Leaders are fascinated by future. You are a leader if and only if, you are restless for change, impatient for progress and deeply dissatisfied with status quo. Because in your head, you can see a better future. The friction between 'what is' and 'what could be' burns you, stirs you up, propels you. This is leadership.

— Marcus Buckingham

The most unconventional Marcus Buckingham quotes that will transform you to a better person

A note of caution: We can never achieve goals that envy sets for us.

Looking at your friends and wishing you had what they had is a waste of precious energy. Because we are all unique, what makes another happy may do the opposite for you. That's why advice is nice but often disappointing when heeded.


Innovation and best practices can be sown throughout an organization - but only when they fall on fertile ground.


Strengths are not activities you're good at, they're activities that strengthen you. A strength is an activity that before you're doing it you look forward to doing it; while you're doing it, time goes by quickly and you can concentrate; after you've done it, it seems to fulfill a need of yours.


The difference between a pebble and a mountain lies in whom you ask to move it.


Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.


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.


Don't waste time trying to put in what was left out. Try to draw out what was left in.


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.


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.


Your strongest life is built through a continuous practice of designing moment by moment.


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


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.


About Marcus Buckingham

Quotes 100 sayings
Profession Author
Birthday January 11, 1966

The opposite of a leader isn't a follower. The opposite of a leader is a pessimist.


The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.


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.


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.


Clarity is the answer to anxiety. Effective leaders are clear.


Born of the impossibly varied options we have to amuse ourselves, cutting-edge companies are finding innovative ways to tailor our entertainment choices to who we are, relieving us of the burden of finding the diamond in the rough of 500 TV channels or thousands of movies and music albums released every year.


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.


Authenticity is your most precious commodity as a leader.


We dream of having a clean house - but who dreams of actually doing the cleaning? We don't have to dream about doing the work, because doing the work is always within our grasp; the dream, in this sense, is to attain the goal without the work.


Companies don't have one culture. They have as many as they have supervisors or managers. You want to build a strong culture? Hold every manager accountable for the culture that he or she builds.


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.


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.


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


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.


Great leaders rally people to a better future.


You will excel only by maximizing your strengths, never by fixing your weaknesses.


There's something unique and different that makes a leader, and it's not about creativity or courage or integrity.... A leader's job is to rally people toward a better future.


American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.


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


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


You won't find a CEO who doesn't talk about a 'powerful culture' as a source of competitive advantage. At the same time, you'd be hard-pressed to find a CEO who has much of a clue about the strength of that culture.


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.


Gen Y is really quite distinct from Gen X;

it's really self-involved and very narcissistic - their cameras are filled with pictures of themselves; Facebook, it's about me. It's a generation that's been pampered by their parents and their schools, given prizes for just taking part.


Convey your passion and link your strengths to measurable results.

Employers and interviewers love concrete data.


To get the best coaching outcomes, always have your 1-on-1's on your employee's turf not yours. In your office the truth hides.


"Freedom, individualism, authenticity and being yourself so long as you don't hurt another's physical person or property: Sustained success comes only when you take what's unique about you and figure out how to make it useful!"


Sustained success means making the greatest possible impact over the longest period of time


There is no shortage of mechanisms by which to measure almost anything.


Getting after this terrible, avoidable waste of human potentiality is what gets me out of bed every morning.


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


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


There has to be a way to redirect employee's driving ambition and to channel it more productively. There is. Create heroes in every role. Make every role, performed at excellence, a respected profession.


The first step is to recognize what you need to know and why you need to know it.


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.


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.


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


Many of us feel stress and get overwhelmed not because we're taking on too much, but because we're taking on too little of what really strengthens us.