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In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting.

Marcus Buckingham

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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Poor
Primarily
Matter
Managers
Great
Consistent
Mind
Stupidity
Performance
Performances
Weakness
Disrespect
Minds
Disobedience

More quotes by Marcus Buckingham

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Passion isn't something that lives way up in the sky, in abstract dreams and hopes. It lives at ground level, in the specific details of what you're actually doing every day.
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People should be hired as is and their managers then help them to develop their individual strengths while completing tasks for which they have the greatest aptitude and in which they have the greatest interest.
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Most of my work has been in corporations, studying how you build an organization that helps people to identify and work to their strengths.
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Sustained success means making the greatest possible impact over the longest period of time
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Emphasize your strengths on your resume, in your cover letters and in your interviews. It may sound obvious, but you'd be surprised how many people simply list everything they've ever done. Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
Marcus Buckingham
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Always work hard. Intensity clarifies. It creates not only momentum, but also the pressure you need to feel either friction, or fulfillment.
Marcus Buckingham
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Many of us feel stress and get overwhelmed not because we're taking on too much, but because we're taking on too little of what really strengthens us.
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There is no shortage of mechanisms by which to measure almost anything.
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As a general rule, people tend to do best what they enjoy doing most.
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What do we know to be important but are unable to measure?
Marcus Buckingham
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If you want execution, hail only success. If you want creativity, hail risk, and remain neutral about success.
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You will excel only by maximizing your strengths, never by fixing your weaknesses.
Marcus Buckingham
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American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
Marcus Buckingham
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Remember, what you focus on expands results follow focus.
Marcus Buckingham
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CEOs the world over are fond of pointing to their workforce and saying Our people are our greatest asset. And yet today, only two out of ten people think their assets are being well used at work.
Marcus Buckingham
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We live with them every day, and they come so easily to us that they cease to be precious.
Marcus Buckingham
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It remains true that great managers recognize individualities and focus on developing strengths rather than weaknesses. Great leaders, in sharp contrast, recognize what is (or could be) shared in common - a vision, a dream, a mission, whatever - and inspire others to join them in the given enterprise.
Marcus Buckingham
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The corporate world is appallingly bad at capitalizing on the strengths of its people.
Marcus Buckingham
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As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.
Marcus Buckingham
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CEOs hate variance. It's the enemy. Variance in customer service is bad. Variance in quality is bad. CEOs love processes that are standardized, routinized, predictable. Stamping out variance makes a complex job a bit less complex.
Marcus Buckingham