Quote

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

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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Well
Observed
Many
Fence
Silos
Organizations
Cellar
Farms
Fences
Storm
Cellars
Lots
Resemble
Organization
Kansas
Wells
Farm

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Remember, what you focus on expands results follow focus.
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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.
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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 best way to find out whether you're on the right path? Stop looking at the path.
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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.
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Sustained success means making the greatest possible impact over the longest period of time
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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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If you want execution, hail only success. If you want creativity, hail risk, and remain neutral about success.
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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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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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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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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.
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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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In most cases, no matter what it is, if you measure it and reward it, people will try to excel at it
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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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American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
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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.
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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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Authenticity is your most precious commodity as a leader.
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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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