Quote

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.

Marcus Buckingham

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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Makes
Service
Variance
Love
Bits
Ceo
Enemy
Predictable
Quality
Customer
Less
Processes
Process
Complexes
Hate
Complex
Stamping
Jobs
Customers
Standardized

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Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
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Too many of the organizations I have observed resemble a farm in Kansas. They have lots of fences and silos as well as a storm cellar.
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Innovation and best practices can be sown throughout an organization - but only when they fall on fertile ground.
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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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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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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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I think a good business book has one coherent idea that is richly played out.
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You will excel only by maximizing your strengths, never by fixing your weaknesses.
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Freedom, individualism, authenticity and being yourself so long as you don't hurt another's physical person or property: Sustained success comes only when you take what's unique about you and figure out how to make it useful!
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What do we know to be important but are unable to measure?
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No idea will work if people don't trust your intentions toward them.
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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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The time you spend with your best (employees) is, quite simply, your most productive time.
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Emphasize your strengths on your resume, in your cover letters and in your interviews. It may sound obvious, but you'd be surprised how many people simply list everything they've ever done. Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
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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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There is no shortage of mechanisms by which to measure almost anything.
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You will learn and grow the least in your areas of weakness.
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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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Don't waste time trying to put in what was left out. Try to draw out what was left in.
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