Quote

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

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
Getting
Recognizing
Natural
Seats
Individual
Managers
Right
Proper
Totally
Leveraging
Responsible
Alignment
Skills
Strengths
Talent
Talents

More quotes by Marcus Buckingham

Image
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.
Marcus Buckingham
Image
It's a special person - and personality - who can lead a start-up to soaring success and sustain that success for the long term. Apple co-founder Steve Jobs and Facebook's Mark Zuckerberg are star examples.
Marcus Buckingham
Image
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
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
All the great organizations have great managers at all levels who recognize where their culture is getting stronger and where it is getting weaker. There are always reasons why.
Marcus Buckingham
Image
In most cases, no matter what it is, if you measure it and reward it, people will try to excel at it
Marcus Buckingham
Image
The best way to find out whether you're on the right path? Stop looking at the path.
Marcus Buckingham
Image
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.
Marcus Buckingham
Image
As a general rule, people tend to do best what they enjoy doing most.
Marcus Buckingham
Image
It's odd that I'm a big name in America and not known in Britain.
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
Getting after this terrible, avoidable waste of human potentiality is what gets me out of bed every morning.
Marcus Buckingham
Image
Don't waste time trying to put in what was left out. Try to draw out what was left in.
Marcus Buckingham
Image
If you want execution, hail only success. If you want creativity, hail risk, and remain neutral about success.
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
We're all filled with naturally recurring patterns that make us unique - they're called talents. And our charge is to bloody well use them.
Marcus Buckingham
Image
I think a good business book has one coherent idea that is richly played out.
Marcus Buckingham
Image
Authenticity is your most precious commodity as a leader.
Marcus Buckingham
Image
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.
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