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Marcus Buckingham

Datum narození: 11. leden 1966

Marcus Buckingham je britský spisovatel.


„Lidé se těžko mění, proto nemarněte čas tím, abyste do nich vkládali to, co v nich není. Snažte se naopak rozvíjet to, co v nich je.“

„Každý, kdo bojuje s lidskou přirozeností, prohraje.“


„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.“ First, Break All the Rules: What the World's Greatest Managers Do Differently

„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.“

„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.“

„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.“

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

„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.“ First, Break All the Rules: What the World's Greatest Managers Do Differently


„Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions:

1) Do I know what is expected of me at work?
2) Do I have the materials and equipment I need to do my work right?
3) Do I have the opportunity to do what I do best every day?
4) In the last seven days, have I received recognition or praise for good work?
5) Does my supervisor, or someone at work, seem to care about me as a person?
6) Is there someone at work who encourages my development?

As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.“

„People leave managers, not companies“ First, Break All the Rules: What the World's Greatest Managers Do Differently

„True individuality can be lonely.“ First, Break All the Rules: What the World's Greatest Managers Do Differently

„You cannot learn very much about excellence from studying failure.“ First, Break All the Rules: What the World's Greatest Managers Do Differently


„The hardest thing about being a manager is realizing that your people will not do things the way that you would. But get used to it. Because if you try to force them to, then two things happen. They become resentful — they don’t want to do it. And they become dependent — they can’t do it. Neither of these is terribly productive for the long haul.“ First, Break All the Rules: What the World's Greatest Managers Do Differently

„In most cases, no matter what it is, if you measure it and reward it, people will try to excel at it“ First, Break All the Rules: What the World's Greatest Managers Do Differently

„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.“

„Managers are encouraged to focus on complex initiatives like reengineering or learning organizations, without spending time on the basics.“ First, Break All the Rules: What the World's Greatest Managers Do Differently

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