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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.

Marcus Buckingham

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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Fact
Facts
Best
Better
Even
Obligation
Much
Discover
Really
Remains
Probably

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Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
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Sustained success means making the greatest possible impact over the longest period of time
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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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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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There is no shortage of mechanisms by which to measure almost anything.
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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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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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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.
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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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I think a good business book has one coherent idea that is richly played out.
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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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Getting after this terrible, avoidable waste of human potentiality is what gets me out of bed every morning.
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In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting.
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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.
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Women have lives that become increasingly empty. They're doing more and feeling less.
Marcus Buckingham
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The corporate world is appallingly bad at capitalizing on the strengths of its people.
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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!
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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