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If you want execution, hail only success. If you want creativity, hail risk, and remain neutral about success.
Marcus Buckingham
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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Risk
Success
Hail
Neutral
Execution
Remain
Inspire
Creativity
More quotes by Marcus Buckingham
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
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.
Marcus Buckingham
The corporate world is appallingly bad at capitalizing on the strengths of its people.
Marcus Buckingham
What do we know to be important but are unable to measure?
Marcus Buckingham
The time you spend with your best (employees) is, quite simply, your most productive time.
Marcus Buckingham
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
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
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
Every company wants to know how to find and keep highly talented women in the workplace.
Marcus Buckingham
The best way to find out whether you're on the right path? Stop looking at the path.
Marcus Buckingham
We dream of having a clean house - but who dreams of actually doing the cleaning? We don't have to dream about doing the work, because doing the work is always within our grasp the dream, in this sense, is to attain the goal without the work.
Marcus Buckingham
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
Define excellence vividly, quantitatively. Paint a picture for your most talented employees of what excellence looks like. Keep everyone pushing and pushing toward the right-hand edge of the bell curve.
Marcus Buckingham
Too many companies waste time trying to eliminate their employees' weaknesses when, in fact, they should concentrate on developing their strengths.
Marcus Buckingham
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
Google and Facebook, each in their own way, have revolutionized the delivery of advertising based on search and social networking, creating a sort of anti-Spam: targeted, relevant ads that a consumer might actually welcome rather than spurn.
Marcus Buckingham
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
American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
Marcus Buckingham
Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.
Marcus Buckingham
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.
Marcus Buckingham