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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.

Marcus Buckingham

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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Reason
Managers
Great
Recognize
Always
Reasons
Organization
Stronger
Levels
Getting
Weaker
Culture
Organizations

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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.
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Authenticity is your most precious commodity as a leader.
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Teach your children how to identify their own strengths and challenge them to contribute these strengths to others.
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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.
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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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Remember, what you focus on expands results follow focus.
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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.
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Innovation and best practices can be sown throughout an organization - but only when they fall on fertile ground.
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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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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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The time you spend with your best (employees) is, quite simply, your most productive time.
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What do we know to be important but are unable to measure?
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A strength is what you do that makes you feel strengthened.
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Women have lives that become increasingly empty. They're doing more and feeling less.
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Obviously, you have to know what you need now and what you will soon need, then hire or promote from within to meet those needs.
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Google and Facebook, each in their own way, have revolutionized the delivery of advertising based on search and social networking, creating a sort of anti-Spam: targeted, relevant ads that a consumer might actually welcome rather than spurn.
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There is no shortage of mechanisms by which to measure almost anything.
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When you feel as though you can't do something, the simple antidote is action: Begin doing it. Start the process, even if it's just a simple step, and don't stop at the beginning.
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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.
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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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