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The corporate world is appallingly bad at capitalizing on the strengths of its people.

Marcus Buckingham

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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
People
Capitalizing
Appallingly
Strengths
Corporate
World

More quotes by Marcus Buckingham

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Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
Marcus Buckingham
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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.
Marcus Buckingham
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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.
Marcus Buckingham
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Your strongest life is built through a continuous practice of designing moment by moment.
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You will excel only by maximizing your strengths, never by fixing your weaknesses.
Marcus Buckingham
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It's odd that I'm a big name in America and not known in Britain.
Marcus Buckingham
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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.
Marcus Buckingham
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There is no shortage of mechanisms by which to measure almost anything.
Marcus Buckingham
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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.
Marcus Buckingham
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American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
Marcus Buckingham
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Every company wants to know how to find and keep highly talented women in the workplace.
Marcus Buckingham
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As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.
Marcus Buckingham
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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.
Marcus Buckingham
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Getting after this terrible, avoidable waste of human potentiality is what gets me out of bed every morning.
Marcus Buckingham
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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.
Marcus Buckingham
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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.
Marcus Buckingham
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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.
Marcus Buckingham
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If you want execution, hail only success. If you want creativity, hail risk, and remain neutral about success.
Marcus Buckingham
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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.
Marcus Buckingham
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You will learn and grow the least in your areas of weakness.
Marcus Buckingham