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
Matter
Managers
Great
Consistent
Mind
Stupidity
Performance
Performances
Weakness
Disrespect
Minds
Disobedience
Poor
Primarily

More quotes by Marcus Buckingham

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Managers are, and should be, totally responsible for recognizing individual strengths (both natural talents and skills), getting those strengths in proper alignment (i.e. in the right seats), and then leveraging them.
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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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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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The secret to living a strong life is right in front of you, calling to you every day. It can be found in your emotional reaction to specific moments in your life.
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Great managers know they don't have 10 salespeople working for them. They know they have 10 individuals working for them . A great manager is brilliant at spotting the unique differences that separate each person and then capitalizing on them.
Marcus Buckingham
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Teach your children how to identify their own strengths and challenge them to contribute these strengths to others.
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.
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When you feel as though you can't do something, the simple antidote is action: Begin doing it. Start the process, even if it's just a simple step, and don't stop at the beginning.
Marcus Buckingham
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Too many of the organizations I have observed resemble a farm in Kansas. They have lots of fences and silos as well as a storm cellar.
Marcus Buckingham
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Sustained success means making the greatest possible impact over the longest period of time
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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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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
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What do we know to be important but are unable to measure?
Marcus Buckingham
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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
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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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Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
Marcus Buckingham
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Freedom, individualism, authenticity and being yourself so long as you don't hurt another's physical person or property: Sustained success comes only when you take what's unique about you and figure out how to make it useful!
Marcus Buckingham
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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.
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.
Marcus Buckingham
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Don't waste time trying to put in what was left out. Try to draw out what was left in.
Marcus Buckingham