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The time you spend with your best (employees) is, quite simply, your most productive time.

Marcus Buckingham

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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Spend
Simply
Quite
Best
Time
Employees
Employee
Productive

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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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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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We live with them every day, and they come so easily to us that they cease to be precious.
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It's odd that I'm a big name in America and not known in Britain.
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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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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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No idea will work if people don't trust your intentions toward them.
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The secret to living a strong life is right in front of you, calling to you every day. It can be found in your emotional reaction to specific moments in your life.
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Every company wants to know how to find and keep highly talented women in the workplace.
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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.
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Remember, what you focus on expands results follow focus.
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The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.
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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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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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Getting after this terrible, avoidable waste of human potentiality is what gets me out of bed every morning.
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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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As a general rule, people tend to do best what they enjoy doing most.
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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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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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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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