Based on their research, the authors of Work Your Strengths identify twelve Executive Skills: response inhibition, working memory, emotional control, sustained attention, task initiation, planning/prioritization, organization, time management, goal-directed persistence, flexibility, metacognition (self-reflection) and stress tolerance. High performers in a wide variety of industries possess each of these skills in varying measures, but success in a particular industry depends on the mix of skills the person possesses.

After describing each of the Executive Skills, the researchers map each skill to industries, departments and job titles. For example, the highest-scoring industries for response inhibition, or thinking before speaking or acting, include hospitality, business services and education, while the highest-ranking job titles that possess this skill include owner/partner, employee and manager. In the appendices, the authors list Executive Skills by industry so the reader can determine if he has the skills to become a high performer in certain areas. For example, CEOs score high in goal-directed persistence, working memory and planning; however, they possess lower levels of task initiation, response inhibition and time management. Determining highs and lows may indicate which industry or position the reader is best suited for.

The authors do not believe a person’s Executive Skills can be changed. For example, if a person is weak in time management, they do not believe it is possible for her to take a course and improve her time management skills. The researchers argue that a person who has “fixed” their time management problem may have merely changed their environment, such as working closely with a colleague who excels at time management.
*Though the questionnaire used to conduct the skills research is included in the book, there is no guidance on how to score the questionnaire—or, when taking the test at home, to control for self-inflation, as in “I’m good at everything,” which the researchers call “faking good.” A self-assessment based on the research in this book will depend on accurate self-analysis (metacognition), as well as honest assessment. Most of the research subjects were seasoned employees and executives, so it may be challenging to draw direct comparisons to a student population.

Despite some drawbacks, the book does suggest to readers that although their strengths may not be the most desired in a specific industry, there is probably another industry or sector that highly values employees with their skill set. Based on the researchers’ work, there is a place for everyone to become a high performer, provided they use the research to match their skills to a well-suited industry and job.