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Following the success of the landmark bestsellers First, Break All the Rules and Now, Discover Your Strengths, Marcus Buckingham offers a dramatically new way to understand the art of success.With over 1.6 million copies of First, Break All the Rules (co-authored with Curt Coffman) and Now, Discover Your Strengths (co-authored with Donald O. Clifton) in print, Cambridge-edFollowing the success of the landmark bestsellers First, Break All the Rules and Now, Discover Your Strengths, Marcus Buckingham offers a dramatically new way to understand the art of success.With over 1.6 million copies of First, Break All the Rules (co-authored with Curt Coffman) and Now, Discover Your Strengths (co-authored with Donald O. Clifton) in print, Cambridge-educated Buckingham is considered one of the most respected business authorities on the subject of management and leadership in the world. With The One Thing You Need to Know, he gives readers an invaluable course in outstanding achievement -- a guide to capturing the essence of the three most fundamental areas of professional activity.Great managing, leading, and career success -- Buckingham draws on a wealth of applicable examples to reveal that a controlling insight lies at the heart of the three. Lose sight of this "one thing" and even the best efforts will be diminished or compromised. Readers will be eager to discover the surprisingly different answers to each of these rich and complex subjects. Each could be explained endlessly to detail their many facets, but Buckingham's great gift is his ability to cut through the mass of often-conflicting agendas and zero in on what matters most, without ever oversimplifying. As he observes, success comes to those who remain mindful of the core insight, understand all of its ramifications, and orient their decisions around it. Buckingham backs his arguments with authoritative research from a wide variety of sources, including his own research data and in-depth interviews with individuals at every level of an organization, from CEO's to hotel maids and stockboys.In every way a groundbreaking book, The One Thing You Need to Know offers crucial performance and career lessons for business people at all career stages....

Title : The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success
Author :
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ISBN : 9780743261654
Format Type : Hardcover
Number of Pages : 304 Pages
Status : Available For Download
Last checked : 21 Minutes ago!

The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success Reviews

  • Matt Burgess
    2018-11-29 15:51

    The One Thing You Need to Know: …About Great Managing, Great Leading and Sustained Individual Success (2005), Marcus BuckinghamI think the title of Marcus Buckingham's bestseller should be changed. It would more appropriately be called the "90 Some Odd Things You Need to Know: …About Great Managing, Great Leading, and Sustained Individual Success" or "The 5 Things About Great Managing, 10 Things About Great Leading and 4.5 Things About Sustained Individual Success You Need to Know". The title of the book is marketing genius. It sounds so simple yet so neccessary for everyone. However, the subtitle is the real meat and potatoes and not all of them.As much as I was misled by the lack of my own emphasis on the subtitle of Buckingham's book, it turned out to be a solid read. Throughout each chapter he provided a balanced combination of interpreted research related to Oprah-style personal stories. More importantly the book makes you rethink our natural inklings about management, leadership and success and attempts to uncover the realities. And I couldn't agree with his accessments more. All too often I've worked for or with people that had traditional views about management and personal success, and while reading this book I caught myself saying "yes, yes, yes" to the descriptions perpetuated of these views.Even though the title is a sore point for me, I will still highly recommend Marcus Buckingham's The One Thing You Need to Know. Even if you aren't interested in all three topics, skip them and read what he has compiled about the topic of your choosing.

  • Anthony Deluca
    2018-11-18 09:57

    The One Thing You Need To KnowBy: Markus BuckijnghamCopyright 2005Reviewed March 2008Listened to Unabridged AudiobookThere is not really one thing you need to know that is the same for everyone. The book explores many ideas of what the one thing could be, and then in the end admits it would be impossible to think that there could be one thing that is right for everything and every situation. There certainly can be one thing that a particular person should focus on, but that would be different for every individual and every situation.Markus draws upon much research in this book. He, at one time, worked for the Gallup; organization, to which he often refers as a source of his data. Markus breaks down this piece into three main themes: managing, leading, and sustaining success.The key about managing is to leverage the strengths of your employees, and not to try to change them into something they cannot be or force them to do something that is not within their core strengths. Markus tells a story of a drug store employee who did an excellent job when given a single task to do in the store: maintain one particular section of the store. However, when that employee is placed into a management position, they do not perform well. The key to leading is to provide clarity for others. Many leaders have not and do not make the best decisions. BUT they make a clear decision and provide guidance to others. This, Markus feels, is the key to leadership. Related to leadership and management, Markus notes: “When you want to manage, begin with the person. When you want to lead, begin with the picture of where you are headed.”To sustain success one needs to focus on what they do best and not let distractions get in their way. Markus gives examples of how to effectively get things off of you plate that you do not like to do or do well. To give my own opinion, I think the book was quite lengthy for the content provided. I would recommend anyone reading this who has time constraints to search for an abridged version.

