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
Toward
Employee
Quantitatively
Hand
Edge
Vividly
Everyone
Define
Curve
Keep
Pushing
Bell
Hands
Excellence
Curves
Looks
Edges
Employees
Right
Picture
Bells
Like
Paint
Talented

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Women have lives that become increasingly empty. They're doing more and feeling less.
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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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No idea will work if people don't trust your intentions toward them.
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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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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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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.
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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.
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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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If you want execution, hail only success. If you want creativity, hail risk, and remain neutral about success.
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Authenticity is your most precious commodity as a leader.
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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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What do we know to be important but are unable to measure?
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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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Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
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A strength is what you do that makes you feel strengthened.
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The corporate world is appallingly bad at capitalizing on the strengths of its people.
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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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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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Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.
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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