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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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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Getting
Recognizing
Natural
Seats
Individual
Managers
Right
Proper
Totally
Leveraging
Responsible
Alignment
Skills
Strengths
Talent
Talents

More quotes by Marcus Buckingham

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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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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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Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
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Every company wants to know how to find and keep highly talented women in the workplace.
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As a general rule, people tend to do best what they enjoy doing most.
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What do we know to be important but are unable to measure?
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Authenticity is your most precious commodity as a leader.
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There is no shortage of mechanisms by which to measure almost anything.
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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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Getting after this terrible, avoidable waste of human potentiality is what gets me out of bed every morning.
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Great managers know they don't have 10 salespeople working for them. They know they have 10 individuals working for them . A great manager is brilliant at spotting the unique differences that separate each person and then capitalizing on them.
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A strength is what you do that makes you feel strengthened.
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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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American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
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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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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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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.
Marcus Buckingham
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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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If you want execution, hail only success. If you want creativity, hail risk, and remain neutral about success.
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Remember, what you focus on expands results follow focus.
Marcus Buckingham