The corporate world is appallingly bad at capitalizing on the strengths of its people. — Marcus Buckingham Corporate Copy Share Image
The difference between a pebble and a mountain lies in whom you ask to move it. — Marcus Buckingham Difference Copy Share 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 Copy Share Image
Remember, what you focus on expands; results follow focus. — Marcus Buckingham Focus Copy Share Image
Sustained success means making the greatest possible impact over the longest period of time — Marcus Buckingham Impact Copy Share Image
You cannot learn very much about excellence from studying failure. — Marcus Buckingham Education Copy Share Image
As a general rule, people tend to do best what they enjoy doing most. — Marcus Buckingham Copy Share Image
The true genius of a great manager is his or her ability to individualize. A great manager is one who understands how… — Marcus Buckingham Ability Copy Share Image
American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important. — Marcus Buckingham American culture Copy Share Image
Too many companies waste time trying to eliminate their employees' weaknesses when, in fact, they should concentrate on developing their strengths. — Marcus Buckingham Company Copy Share Image
CEOs the world over are fond of pointing to their workforce and saying "Our people are our greatest asset." And yet today,… — Marcus Buckingham Copy Share Image
Men have the choice to arrange their schedules so they can pick up the kids from school twice a week. And they… — Marcus Buckingham Copy Share Image
The secret to living a strong life is right in front of you, calling to you every day. It can be found… — Marcus Buckingham Copy Share Image
Passion isn't something that lives way up in the sky, in abstract dreams and hopes. It lives at ground level, in the… — Marcus Buckingham Abstract Copy Share Image
The fact remains that we have an obligation to discover what we really, really, really want to do (which is probably what… — Marcus Buckingham Facts Copy Share Image
Spend the most time with your best people. ... Talent is the multiplier. THe more energy and attention you invest in it,… — Marcus Buckingham Copy Share Image
Google and Facebook, each in their own way, have revolutionized the delivery of advertising based on search and social networking, creating a… — Marcus Buckingham Copy Share Image
Gen Y is really quite distinct from Gen X; it's really self-involved and very narcissistic - their cameras are filled with pictures… — Marcus Buckingham Cameras Copy Share Image
Leaders are fascinated by future. You are a leader if and only if, you are restless for change, impatient for progress and… — Marcus Buckingham Better future Copy Share Image
“The Four Keys of Great Managers: 1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination." 2.… — Marcus Buckingham Great man Copy Share Image
It remains true that great managers recognize individualities and focus on developing strengths rather than weaknesses. Great leaders, in sharp contrast, recognize… — Marcus Buckingham Copy Share Image
I do still get extremely nervous before speeches. My biggest fear is that I'll be standing there in front of hundreds of… — Marcus Buckingham Biggest fear Copy Share Image
“The world you see is seen by you alone. What entices you and what repels you, what strengthens you and what weakens… — Marcus Buckingham Perspective Copy Share Image
If you want execution, hail only success. If you want creativity, hail risk, and remain neutral about success. — Marcus Buckingham Copy Share Image
The best strategy for building a competitive organization is to help individuals become more of who they are. — Marcus Buckingham Copy Share Image
Innovation and best practices can be sown throughout an organization - but only when they fall on fertile ground. — Marcus Buckingham Copy Share Image
It's odd that I'm a big name in America and not known in Britain. — Marcus Buckingham America Copy Share Image
You will excel only by maximizing your strengths, never by fixing your weaknesses. — Marcus Buckingham Copy Share Image
Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data. — Marcus Buckingham Copy Share Image
I think a good business book has one coherent idea that is richly played out. — Marcus Buckingham Book Copy Share Image
Americans just love convening. They are a convention-happy country and they love to get together to talk. — Marcus Buckingham Americans Copy Share Image
“second, that everyone, regardless of who they are, will want to be promoted out of the job as soon as possible.” — Marcus Buckingham Copy Share Image
Teach your children how to identify their own strengths and challenge them to contribute these strengths to others. — Marcus Buckingham Challenges Copy Share Image
The time you spend with your best (employees) is, quite simply, your most productive time. — Marcus Buckingham Employee Copy Share Image
Everyone can probably do at least one thing better than ten thousand other people. — Marcus Buckingham Copy Share Image
The first step is to recognize what you need to know and why you need to know it. — Marcus Buckingham First step Copy Share Image
“If you are innately skeptical of other people’s motives, then no amount of good behavior in the past will ever truly convince… — Marcus Buckingham Good behavior Copy Share Image
People should be hired "as is" and their managers then help them to develop their individual strengths while completing tasks for which… — Marcus Buckingham Aptitude Copy Share Image
