Marcus Buckingham Quotes

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.

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.

People leave managers, not companies

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.

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

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.

True individuality can be lonely.

You cannot learn very much about excellence from studying failure.

In most cases, no matter what it is, if you measure it and reward it, people will try to excel at it

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.

It is amazing how much power we have, yet we are so oblivious to its existence. At home we were directed to focus on our downsides, at school we had to improve our bad grades, and in the workplace we are asked to develop our weaknesses. Those who have succeeded in aligning their character and their fate have done the exact opposite. I invested in what made me feel strong instead of wasting time on things that only made me feel weak and bad about myself. Marcus Buckingham says that knowing your strengths is the first step.

...every time you make a rule you take away a choice and choice, with all of its illuminating repercussions, is the fuel for learning.

People don't change that much. Don't waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.

to encourage people to take responsibility for who they really are. And it is the only way to show respect for each person. Focusing on strengths is the storyline that explains all their efforts as managers.

MICHAEL: Maybe just this: A manager has got to remember that he is on stage every day. His people are watching him. Everything he does, everything he says, and the way he says it, sends off clues to his employees. These clues affect performance. So never forget you are on that stage.

The world you see is seen by you alone. What entices you and what repels you, what strengthens you and what weakens you, is part of a pattern that no one else shares. Therefore, as Mr. Wilde said, no two people can perceive the same "truth," because each person's perspective is different.

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.

everyone can probably do at least one thing better than ten thousand other people.

The Four Keys, select for talent, define the right outcomes, focus on strengths, find the right fit, reveal how they attack this goal.

Managers are encouraged to focus on complex initiatives like reengineering or learning organizations, without spending time on the basics.

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.

How can we all grow?

Sir, I’m afraid that the quality of this airline is partly measured by on-time departures. And unfortunately, on-time departures are measured by when we left the gate, not by wheels-up.

Even more than the rest, these five questions are most directly influenced by the employee’s immediate manager. What does this tell us? It tells us that people leave managers, not companies.

In fact, over the last twenty years, authors have offered up over nine thousand different systems, languages, principles, and paradigms to help explain the mysteries of management and leadership.

There has to be a way to redirect employee's driving ambition and to channel it more productively. There is. Create heroes in every role. Make every role, performed at excellence, a respected profession.

Your childish clarity faded, and you started listening to the world around you more closely than you did to yourself. The world was persuasive and loud, and so you resigned yourself to conforming to its demands.

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.

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.

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.

As a manager your job is not to teach people talent. Your job is to help them earn the accolade “talented” by matching their talent to the role. To do this well, like all great managers, you have to pay close attention to the subtle but significant differences between roles.

Spend the most time with your best people. ... 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. ... Persistence directed primarily toward your non-talents is self-destructive. ... You will reprimand yourself, berate yourself, and put yourself through all manner of contortions in an attempt to achieve the impossible.

The power of skills and knowledge is that they are transferable from one person to another. Their limitation is that they are often situation-specific — faced with an unanticipated scenario, they lose much of their power. In contrast, the power of talent is that it is transferable from situation to situation.

You will have to manage around the weaknesses of each and every employee. But if, with one particular employee, you find yourself spending most of your time managing around weaknesses, then know that you have made a casting error. At this point it is time to fix the casting error and to stop trying to fix the person.

The secret to living a strong life is right in front of you, calling to you every day. It can be found in your emotional reaction to specific moments in your life.

second, that everyone, regardless of who they are, will want to be promoted out of the job as soon as possible.

that all salespeople are different, that all accountants are different, that each individual, no matter what his chosen profession, is unique.

Any recurring patterns of behavior that can be productively applied are talents.

These four characteristics — simplicity, frequent interaction, focus on the future, and self-tracking — are the foundation for a successful “performance management” routine.

while people might care which company they join, they don’t care which company they work for. The truth is that, once there, people care which team they’re on.

This can be both a blessing and a curse. You are blessed with a wonderfully unique filter but cursed with a systematic inability to understand anybody else's.

If you are innately skeptical of other people’s motives, then no amount of good behavior in the past will ever truly convince you that they are not just about to disappoint you. Suspicion is a permanent condition.

