Marcus Buckingham Quotes

Our talents come so easily to use that we acquire a false sense of security: Doesn't everyone see the world as I do? Doesn't everyone feel a sense of impatience to get this project started? Doesn't everyone want to avoid conflict and find the common ground? Can't everyone see the obstacles lying in wait if we proceed down this path? Our talents feel so natural to us that they seem to be common sense.

The greatest managers in the world do not have much in common. But despite their differences, these great managers do share one thing: Before they do anything else, they first break all the rules of conventional wisdom.

The secret to living a strong life is right in front of you, calling to you every day. It can be found in your emotional reaction to specific moments in your life.

Managers are encouraged to focus on complex initiatives like reengineering or learning organizations, without spending time on the basics.

The Four Keys of Great Managers:1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination."2. "When setting expectations, they define the right outcomes ... not the right steps."3. "When motivating someone, they focus on strengths ... not on weaknesses."4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder.

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.

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.

In fact, over the last twenty years, authors have offered up over nine thousand different systems, languages, principles, and paradigms to help explain the mysteries of management and leadership.