Marcus Buckingham
Marcus Buckingham
Marcus Buckingham is a British-American New York Times best-selling author, researcher, motivational speaker and business consultant best known for promoting what he calls "Strengths." Basing most of his writing on extensive survey data from interviews with workers in countries around the world, he promotes the idea that people will get the best results by making the most of their strengths rather than by putting too much emphasis on weaknesses or perceived deficiencies...
NationalityBritish
ProfessionAuthor
builds companies employ expertise interviews people somebody talents
My career expertise is as a psychometrician - somebody who builds tests to measure personality. Companies would employ me to build interviews to measure the talents of people before they were hired.
people world corporate-world
The corporate world is appallingly bad at capitalizing on the strengths of its people.
inspiring people thousand
Everyone can probably do at least one thing better than ten thousand other people.
hero people important
American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
passion data people
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 people simply list everything they've ever done. Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
talking people goes-on
I do still get extremely nervous before speeches. My biggest fear is that I'll be standing there in front of hundreds of people and be incapable of talking. I'm afraid that I'll make a complete fool of myself and be unable to go on.
people trying rewards
In most cases, no matter what it is, if you measure it and reward it, people will try to excel at it
organization people corporations
Most of my work has been in corporations, studying how you build an organization that helps people to identify and work to their strengths.
oxygen people hatred
Remember the Golden Rule? "Treat people as you would like to be treated." The best managers break the Golden Rule every day. They would say don't treat people as you would like to be treated. This presupposes that everyone breathes the same psychological oxygen as you. For example, if you are competitive, everyone must be similarly competitive. If you like to be praised in public, everyone else must, too. Everyone must share your hatred of micromanagement.
jobs people quitting
People quit managers, not jobs.
people leader great-leader
Great leaders rally people to a better future.
ideas people intention
No idea will work if people don't trust your intentions toward them.
people company managers
People leave managers, not companies
arrange guilty kids men pick schedules school twice
Men have the choice to arrange their schedules so they can pick up the kids from school twice a week. And they have the choice not to, and then to feel guilty about this choice.