Quote

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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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Hard
Intensity
Feel
Fulfillment
Feels
Creates
Needs
Pressure
Work
Motivational
Always
Either
Clarifies
Also
Friction
Need
Momentum

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It's a special person - and personality - who can lead a start-up to soaring success and sustain that success for the long term. Apple co-founder Steve Jobs and Facebook's Mark Zuckerberg are star examples.
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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!
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Getting after this terrible, avoidable waste of human potentiality is what gets me out of bed every morning.
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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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Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.
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I need to reach out to people who work for small to mid-sized companies, and help them identify and apply their strengths at work.
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I think a good business book has one coherent idea that is richly played out.
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There's something unique and different that makes a leader, and it's not about creativity or courage or integrity.... A leader's job is to rally people toward a better future.
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The best way to find out whether you're on the right path? Stop looking at the path.
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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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Women have lives that become increasingly empty. They're doing more and feeling less.
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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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Remember, what you focus on expands results follow focus.
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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.
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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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No idea will work if people don't trust your intentions toward 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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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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It's odd that I'm a big name in America and not known in Britain.
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Innovation and best practices can be sown throughout an organization - but only when they fall on fertile ground.
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