Marcus Buckingham Quotes About Talent

Quotes about: Talent

• Talent is the multiplier. The more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time.

  Marcus Buckingham

  Yield, Boss, Attention

  Marcus Buckingham, Curt Coffman (2014). “First, Break All the Rules: What the World's Greatest Managers Do Differently”, p.170, Simon and Schuster

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

  Marcus Buckingham

  Determination, Keys, Expectations

  Marcus Buckingham, Curt Coffman (2014). “First, Break All the Rules: What the World's Greatest Managers Do Differently”, p.68, Simon and Schuster

• 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

• You shouldn't take pride in your natural talents any more than you should take pride in your sex, your race or color of your hair

  Marcus Buckingham

  Sex, Humility, Pride

• 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

  Unique, Use, Patterns

• There are "four keys" to becoming an excellent manager: finding the right fit for employees, focusing on strengths of employees, defining the right results, and hiring for talent - not just knowledge and skills.

  Marcus Buckingham

  Skills, Keys, Becoming

  Source: bobmorris.biz

• Managers are, and should be, totally responsible for recognizing individual strengths (both natural talents and skills), getting those strengths in proper alignment (i.e. in the right "seats"), and then leveraging them.

  Marcus Buckingham

  Natural Talent, Individual Strength, Skills

  Source: bobmorris.biz

• Spend the most time with your best people. ... Talent is the multiplier. THe more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time. ... Persistence directed primarily toward your non-talents is self-destructive. ... You will reprimand yourself, berate yourself, and put yourself through all manner of contortions in an attempt to achieve the impossible.

  Marcus Buckingham

  Persistence, Yield, Self

• As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.

  Marcus Buckingham

  Two, Creating, Goal

  Marcus Buckingham, Curt Coffman (2014). “First, Break All the Rules: What the World's Greatest Managers Do Differently”, p.58, Simon and Schuster

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