  • Cathy Allen
    2018-12-04 08:48

    Since I truly believe you should read this book, or at least the two-page summary of it I posted to my website at www.WhatisCathyReading.com, the only thing I will tell you about the "one thing" is that it is actually three things: one for managing, one for leading, and one for success as an individual. Buckingham has put the lid on the question of the difference between managing and leading. I suppose the debate will go on, but I am now clear in my own mind. Great managers are not necessarily great leaders and vice versa. Each requires a different skill set and different talents, also known as strengths to those of us who have read Buckingham's other works. People may be more naturally suited to one role or another, but skills can be learned and anyway it is always best to have a clear understanding of what we are already good at. So, if I have a natural aptitude for reading people's unique characteristics and how they like to be treated, I might make a good manager. On the other hand, if I am very good at tapping in to what is universal among all people, I might be a better leader.Oops. Have I said too much?The One Thing You Need to Know About Sustained Personal Success has been my permission slip to have a great life of my own choosing. It'll be that for you, too. If you haven't read this one, add it to your list. You will be glad you did. And so will anyone you manage or lead.

  • Jenny
    2018-12-07 10:51

    I liked it, it was recommended by a patron, so I didn't know what to expect.Here is what I want to remember about this book:A great manager transforms each employee's talents into performance. They create a state of mind in each employee such that the employee has a fully realistic assessment of the difficulty of the challenge ahead and at the same time, an unrealistically optimistic belief in their ability to overcome it.Great leaders rally people to a better future. They discover what is universal and capitalize on it. We all need security, community, clarity, authority, and respect. What we need the most from our leaders is clarity.Sustained success comes from discovering what you don't like doing and stop doing it. Develop your strengths, not your weaknesses. Quit the role, tweak the role, seek out the right partners, or find some aspect of the role that brings you strengths.

  • Jerry
    2018-11-22 11:02

    Basics for managing: pick good people, set clear expectations, recognize excellence and praise it, and show you care for your people.The one distinguishing factor for great managers:Great managers play chess instead of checkers, they recognize the differences in people and play their people to their strengths (in checkers all the pieces have the same moves but chess the pieces have different capabilities).Great leaders discover what is universal and capitalize on it.A leader rallies his followers to a better future.A leader provides clarity

