A Quote by Marcus Buckingham

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.
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.
Everybody has to think for himself. A right way for a big man may not be a right way for a small man. A right way for someone who is slow may not be a right way for someone who is quick. Each person must understand his weaknesses and his strengths.
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.
A true hero is not someone who thinks about doing what is right, but one that simply does what is right without thinking!
A rationalist is simply someone for whom it is more important to learn than to be proved right; someone who is willing to learn from others - not by simply taking over another's opinions, but by gladly allowing others to criticize his ideas and by gladly criticizing the ideas of others
If someone gives you a piece of advice that sounds right and feels right, use it. If someone gives you a piece of advice that sounds right and feels wrong, don’t waste so much as a single second on it. It may be fine for someone else, but not for you.
One of the beauties of intuition is that if I was interacting with someone that didn't feel right or they were kind of creeped out by what I was able to do, then they clearly weren't the right fit.
To be gay is beautiful and right and perfect; to tell someone they need to change their innermost being is setting up someone for an unhealthy life and unhealthy foundation.
Simply being with someone is difficult because it asks of us that we share in the other's vulnerability, enter with him or her into the experience of weakness and powerlessness, become part of the uncertainty, and give up control and self-determination.
Then "wrong" is right, and "right" is wrong! Yet I'll tell you this, to help you out of your dilemma: believe nothing I say. Simply live it. Experience it. Then live whatever other paradigm you want to construct. Afterward, look to your experience to find your truth.
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.
I wasn’t ready to think about the other yet: that it wasn’t that I wasn’t right for Macon, but that maybe he wasn’t right for me. There was a difference. Even for someone who things didn’t come easy for, someone like me.
Someone who thinks the world is always cheating him is right. He is missing that wonderful feeling of trust in someone or something.
If some gang were threatening your family, you'd go looking for someone butch to help, right? Any maybe if your mother were sick or something, you'd find someone a bit more fey.
And what is the right woman, the right man? Someone who wants to go in the same direction as you do, someone who is compatible with your views and your values-- emotionally, physically, economically, spiritually.
Perhaps the greatest charity comes when we are kind to each other, when we don’t judge or categorize someone else, when we simply give each other the benefit of the doubt or remain quiet. Charity is accepting someone’s differences, weaknesses, and shortcomings; having patience with someone who has let us down; or resisting the impulse to become offended when someone doesn’t handle something the way we might have hoped. Charity is refusing to take advantage of another’s weakness and being willing to forgive someone who has hurt us. Charity is expecting the best of each other
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