Simply put, this is one insight we heard echoed by tens of thousands of great managers: People don't change that much. Don't waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.

And what of the notion that “trust must be earned”? Sensible though it may sound, great managers reject it. They know that if, fundamentally, you don’t trust people, then there is no line, no point in time, beyond which people suddenly become trustworthy.

Focus on each person’s strengths and manage around his weaknesses. Don’t try to fix the weaknesses. Don’t try to perfect each person. Instead do everything you can to help each person cultivate his talents. Help each person become more of who he already is.

This hypothetical comes from author Marcus Buckingham, who says that nearly all parents will tend to fixate on the F. It’s easy to empathize with them: Something seems broken—we should fix it. Let’s get her a tutor. Or maybe she should be punished—she’s grounded until that grade recovers. It is the rare parent who would say, instead, “Honey, you made an ‘A’ in this one class. You must really have a strength in this subject. How can we build on that?” (Buckingham has a fine series of books on making the most of your strengths rather than obsessing about your weaknesses.)

But the best managers have the solution: Ask. Ask your employee about her goals: What are you shooting for in your current role? Where do you see your career heading? What personal goals would you feel comfortable sharing with me? How often do you want to meet to talk about your progress?

Actually, the data reveals that checking in with your team members once a month is literally worse than useless. While team leaders who check in once a week see, on average, a 13 percent increase in team engagement, those who check in only once a month see a 5 percent decrease in engagement.

A note of caution: We can never achieve goals that envy sets for us. Looking at your friends and wishing you had what they had is a waste of precious energy. Because we are all unique, what makes another happy may do the opposite for you. That's why advice is nice but often disappointing when heeded.

You have a filter, a characteristic way of responding to the world around you. We all do. Your filter tells you which stimuli to notice and which to ignore; which to love and which to hate. It creates your innate motivations — are you competitive, altruistic, or ego driven? It defines how you think — are you disciplined or laissez-faire, practical or strategic? It forges your prevailing attitudes — are you optimistic or cynical, calm or anxious, empathetic or cold? It creates in you all of your distinct patterns of thought, feeling, and behavior. In effect, your filter is the source of your talents.

So this is (a manager's) dilemma: The manager must retain control and focus people on performance. But she is bound by her belief that she cannot force everyone to perform the same way. ... The solution is as elegant as it is efficient: Define the right outcomes and let each person find his own route toward these outcomes.

This is the same feeling that many managers unwittingly create in their employees. Even when working with their most productive employees, they still spend most of their time talking about each person’s few areas of nontalent and how to eradicate them. No matter how well-intended, relationships preoccupied with weakness never end well.

This thinking is well-intended but overly simplistic, reminiscent perhaps of the four-year-old who proudly presents his mother with a red truck for her birthday because that is the present he wants. So the best managers reject the Golden Rule. Instead, they say, treat each person as he would like to be treated, bearing in mind who he is.

Define the outcomes you want from your team and its members, and then look for each person’s strength signs to figure out how each person can reach those outcomes most efficiently, most amazingly, most creatively, and most joyfully. The moment you realize you’re in the outcomes business is the moment you turn each person’s uniqueness from a bug into a feature.

Whereas cascaded goals are a control mechanism, cascaded meaning is a release mechanism. It brings to life the context within which everyone works, but it leaves the locus of control—for choosing, deciding, prioritizing, goal setting—where it truly resides, and where understanding of the world and the ability to do something about it intersect: with the team member.

Think strengths, not weaknesses. The research of Martin Seilgman and Marcus Buckingham has found that the key to success is to steer around your weaknesses and focus on your strengths. Successful people don't try to hard to improve what they're bad at. They capitalize on what they're good at. ...Think about it. What are your strengths? What do you do consistently well? What gives you energy rather than drains it? What sorts of activities create "flow" in you? (FLOW is the mental state of operation in which the person is fully immersed in what he or she is doing, characterized by a feeling of energized focus, full involvement, and success in the process of the activity. ) You won't accomplish anything until you stop worrying about your weaknesses and start using your strengths!

