Sally Hogshead

And when you can get really clear on the areas in which you're likely to add value and be seen in a positive light versus those areas where you are unlikely to add value and be seen in the negative light, you can really steer all of your communication so that you're more likely to win.

And when you can get really clear on the areas in which you're likely to add value and be seen in a positive light versus those areas where you are unlikely to add value and be seen in the negative light, you can really steer all of your communication so that you're more likely to win.

Yeah, you don't learn how to be fascinating. You unlearn how to be boring. A lot of times people think they need to change in some way in order to get better. And this is where the whole philosophy of strengths came from. If you measure somebody according to strengths, then that implies that they have weaknesses.

Yeah, you don't learn how to be fascinating. You unlearn how to be boring. A lot of times people think they need to change in some way in order to get better. And this is where the whole philosophy of strengths came from. If you measure somebody according to strengths, then that implies that they have weaknesses.

And it implies that the way that they're going to be most likely to stand out in a crowded marketplace is strengths. But that thinking is inherently flawed. You're not going to outdo somebody at their own strength. If you focus only on strength, you're on a competitive cycle that you're incrementally trying to improve yourself to outdo somebody else. So I propose something different.

And it implies that the way that they're going to be most likely to stand out in a crowded marketplace is strengths. But that thinking is inherently flawed. You're not going to outdo somebody at their own strength. If you focus only on strength, you're on a competitive cycle that you're incrementally trying to improve yourself to outdo somebody else. So I propose something different.

Don't focus on your strengths. Instead, focus on your differences. And when you focus on your differences, you don't have to try to outdo somebody. You simply focus on becoming more of who you already are. So you're not changing who you are. You're becoming more of who you are. And this is a different way of guiding our careers and guiding our company as entrepreneurs, as employees.

Don't focus on your strengths. Instead, focus on your differences. And when you focus on your differences, you don't have to try to outdo somebody. You simply focus on becoming more of who you already are. So you're not changing who you are. You're becoming more of who you are. And this is a different way of guiding our careers and guiding our company as entrepreneurs, as employees.

If we stop focusing on strengths, we begin to see that everybody on our team contributes in a very different way and that it's going to allow each person to rise to their highest value according to what they do that's different. That's how you create a high performing team.

If we stop focusing on strengths, we begin to see that everybody on our team contributes in a very different way and that it's going to allow each person to rise to their highest value according to what they do that's different. That's how you create a high performing team.

Isn't that great? Larry's archetype is named the rock star. And the rock star is primary innovation, secondary passion. And what that means is Larry is bold. He's unorthodox. He's artistic. He's out of the box.

Isn't that great? Larry's archetype is named the rock star. And the rock star is primary innovation, secondary passion. And what that means is Larry is bold. He's unorthodox. He's artistic. He's out of the box.

When we measure people, when we assess different personalities, we find that the way that they're most likely to add value is very predictable according to the patterns of their personality and the patterns of how they communicate. So the way Larry is most likely to add value is when he's being bold and artistic, unorthodox out of the box.

When we measure people, when we assess different personalities, we find that the way that they're most likely to add value is very predictable according to the patterns of their personality and the patterns of how they communicate. So the way Larry is most likely to add value is when he's being bold and artistic, unorthodox out of the box.

He's unlikely to add value if you said, Larry, go take this Excel doc and I want you to start turning out bridge sheets and come back when it's set. It's not that Larry couldn't do that. That's just not likely. That's not how he's likely to add value. So for each of us, the the The point is you already have what you need. You don't have to learn how to be valuable.

He's unlikely to add value if you said, Larry, go take this Excel doc and I want you to start turning out bridge sheets and come back when it's set. It's not that Larry couldn't do that. That's just not likely. That's not how he's likely to add value. So for each of us, the the The point is you already have what you need. You don't have to learn how to be valuable.

You don't have to learn how to be fascinating and different. You have to unlearn all those things that you've been taught up to this point about trying to focus on your strengths and outdoing other people.

You don't have to learn how to be fascinating and different. You have to unlearn all those things that you've been taught up to this point about trying to focus on your strengths and outdoing other people.

Well, I drew upon my background as an advertising creative director, drawing upon all my experience with learning what are the best practices of the world's leading brands, the world's most loved brands. And I wrote Fascinate about how brands become fascinating and the messages they create.

Well, I drew upon my background as an advertising creative director, drawing upon all my experience with learning what are the best practices of the world's leading brands, the world's most loved brands. And I wrote Fascinate about how brands become fascinating and the messages they create.