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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
Capitalizing
Appallingly
Strengths
Corporate
World
People

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The best way to find out whether you're on the right path? Stop looking at the path.
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Authenticity is your most precious commodity as a leader.
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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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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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CEOs the world over are fond of pointing to their workforce and saying Our people are our greatest asset. And yet today, only two out of ten people think their assets are being well used at work.
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I think a good business book has one coherent idea that is richly played out.
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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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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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Your strongest life is built through a continuous practice of designing moment by moment.
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The fact remains that we have an obligation to discover what we really, really, really want to do (which is probably what we do best) and then do it even better... much better.
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It's odd that I'm a big name in America and not known in Britain.
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People should be hired as is and their managers then help them to develop their individual strengths while completing tasks for which they have the greatest aptitude and in which they have the greatest interest.
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Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.
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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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No idea will work if people don't trust your intentions toward them.
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The time you spend with your best (employees) is, quite simply, your most productive time.
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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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Too many companies waste time trying to eliminate their employees' weaknesses when, in fact, they should concentrate on developing their strengths.
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There is no shortage of mechanisms by which to measure almost anything.
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I need to reach out to people who work for small to mid-sized companies, and help them identify and apply their strengths at work.
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