Our talents come so easily to use that we acquire a false sense of security: Doesn't everyone see the world as I do? Doesn't everyone feel a sense of impatience to get this project started? Doesn't everyone want to avoid conflict and find the common ground? Can't everyone see the obstacles lying in wait if we proceed down this path? Our talents feel so natural to us that they seem to be common sense.

Many managers make a distinction between talent and drive. They often find themselves counseling someone by saying: “Look, you are very talented. But you need to apply yourself or that talent will go to waste.” This advice sounds helpful. More than likely it is well-intended. But fundamentally it is flawed. A person’s drive is not changeable. What drives him is decided by his mental filter, by the relative strength or weakness of the highways in his mind. His drives are, in fact, his striving talents.

For months beforehand, I fielded calls from British media. A couple of the reporters asked me to name some British chefs who had inspired me. I mentioned the Roux brothers, Albert and Michel, and I named Marco Pierre White, not as much for his food as for how—by virtue of becoming an apron-wearing rock-star bad boy—he had broken the mold of whom a chef could be, which was something I could relate to. I got to London to find the Lanesborough dining room packed each night, a general excitement shared by everyone involved, and incredibly posh digs from which I could step out each morning into Hyde Park and take a good long run around Buckingham Palace. On my second day, I was cooking when a phone call came into the kitchen. The executive chef answered and, with a puzzled look, handed me the receiver. Trouble at Aquavit, I figured. I put the phone up to my ear, expecting to hear Håkan’s familiar “Hej, Marcus.” Instead, there was screaming. “How the fuck can you come to my fucking city and think you are going to be able to cook without even fucking referring to me?” This went on for what seemed like five minutes; I was too stunned to hang up. “I’m going to make sure you have a fucking miserable time here. This is my city, you hear? Good luck, you fucking black bastard.” And then he hung up. I had cooked with Gordon Ramsay once, a couple of years earlier, when we did a promotion with Charlie Trotter in Chicago. There were a handful of chefs there, including Daniel Boulud and Ferran Adrià, and Gordon was rude and obnoxious to all of them. As a group we were interviewed by the Chicago newspaper; Gordon interrupted everyone who tried to answer a question, craving the limelight. I was almost embarrassed for him. So when I was giving interviews in the lead-up to the Lanesborough event, and was asked who inspired me, I thought the best way to handle it was to say nothing about him at all. Nothing good, nothing bad. I guess he was offended at being left out. To be honest, though, only one phrase in his juvenile tirade unsettled me: when he called me a black bastard. Actually, I didn’t give a fuck about the bastard part. But the black part pissed me off.

No manager can make an employee productive. Managers are catalysts. They can speed up the reaction between the talent of the employee and the needs of the customer/company. They can help the employee find his path of least resistance toward his goals. They can help the employee plan his career. But they cannot do any of these without a major effort from the employee. In the world according to great managers, the employee is the star. The manager is the agent. And, as in the world of performing arts, the agent expects a great deal from his stars.

Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? These twelve questions are the simplest and most accurate way to measure the strength of a workplace.

The greatest managers in the world do not have much in common. They are of different sexes, races, and ages. They employ vastly different styles and focus on different goals. But despite their differences, these great managers do share one thing: Before they do anything else, they first break all the rules of conventional wisdom. They do not believe that a person can achieve anything he sets his mind to. They do not try to help a person overcome his weaknesses. They consistently disregard the Golden Rule. And, yes, they even play favorites. Great managers are revolutionaries, although few would use that word to describe themselves. This book will take you inside the minds of these managers to explain why they have toppled conventional wisdom and reveal the new truths they have forged in its place. We are not encouraging you to replace your natural managerial style with a standardized version of theirs — as you will see, great managers do not share a “standardized style.” Rather, our purpose is to help you capitalize on your own style, by showing you how to incorporate the revolutionary insights shared by great managers everywhere.

