths. Managers need to have “strengths” conversations with their people.

An important part of continuing to work to your strengths is knowing when and how to make adjustments. Your strengths are unique and you need to play to those strengths. There will be risks but let yourself get derailed. As you offer up your strengths make sure you believe in those strengths.