In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is… — Marcus Buckingham 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 Copy Share Image
“In fact, over the last twenty years, authors have offered up over nine thousand different systems, languages, principles, and paradigms to help… — Marcus Buckingham Copy Share Image
“to encourage people to take responsibility for who they really are. And it is the only way to show respect for each… — Marcus Buckingham Copy Share Image
Companies don't have one culture. They have as many as they have supervisors or managers. You want to build a strong culture?… — Marcus Buckingham 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
Great managers know they don't have 10 salespeople working for them. They know they have 10 individuals working for them . A… — Marcus Buckingham 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 Copy Share Image
Remember the Golden Rule? "Treat people as you would like to be treated." The best managers break the Golden Rule every day.… — Marcus Buckingham Copy Share Image
The Four Keys of Great Managers: When selecting someone, they select for talent ... not simply experience, intelligence or determination. When setting… — Marcus Buckingham Copy Share Image
There are "four keys" to becoming an excellent manager: finding the right fit for employees, focusing on strengths of employees, defining the… — 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 Copy Share Image
Managers are, and should be, totally responsible for recognizing individual strengths (both natural talents and skills), getting those strengths in proper alignment… — Marcus Buckingham Copy Share Image
“Simply put, this is one insight we heard echoed by tens of thousands of great managers: People don't change that much. Don't… — Marcus Buckingham Copy Share Image
“Managers are encouraged to focus on complex initiatives like reengineering or learning organizations, without spending time on the basics.” — Marcus Buckingham Copy Share Image
All the great organizations have great managers at all levels who recognize where their culture is getting stronger and where it is… — Marcus Buckingham Copy Share Image
If the manager really is the problem, try to get reassigned elsewhere in the organization or start looking for one in which… — Marcus Buckingham Copy Share Image
“So this is (a manager's) dilemma: The manager must retain control and focus people on performance. But she is bound by her… — Marcus Buckingham Copy Share Image
As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product.… — Marcus Buckingham Copy Share Image
Too many of the organizations I have observed resemble a farm in Kansas. They have lots of fences and silos as well as a… — Marcus Buckingham Copy Share Image
Most of my work has been in corporations, studying how you build an organization that helps people to identify and work to their strengths. — Marcus Buckingham Copy Share Image
You can find energizing moments in each aspect of your life, but to do so you must learn how to catch them, hold on… — Marcus Buckingham Copy Share Image
“The power of skills and knowledge is that they are transferable from one person to another. Their limitation is that they are often situation-specific… — Marcus Buckingham Copy Share Image
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. — Marcus Buckingham Copy Share Image
The corporate world is appallingly bad at capitalizing on the strengths of its people. — Marcus Buckingham 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
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… — Marcus Buckingham 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
Life's tricky for women because they have to make more choices than men. And yes, choice is good, but boy, you better be an… — Marcus Buckingham Copy Share Image
Companies don't have one culture. They have as many as they have supervisors or managers. You want to build a strong culture? Hold every… — Marcus Buckingham Copy Share Image