Conhecimento e técnicas. 'Que aspectos seus você pode mudar?' Conhecimento. Um conhecimento factual desse tipo não garantirá a excelência, mas a excelência é impossível sem ele. 'O modo de uma pessoa se engajar na vida pode não se alterar muito. Mas o foco da pessoa sim...'Para onde quer que olhemos, podemos ver exemplos de gente que mudou seu foco mudando seus valores: a conversão religiosa de Saulo no caminho para Damasco...Se quer mudar sua vida para que outros possam se beneficiar de seus pontos fortes, mude seus valores. Não perca tempo tentando mudar seus talentos. A aceitação de algumas coisas que nunca podem ser transformadas - talentos. Não mudamos. Simplesmente aceitamos nossos talentos e reordenamos nossas vidas em torno deles. Nós nos tornamos mais conscientes. Técnicas. 1. Anote qualquer historia, fato ou exemplo que encontre eco dentro de você. 2. Pratique em voz alta. Ouça a si mesmo pronunciando as palavras. 3. Essas histórias vão se tornar suas 'contas', como de um colar; 4.Só o que você tem a fazer quando dá uma palestra é enfileirar as contas na ordem apropriada, e sua apresentação parecerá tão natural quanto uma conversa. 5. Use pequenos cartões de arquivos ou um fichário para continuar adicionando novas contas ao seu colar.As técnicas se revelam mais valiosas quando aparecem combinadas com o talento genuíno. O talento é qualquer padrão recorrente de pensamento, sensação ou comportamento que possa ser usado produtivamente.Qualquer padrão recorrente de pensamento, sensação ou comportamento é um talento se esse padrão puder ser usado produtivamente. Mesmo a 'fragilidade' como a dislexia é um talento se você conseguir encontrar um meio de usá-la produtivamente. David Boies foi advogado do governo dos Estados Unidos no processo antitruste...Sua dislexia o faz se esquivar de palavras compridas, complicadas.As diferenças mais marcantes entre as pessoas raramente se dão em função de raça, sexo ou idade; elas se dão em função da rede ou das conexões mentais de cada pessoa. Como profissional, responsável tanto por seu talento por seu desempenho quanto por dirigir sua própria carreira, é vital que adquira uma compreensão precisa de como suas conexões mentais são moldadas. Incapaz de racionalizar cada mínima decisão, você é compelido a reagir instintivamente. Seu cérebro faz o que a natureza sempre faz em situações como essa: encontra e segue o caminho de menor resistência, o de seus talentos. Técnicas determinam se você pode fazer alguma coisa, enquanto talentos revelam algo mais importante: com que qualidade e com que frequência você a faz. Como John Bruer descreve em The Myth of the First Three Years, a natureza desenvolveu três modos para você aprender quando adulto: continuar a reforçar suas conexões sinápticas existentes (como acontece quando você aperfeçoa um talento usando técnicas apropriadas e conhecimento), continuar perdendo um maior número de suas conexões irrelevantes (como também acontece quando você se concentra em seus talentos e permite que outras conexões se deteriorem) ou desenvolver algumas conexões sinápticas a mais. Finalmente, o risco do treinamento repetitivo sem o talento subjacente é que você fique saturado antes de obter qualquer melhora.Identofique seus talentos mais poderosos, apure-os com técnicas e conhecimento e você estará no caminho certo para ter uma vida realmente produtiva.Se as evidências mais claras sobre seus talentos são fornecidas pelas reações espontâneas, aqui vão mais três pistas para ter em mente: desejos, aprendizado rápido e satisfação. Seus desejos refletem a realidade física de que algumas de suas conexões mentais são mais fortes do que outras.Algumas tiravam satisfação de ver outra pessoa obter algum tipo de progresso infinitesimal que a maioria de nós nem perceberia. Algumas adoravam levar ordem ao caos.(...) havia as que amavam as ideias. Outras desconfiavam d

the only truth is your own. The world you see is seen by you alone. What entices you and what repels you, what strengthens you and what weakens you, is part of a pattern that no one else shares.

Marcus Buckingham, who says that

For more information, see Marcus Buckingham's book, Find Your Strongest Life,

Increasingly, prominent thinkers in the field of leadership studies like Marcus Buckingham are challenging traditional notions of leadership. Their research suggests that presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.4 They believe leaders should strive for authenticity over perfection. This shift is good news for women, who often feel obliged to suppress their emotions in the workplace in an attempt to come across as more stereotypically male. And it’s also good news for men, who may be doing the exact same thing. I

The greatest managers in the world do not have much in common. But despite their differences, these great managers do share one thing: Before they do anything else, they first break all the rules of conventional wisdom.

