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

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The time you spend with your best (employees) is, quite simply, your most productive time.
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No idea will work if people don't trust your intentions toward them.
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A strength is what you do that makes you feel strengthened.
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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.
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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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Women have lives that become increasingly empty. They're doing more and feeling less.
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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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Obviously, you have to know what you need now and what you will soon need, then hire or promote from within to meet those needs.
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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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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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You will learn and grow the least in your areas of weakness.
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Your strongest life is built through a continuous practice of designing moment by moment.
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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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If you want execution, hail only success. If you want creativity, hail risk, and remain neutral about success.
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The corporate world is appallingly bad at capitalizing on the strengths of its people.
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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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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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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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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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