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Clifton and his team developed the test using Gallup's historical polling data, interviews with leaders and work teams, and consultations. They identified four primary strength domains: executing, influencing, relationship building, and strategic thinking. Within those domains, they identified 34 strength areas: [3]
Donald O. Clifton (February 5, 1924 – September 14, 2003) was an American psychologist, educator, author, researcher, and entrepreneur.He founded Selection Research, Inc., which later acquired Gallup Inc., where he became chairman, and developed CliftonStrengths, Gallup's online psychological assessment.
Gallup is a private employee-owned company based in Washington, D.C., [3] [11] founded by George Gallup in 1939. Headquartered in The Gallup Building, [4] it maintains between 30 and 40 offices globally, [6] in locations including in New York City, London, Berlin, Sydney, Singapore, and Abu Dhabi, and has approximately 1,500 employees.
People can score anywhere from 10 to 50 points for each of the 24 strengths. A higher score on a scale indicates that the participant more strongly identifies with that scale's associated strength. Score reports are delivered to each paying participant at the completion of the survey.
George Horace Gallup (November 18, 1901 – July 26, 1984) was an American pioneer of survey sampling techniques and inventor of the Gallup poll, a statistically-based survey sampled measure of public opinion.
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Jim Clifton is the chairman of Gallup, a global analytics and advice firm. [1] Clifton served as the CEO of Gallup from 1988 until 2022, and is the author of the #1 Wall Street Journal bestseller It's the Manager, [2] the bestseller Born to Build, [3] The Coming Jobs War, and writes The Chairman's Blog. [4]
The book is a result of observations based on 80,000 interviews with managers [3] as conducted by the Gallup Organization in the last 25 years. [when?] The book goes into detail on debunking old myths about management, and gives advice to employers on how to obtain and keep talented people in their organization. [4] Key ideas from the book include: