Marcus Buckingham

In this regard commented Marcus Buckingham and Donald O. Clifton: our talents you feel so natural that they feel of common sense, but our sense is not common at all; is rather individual and unique; It is product of our unique mental network this mental network acts as a filter responsible for sorting and sifting the world that we find in our path, taking us to focus attention on certain stimuli and ignore others altogether. How recognized the talent? Many people are not aware of their talents, even as evidenced by their performance. Nor is it easy for organizations to recognize it, especially if the emphasis on development is not build fortresses, but close the gaps. When the person has a talent, some indicators can be identified to recognize it: the person learns / makes with ease. The person experiences pleasure when exercising it.

It is very motivated when exercising his talent. The person obtains good results when you use it. Others confirm the talent by the evaluation of the performance of the person. The truth is that in the area of talent and natural ability, people are and more intuitive, productive, influential, carried out, satisfied, comfortable, natural (authentic) and competent. Likewise the exercise of talents and natural abilities keeps people motivated, focused on the task, nurtured in their self-esteem, with enthusiasm for what performs and with feeling and assessment of capacity and competence, resulting in a greater deployment of personal creativity, a greater commitment to the role played and a few more excellent in terms of implementation and results. Building strengths now, not enough to have a talent to achieve a fortress. Required, in addition, build that strength, adding to the talent skill and knowledge, through practice and learning. In addition, it is necessary to find the concordance between the talents and the function performed. The strengths are associated with the performance of specific activities.