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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.

Marcus Buckingham

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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Today
Fond
Wells
Pointing
Well
Assets
Work
Ten
Think
Saying
Thinking
Greatest
Workforce
World
Two
Ceo
People
Used
Asset

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There is no shortage of mechanisms by which to measure almost anything.
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It's odd that I'm a big name in America and not known in Britain.
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A strength is what you do that makes you feel strengthened.
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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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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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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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Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
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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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Innovation and best practices can be sown throughout an organization - but only when they fall on fertile ground.
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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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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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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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Authenticity is your most precious commodity as a leader.
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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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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.
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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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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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American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
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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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Your strongest life is built through a continuous practice of designing moment by moment.
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