“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.” ResultsFourTalentKeysBecomingFitSkillsFindingsManagersExcellentEmployeeDefiningHiring Author:Marcus Buckingham
“Too many companies waste time trying to eliminate their employees' weaknesses when, in fact, they should concentrate on developing their strengths.” ShouldTryingFactsCompanyWasteWeaknessDevelopingEmployeeWasting Time Author:Marcus Buckingham
“As a general rule, people tend to do best what they enjoy doing most.” PeopleEnjoy Author:Marcus Buckingham
“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.” PeopleShouldHelpingIndividualInterestTasksManagersAptitudeCompletingIndividual Strength 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.” KnowsNeeds Author:Marcus Buckingham
“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.” ShouldIndividualNaturalTalentSkillsResponsibleManagersSeatsRecognizingAlignmentNatural TalentIndividual Strength Author:Marcus Buckingham
“The fact remains that we have an obligation to discover what we really, really, really want to do (which is probably what we do best) and then do it even better... much better.” WantFactsRemainsObligation Author:Marcus Buckingham
“If the manager really is the problem, try to get reassigned elsewhere in the organization or start looking for one in which you can play to your strengths.” IfsTryingPlayProblemOrganizationManagersElsewhere Author:Marcus Buckingham