Don’t helicopter in at seventeen thousand feet, because sooner or later you and your people will die on the mountain.

People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.

The solution is as elegant as it is efficient: Define the right outcomes and then let each person find his own route toward those outcomes.

We have said that an employee may join a company because of its prestige and reputation, but that his relationship with his immediate manager determines how long he stays and how productive he is while he is there.

If you want to change your life so that others may benefit from your strengths, then change your values. Don't waste time trying to change your talents.

A close scrutiny of excellence, however, reveals that our edge—our particular genius—is precise. We each have specific areas where we consistently stand out, where we can do things, see things, understand things, and learn things better and faster than ten thousand other people can.

important outcomes from taking the StandOut assessment is simply that you remember your results.

Talented employees need great managers. 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.

There is no educational jargon in her school, just boundless energy and a passion for learning, however it happens. One of the signs of a great manager is the ability to describe, in detail, the unique talents of each of his or her people — what drives each one, how each one thinks, how each builds relationships. In a sense, great managers are akin to great novelists. Each of the “characters” they manage is vivid and distinct. Each has his own features and foibles. And their goal, with every employee, is to help each individual “character” play out his unique role to the fullest.

made a discovery: Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: 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. At work, 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 doing 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? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow?

During Gallup’s interviews with great managers, we found a consistent willingness to hire employees who, the managers knew, might soon earn significantly more than they did.

your

MICHAEL: Well … I suppose the first would be, pick the right people. If you do, it makes everything else so much easier. And once you’ve picked them, trust them. Everyone here knows that the till is open. If they want to borrow $2 for cigarettes or $200 for rent, they can. Just put an IOU in the till and pay it back. If you expect the best of people, they’ll give you the best. I’ve rarely been let down. And when someone has let me down, I don’t think it is right to punish those who haven’t by creating some new rule or policy.

Roads with the most traffic get widened. The ones that are rarely used fall into disrepair.

people leave managers, not companies. So

employees need great managers. 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.

You will have your own examples of a work environment that seems to be firing on all cylinders. It will be a place where performance levels are consistently high, where turnover levels are low, and where a growing number of loyal customers join the fold every day.

They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: 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. At work, 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 doing 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? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow?

More specifically, we follow leaders who connect us to a mission we believe in, who clarify what’s expected of us, who surround us with people who define excellence the same way we do, who value us for our strengths, who show us that our teammates will always be there for us, who diligently replay our winning plays, who challenge us to keep getting better, and who give us confidence in the future. This is not a list of qualities in a leader, but rather a set of feelings in a follower. When we say to ourselves that leadership is indeed a thing, because we know it when we see it, we’re not really seeing any definable characteristic of another human. What we are “seeing” is in fact our own feelings as a follower. As such, while we should not expect every good leader to share the same qualities or competencies, we can hold all good leaders accountable for creating these same feelings of followership in their teams. Indeed, we can use these feelings to help any particular leader know whether or not she is any good. Those eight items introduced in chapter 1 are a valid measure of a leader’s effectiveness. We need not dictate how each leader should behave, but we can define what all good leaders must create in their followers. And since we measure this by asking the followers to rate their own experiences, rather than rating the leader on a long list of abstract leader qualities, this measure of leader effectiveness is reliable. Leadership isn’t a thing, because it cannot be measured reliably. Followership is a thing, because it can.

Ken Blanchard, of Tom Friedman and of Seth Godin, The Starfish and the Spider by Ori Brafman and Rod Beckstrom, First, Break All the Rules by Marcus Buckingham, Good to Great by Jim Collins, The 7 Habits of Highly Effective People by Stephen Covey, The 4-Hour Workweek by Tim Ferriss, Never Eat Alone by Keith Ferrazzi,

