Marcus Buckingham Quotes - Page 2

Quotes about:

• Discover what you don't like doing and stop doing it.

  Marcus Buckingham

  Marcus Buckingham (2008). “The One Thing You Need to Know: ... About Great Managing, Great Leading and Sustained Individual Success”, p.219, Simon and Schuster

  13 Copy quote

• The best way to find out whether you're on the right path? Stop looking at the path.

  Marcus Buckingham

  Way, Path, Best Way

  Twitter post from Aug 26, 2013

  7 Copy quote

• We live with them every day, and they come so easily to us that they cease to be precious.

  Marcus Buckingham

  Inspiring, Cease

  Marcus Buckingham, Donald O. Clifton (2001). “Now, Discover Your Strengths”, p.129, Simon and Schuster

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• Authenticity is your most precious commodity as a leader.

  Marcus Buckingham

  Leader, Authenticity, Commodity

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• Most of the time, our limitations are self-imposed.

  Marcus Buckingham

  Self, Limitation

  Source: bobmorris.biz

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• Great leaders rally people to a better future.

  Marcus Buckingham

  People, Leader, Great Leader

  Marcus Buckingham (2008). “The One Thing You Need to Know: ... About Great Managing, Great Leading and Sustained Individual Success”, p.59, Simon and Schuster

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• If the manager really is the problem, try to get reassigned elsewhere in the organization or start looking for one in which you can play to your strengths.

  Marcus Buckingham

  Play, Organization, Trying

  Source: bobmorris.biz

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• You can find energizing moments in each aspect of your life, but to do so you must learn how to catch them, hold on to them, to feel the pull of their weight and allow yourself to follow where they lead.

  Marcus Buckingham

  Weight, Moments, Energizing

  Marcus Buckingham (2009). “Find Your Strongest Life: What the Happiest and Most Successful Women Do Differently”, p.18, Thomas Nelson Inc

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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.

  Marcus Buckingham

  Genius, Great Men, Triggers

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• Always work hard. Intensity clarifies. It creates not only momentum, but also the pressure you need to feel either friction, or fulfillment.

  Marcus Buckingham

  Motivational, Hard Work, Needs

  "What Does A Strong Life Look Like?" by Marcus Buckingham, www.huffingtonpost.com. March 18, 2010.

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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.

  Marcus Buckingham

  Stupidity, Disrespect, Mind

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• The best strategy for building a competitive organization is to help individuals become more of who they are.

  Marcus Buckingham

  Organization, Helping, Strategy

  Twitter post from Jun 21, 2013

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• CEOs hate variance. It's the enemy. Variance in customer service is bad. Variance in quality is bad. CEOs love processes that are standardized, routinized, predictable. Stamping out variance makes a complex job a bit less complex.

  Marcus Buckingham

  Jobs, Hate, Enemy

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• Great managers know they don't have 10 salespeople working for them. They know they have 10 individuals working for them . A great manager is brilliant at spotting the unique differences that separate each person and then capitalizing on them.

  Marcus Buckingham

  Unique, Differences, Brilliant

  10 Copy quote

• 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.

  Marcus Buckingham

  Individual Strength, People, Tasks

  Source: bobmorris.biz

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• It remains true that great managers recognize individualities and focus on developing strengths rather than weaknesses. Great leaders, in sharp contrast, recognize what is (or could be) shared in common - a vision, a dream, a mission, whatever - and inspire others to join them in the given enterprise.

  Marcus Buckingham

  Dream, Focus, Leader

  Source: bobmorris.biz

  14 Copy quote

• Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

  Marcus Buckingham

  Running, Simple, Emotional

  Marcus Buckingham, Curt Coffman (1999). “First, Break All The Rules: What The Worlds Greatest Managers Do Differently”, p.132, Simon and Schuster

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• People quit managers, not jobs.

  Marcus Buckingham

  Jobs, People, Quitting

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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.

  Marcus Buckingham

  Curves, Hands, Excellence

  Marcus Buckingham, Curt Coffman (1999). “First, Break All The Rules: What The Worlds Greatest Managers Do Differently”, p.163, Simon and Schuster

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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.

  Marcus Buckingham

  Trying, Weakness, Waste

  Source: bobmorris.biz

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• Clarity is the preoccupation of the effective leader. If you do nothing else as a leader, be clear.

  Marcus Buckingham

  Leader, Clarity, Preoccupation

  Twitter post from Aug 12, 2014

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• Everyone can probably do at least one thing better than ten thousand other people.

  Marcus Buckingham

  Inspiring, People, Thousand

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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

  Organization, Stronger, Culture

  Source: bobmorris.biz

  8 Copy quote

• You will learn and grow the least in your areas of weakness.

  Marcus Buckingham

  Inspiring, Weakness, Grows

  Marcus Buckingham (2010). “Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance”, p.53, Simon and Schuster

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• No idea will work if people don't trust your intentions toward them.

  Marcus Buckingham

  Ideas, People, Intention

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