Marcus Buckingham Quotes

In most cases, no matter what it is, if you measure it and reward it, people will try to excel at it

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.

Americans just love convening. They are a convention-happy country and they love to get together to talk.

It's odd that I'm a big name in America and not known in Britain.

We need to say goodbye to the traditional methodologies of corporate universities.

Women have lives that become increasingly empty. They're doing more and feeling less.

Most of my work has been in corporations, studying how you build an organization that helps people to identify and work to their strengths.

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.

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.

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.

If you want execution, hail only success. If you want creativity, hail risk, and remain neutral about success.

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.

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.

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

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

You cannot learn very much about excellence from studying failure.

Every company wants to know how to find and keep highly talented women in the workplace.

I think a good business book has one coherent idea that is richly played out.

The corporate world is appallingly bad at capitalizing on the strengths of its people.

The time you spend with your best (employees) is, quite simply, your most productive time.

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.

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

...every time you make a rule you take away a choice and choice, with all of its illuminating repercussions, is the fuel for learning.