offered me new perspectives: the works of Ken Blanchard, of Tom Friedman and of Seth Godin, The Starfish and the Spider by Ori Brafman and Rod Beckstrom, First, Break All the Rules by Marcus Buckingham, Good to Great by Jim Collins, The 7 Habits of Highly Effective People by Stephen Covey, The 4-Hour Workweek by Tim Ferriss, Never Eat Alone by Keith Ferrazzi, E-Myth by Michael Gerber, The Tipping Point and Outliers by Malcolm Gladwell, Chaos by James Gleick, Emotional Intelligence by Daniel Goleman, Made to Stick by Chip and Dan Heath, Who Moved My Cheese? by Spencer Johnson, M.D., The Monk and the Riddle by Randy Komisar, The Five Dysfunctions of a Team by Patrick Lencioni, Freakonomics by Steven D. Levitt and Stephen J. Dubner, FISH! By Stephen Lundin, Harry Paul, John Christensen and Ken Blanchard, The Naked Brain by Richard Restack, Authentic Happiness by Martin Seligman, The Wisdom of Crowds by James Surowiecki, The Black Swan by Nicholas Taleb, American Mania by Peter Whybrow, M.D., and the single most important book everyone should read, the book that teaches us that we cannot control the circumstances around us, all we can control is our attitude—Man’s Search for Meaning by Viktor Frankl. I

Those of us who do this best—who find what we love about what we do, and cultivate this love with intelligence and discipline—are the ones who contribute most. The best people are not well-rounded, finding fulfillment in their uniform ability. Quite the opposite, in fact—the best people are spiky, and in their lovingly honed spikiness they find their biggest contribution, their fastest growth, and, ultimately, their greatest joy.

And the only reason that “running around your backhand” has become an idiom for avoiding a weakness is that this is exactly what we see great tennis players do, time and time again, whether it’s Juan Martín del Potro, Rafael Nadal, or countless others. The phrase describes the act of avoiding a weakness in order to play to a strength, and the lesson from the best is that this leads toward high performance, not away from it.

aspects of the employee experience that exist disproportionately on the highest-performing teams. These eight aspects, and these eight precisely worded items,* validly predict sustained team performance: 1. I am really enthusiastic about the mission of my company. 2. At work, I clearly understand what is expected of me. 3. In my team, I am surrounded by people who share my values. 4. I have the chance to use my strengths every day at work. 5. My teammates have my back. 6. I know I will be recognized for excellent work. 7. I have great confidence in my company’s future. 8. In my work, I am always challenged to grow.

What we, as team members, want from you, our team leader, is firstly that you make us feel part of something bigger, that you show us how what we are doing together is important and meaningful; and secondly, that you make us feel that you can see us, and connect to us, and care about us, and challenge us, in a way that recognizes who we are as individuals. We ask you to give us this sense of universality—all of us together—and at the same time to recognize our own uniqueness; to magnify what we all share, and to lift up what is special about each of us. When you come to excel as a leader of a team it will be because you’ve successfully integrated these two quite distinct human needs.

You’ll see, as well, that the strongest force pushing back against the lies, and the force that we all seek to harness in our lives, is the power of our own individuality—that the true power of human nature is that each human’s nature is unique, and that expressing this through our work is an act, ultimately, of love.

As a leader, you are trying to unlock the judgment, the choices, the insight, and the creativity of your people. But, as we’ve seen in the last two chapters, the way we go about this doesn’t make much sense. We cloister information in our planning systems, and we cascade directives in our goal-setting systems. Instead, we should unlock information through intelligence systems, and cascade meaning through our expressed values, rituals, and stories. We should let our people know what’s going on in the world, and which hill we’re trying to take, and then we should trust them to figure out how to make a contribution. They will invariably make better and more authentic decisions than those derived from any planning system that cascades goals from on high.

Global researcher and thought leader Marcus Buckingham said, “Childhood either enables you or stunts you; it doesn’t create you.”3 Your childhood may have given you a rocky start, but it doesn’t make or break you.

Marcus Buckingham (one of my heroes and one of the minds behind the StrengthsFinder movement) has learned that people leave their managers, not their companies.

When was the last time … … you lost track of time? … you instinctively volunteered for something? … someone had to tear you away from what you were doing? … you felt completely in control of what you were doing? … you surprised yourself by how well you did? … you were singled out for praise? … you were the only person to notice something?

There are some useful frameworks for understanding your strengths, like StrengthsFinder 2.0 by Tom Rath or StandOut by Marcus Buckingham.

Okay, first I must tell them what I am going to tell them; then I must tell them; then I must tell them what I just told them.