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Marcus Buckingham

Marcus Buckingham Quotes

Author

Marcus Buckingham, born on January 11, 1966, is a renowned author. His works primarily revolve around personal growth, career development, and leadership. Buckingham offers practical advice and strategies to readers with his unique perspective and in-depth research.

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Famous Marcus Buckingham Quotes

“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.”

Needs Looks Done Seems Activity Time Goes By

Author:Marcus Buckingham

“Obviously, you have to know what you need now and what you will soon need, then hire or promote from within to meet those needs.”

Author:Marcus Buckingham

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

Knows Needs Firsts Steps First Steps

Author:Marcus Buckingham

“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.”

People Needs Helping Company Reach Out

Author:Marcus Buckingham

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

Needs University Traditional Corporate Goodbye Saying Goodbye Methodology

Author:Marcus Buckingham

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

Needs Feels Hard Motivational Hard Work Pressure Fulfillment Intensity Momentum Friction

Author:Marcus Buckingham

“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.”

Source: First, Break All the Rules: What the World's Greatest Managers Do Differently