Quote

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

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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Everyone
Define
Curve
Keep
Pushing
Bell
Hands
Excellence
Curves
Looks
Edges
Employees
Right
Picture
Bells
Like
Paint
Talented
Toward
Employee
Quantitatively
Hand
Edge
Vividly

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Don't waste time trying to put in what was left out. Try to draw out what was left in.
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It's odd that I'm a big name in America and not known in Britain.
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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.
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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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No idea will work if people don't trust your intentions toward them.
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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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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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Your strongest life is built through a continuous practice of designing moment by moment.
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Teach your children how to identify their own strengths and challenge them to contribute these strengths to others.
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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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Getting after this terrible, avoidable waste of human potentiality is what gets me out of bed every morning.
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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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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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All the great organizations have great managers at all levels who recognize where their culture is getting stronger and where it is getting weaker. There are always reasons why.
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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.
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You will excel only by maximizing your strengths, never by fixing your weaknesses.
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Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.
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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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I think a good business book has one coherent idea that is richly played out.
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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.
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