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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
Appallingly
Strengths
Corporate
World
People
Capitalizing

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Every company wants to know how to find and keep highly talented women in the workplace.
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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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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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A strength is what you do that makes you feel strengthened.
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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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What do we know to be important but are unable to measure?
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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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There's something unique and different that makes a leader, and it's not about creativity or courage or integrity.... A leader's job is to rally people toward a better future.
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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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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.
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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.
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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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Remember, what you focus on expands results follow focus.
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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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Your strongest life is built through a continuous practice of designing moment by moment.
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Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.
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Women have lives that become increasingly empty. They're doing more and feeling less.
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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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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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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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