A Quote by Marcus Buckingham

Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence. — © Marcus Buckingham
Focusing on strengths is the surest way to greater job satisfaction, team performance and organizational excellence.
The team you belong to must come ahead of the team you lead: this is putting team results (e.g., organizational needs) ahead of individual agendas (e.g., the team or division you lead, your ego, your need for recognition, your career development, etc.) Confidentiality is respected downward more than it is respected upward. Organizational alignment is a direct result of this hierarchy (if it were the other way around, organizational alignment would be very difficult to achieve).
A hallmark of high performance leaders is the ability to influence others through all levels and types of communication, from simple interactions to difficult conversations and more complex conflicts, in order to achieve greater team and organizational alignment. High performing leaders are able to unite diverse team members by building common goals and even shared emotions by engaging in powerful and effective dialogue.
When a team outgrows individual performance and learns team confidence, excellence becomes a reality.
Effective teamwork will not take the place of knowing how to do the job or how to manage the work. Poor teamwork, however, can prevent effective final performance. And it can also prevent team members from gaining satisfaction in being a member of a team and the organization.
Sports is a perfect activity in which to see streaks and cycles, organizational and otherwise, in action - and to watch confidence build or erode. There are repeated episodes of performance with similar rules and clear winners or losers. I added team sports to my studies of business because there are excellent parallels to work groups in the performance of sports teams and also excellent parallels to larger, more complex businesses or organizations in the strategy, structure, and culture surrounding any particular team.
It's really an organizational job with a football team to watch them go through their day.
The surest way of spoiling a pleasure [is] to start examining your satisfaction.
I love being part of something that is working toward a greater goal, and there's no more satisfaction in life than achieving those goals as a team and being a part of that team.
Spending too much time focused on others' strengths leaves us feeling weak. Focusing on our own strengths is what, in fact, makes us strong.
Team leaders have to connect with their team and themselves. If they don't know their team's strengths and weaknesses, they cannot hand off responsibilities to the team. And if they don't know their own strengths and weaknesses, they will not hand off responsibilities to the team.
I have always felt that the surest way to qualify for the job just ahead is to work a little harder than any one else on the job one is holding down.
Trust gives you the permission to give people direction, get everyone aligned, and give them the energy to go get the job done. Trust enables you to execute with excellence and produce extraordinary results. As you execute with excellence and deliver on your commitments, trust becomes easier to inspire, creating a flywheel of performance.
Excellence is greater than an achievement; excellence is standard in all my designs
Like anybody else that goes and does their job, there's a way to do your job with excellence.
If your job requires that you spend a lot of time communicating with people across organizational boundaries, email is perfect. Email is the lowest common denominator, and it's going to cross organizational boundaries really well.
Don't let talent get in way of team performance. Great players do what's outstanding for team, not what makes them stand out
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