MAXIMIZER 
Excellence, not average, is your measure. Taking something from below average to slightly above average takes a great deal of effort and in your opinion is not very re- warding. Transforming something strong into something superb takes just as much effort but is much more thrilling. Strengths, whether yours or someone else's, fasci- nate you. Like a diver after pearls, you search them out, watching for the telltale signs of a strength.. A glimpse of untutored excellence, rapid learning, a skill mas- tered without recourse to steps-all these are clues that a strength may be in play. And having found a strength, you feel compelled to nurture it, refine it, and stretch it toward excellence. You polish the pearl until it shines. This natural sorting of strengths means that others see you as discriminating. You choose to spend time with people who appreciate your particular strengths. Likewise, you are attracted to oth- ers who seem to have found and cultivated their own strengths. You tend to avoid those who want to fix you and make you well rounded. You don't want to spend your life bemoaning what you lack. Rather, you want to capitalize on the gifts with which you are blessed. It's more fun. It's more productive. And, counterintuitively, it is more demanding. 

Maximizer sounds like this: Gavin T., flight attendant: "I taught aerobics for ten years, and I made a point of; asking people to focus on what they liked about themselves. We all have parts of our body that we would like to change or that we would like to see differently, but to focus on that can be so destructive. It becomes a vicious cycle. So I would say, 'Look, you don't need to be doing that. Instead, let's focus on the attribute you like about yourself, and then we'll all feel better about expending all of this energy.' " 
Amy T., magazine editor: "There is nothing I hate more than having to fix a poorly written piece. If I have given the writer a clear focus and she comes back with 
i 
a piece that is completely off the mark, I almost can't bring myself to write comi~ ments on it. I'm more inclined to just hand it back to her and say, 'Just please st~ again. ' On the other hand, what I love to do is take a piece that is so close and then r~ fine it to make it perfect. You know, just the right word here, a little cut there, and 
suddenly it's a brilliant piece." i 
Marshall G., marketing executive: "I am really good at setting a focus for peo", pIe and then building a sense of team spirit as we all march forward. But I am not so good at strategic thinking. Fortunately, I have a boss who understands that about me,) We have been working together for quite a few years. He has found people who play; the strategic role and at the same time stretched me to be even better at the focus an~; team-building role. I'm so lucky to have a boss who thinks this way. It's made m~' more secure and made me charge ahead much faster, knowing that my boss knOWS!, what I am good at and what I'm not good at; he doesn't bother me with the latter.'!!