Quote

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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Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.
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Remember, what you focus on expands results follow focus.
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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.
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We live with them every day, and they come so easily to us that they cease to be precious.
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The fact remains that we have an obligation to discover what we really, really, really want to do (which is probably what we do best) and then do it even better... much better.
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What do we know to be important but are unable to measure?
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In most cases, no matter what it is, if you measure it and reward it, people will try to excel at it
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There is no shortage of mechanisms by which to measure almost anything.
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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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American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
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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.
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We all want the chance to express the very best of ourselves and to be challenged to keep reaching for more. Our time at work affords us this chance - not the only chance, to be sure, but, given that we're there forty or fifty hours a week, it's one of the best.
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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.
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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.
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Obviously, you have to know what you need now and what you will soon need, then hire or promote from within to meet those needs.
Marcus Buckingham
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Your strongest life is built through a continuous practice of designing moment by moment.
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The true genius of a great manager is his or her ability to individualize. A great manager is one who understands how to trip each person's trigger.
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Authenticity is your most precious commodity as a leader.
Marcus Buckingham
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We're all filled with naturally recurring patterns that make us unique - they're called talents. And our charge is to bloody well use them.
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Every time you make a rule you take away a choice, and choice, with all of its illuminating repercussions, is the fuel for learning.
Marcus Buckingham