Quote

What do we know to be important but are unable to measure?

Marcus Buckingham

Change background

T
T
T

Change font

TAGS & TOPICS

Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Unable
Measure
Important

More quotes by Marcus Buckingham

Image
Always work hard. Intensity clarifies. It creates not only momentum, but also the pressure you need to feel either friction, or fulfillment.
Marcus Buckingham
Image
Remember, what you focus on expands results follow focus.
Marcus Buckingham
Image
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
Image
Every company wants to know how to find and keep highly talented women in the workplace.
Marcus Buckingham
Image
Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
Marcus Buckingham
Image
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.
Marcus Buckingham
Image
Your strongest life is built through a continuous practice of designing moment by moment.
Marcus Buckingham
Image
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
Image
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
Image
You will learn and grow the least in your areas of weakness.
Marcus Buckingham
Image
Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.
Marcus Buckingham
Image
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
Image
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
Image
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.
Marcus Buckingham
Image
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
Image
Too many companies waste time trying to eliminate their employees' weaknesses when, in fact, they should concentrate on developing their strengths.
Marcus Buckingham
Image
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!
Marcus Buckingham
Image
I think a good business book has one coherent idea that is richly played out.
Marcus Buckingham
Image
Teach your children how to identify their own strengths and challenge them to contribute these strengths to others.
Marcus Buckingham
Image
It's odd that I'm a big name in America and not known in Britain.
Marcus Buckingham