  • Brian Kramp
    2018-11-23 15:53

    I knew I was going to like this book by Marcus Buckingham when right at the beginning he introduced the angle this book would take, which was to find the main “controlling insight” for a few very important areas of business. He defines a controlling insight as the best explanation, which has to apply across a wide range of situations, has to serve as a multiplier (elevating performance from good to great), and has to guide action. Actually, I also knew I was going to like this because I found an article on Harvard Business Review that covers the management topic. I highly recommend this book for those in management and leadership positions. I found a lot of action items in this so this is a longer, more detailed post. I love a good data-driven analysis that is carefully crafted into a concise, easy-to-remember phrase to guide action. In a bit of an odd twist, he goes on to explain that the controlling insight into marriages that last is when each spouse tends to rate the other more favorably and generously:For a lasting marriage, find the most generous explanation for each other’s behavior, and believe it.The book then goes on to talk about management and leadership. Management is generally concerned with what individuals do, and actually producing a product and meeting goals. Leadership is about setting goals. The one thing that managers need to know is:Discover what is unique about each person and capitalize on it.Great managers turn talent into performance. Management is all about the individual, and helping them to succeed. The premise of the book is that talents (as opposed to knowledge and skills) are not learnable. So managers should find out what their employees talents are, and make sure their assignments align well. This will save time, increase accountability, and builds a stronger sense of team.There are 3 things you need to know about your employees to manage them effectively:Strengths and Weaknesses. Thinking particularly of talents, not knowledge or skills.Triggers. What motivation gets them to do their best?Style of learning. Analyzing, doing, or watching.Questions to ask employees to understand how they work best:Strengths: What was the best day at work you’ve had in the last 3 months?Weaknesses: What was your worst day at work in the last 3 months?Triggers: What was the best relationship with a manager you’ve ever had?Triggers: What was the best praise or recognition you’ve ever received?Learning: When in your career do you think you were learning the most?A manager’s strongest talent is to coach others toward success. Managers should have 4 basic skills:Select good people. When interviewing ask open ended questions and if they do the thing you’re looking for often enough, they’ll come up with an example from recent memory.Define clear expectations: “What do you think you get paid to do?”PraiseCareLearn how each employee is different and then learn how each of these differences fit into your overall plan of action.Marcus’s definition of leadership is that great leaders rally people to a better future. The one thing leaders must know is:Discover What is Universal and Capitalize on it.The better you do this, the better you will lead. Note that it tends to be the opposite of a manger, where they need to discover what is unique about each employee. According to researchers, there are 5 universal human needs: security, community, clarity, authority, and respect. The job of a leader is to provide clarity, particularly in the following 4 areas:Who is our target customer? And it should not be the shareholder. Best Buy had great examples of having each store focus on certain segments, such as “mobile professionals.”What is our core strength? The book shared examples of “knowledgeable retail staff,” and “the safest work sites.” Even if it’s not true now, it can be a clarifying vision of strength.What is our core score? A prison system decided to change it metrics from measuring escapees to measuring repeat offenders. Best Buy measures employee engagement with surveys.What actions can we take today? Direct leadership action sets the tone for other employees. Set up inter-organizational meetings to cut through politics. Strategic actions force employees to become involved in new activities. Symbolic action grabs our attention and gives us focus.The talent of a great leader is to have optimism and ego. Otherwise you can’t lead people to a better future. If you want to improve your skills, there are 3 prevalent disciplines that will help leaders increase their clarity:Take time to reflect.Select your heroes (recognized employees) with great care. They should model behavior you want others to emulate.Practice. Experiment with word combinations to find clarity.The final part of the book focuses on how to achieve sustained personal success. He claims that only 20% of people report working in a role where they can do their best work every day. The one thing you need to know to sustain your success is:Discover what you don’t like doing and stop doing it.The reason why this is written in negative form, is because you’re constantly having a mix of talents in play in your work. You might like training, but hate public speaking. Well, you’d better not get promoted from curriculum writer to public speaker, despite the fact that you’d still be doing training (your strength). So while it’s pretty easy to find ways to do your strengths, it’s a lot harder to remember to avoid your weaknesses. Every 3 months ask yourself: “What percentage of your day do you spend doing those things you really like to do?” Four tactics that will help you find strengths and avoid weaknesses: Quit the role, tweak the role, seek out the right partners, or find an aspect that brings you strength.

  • Stephen
    2018-11-30 08:36

    READ NOV 2017I received an autographed copy of this book in 2005 at an event the author was speaking at in Arizona. Just now getting around to reading it...Excellent!A must read for managers, leaders, or individual contributors.

  • Charles Golden
    2018-12-14 15:01

    Recommended to me by a supervisor as the best book on leadership he's read, ever... I wasn't disappointed. Great insights.

  • Omar Halabieh
    2018-11-20 16:58

    Below are key excerpts from the book that I found particularly insightful:1- "So, these are our three criteria for identifying the controlling insight, the One Thing: it must apply across a wide range of situations, it must serve as the multiplying factor that elevates situations, it must serve as the the multiplying factor that elevates average to excellent and it must lead to more precise actions."2- "Success come most readily to those who reject balance, who instead pursue strategies that are intentionally imbalanced...this kind of lopsided focus actually increases capacity and fuels your resilience."3- "The challenge: to figure out the best way to transform these talents (of employees) into performance. This is the job of the great manager."4- "Great leaders rally people to a better future. And the two key words in this definition are "better future.""5- "If the core talent of great managers is an instinct to coach others toward success, then optimism and ego are the talents underpinning all great leadership."6- "The key thing about leading is not only that you envision a better future, but also that you believe, in every fiber of your being, that you are the one to make this future come true. You are the one to assume the responsibility for transforming the present into something better."7- "Great managers play chess...Discover what is unique about each person and capitalize on it."8- "The Three Levers..What are the three things you need to know about a person in order to manage him or her effectively? Strength and Weakness...Triggers...Style of Learning."9- "So, while great managers discover what is unique about each person and capitalize on it, great leaders do the inverse. The One Thing every great leader knows he must do is: Discover what is universal and capitalize on it."10- "A leader must not be clear on all points, and that one of the areas in which he should allow significant ambiguity is in the strategies and tactics selected by his employees."11- "Any one of the these disciplines, when practiced with rigor, will help you increase your effectiveness as a leader. 1) Take Time to Reflect 2) Select Your Heroes with Great Care 3) Practice."12- "What they (leaders) must be is clear. Above all else, they must never forget the truth of all the human universals - our need for security, for community, for clarity, for authority, and for respect - our need for clarity, when met, is the most likely to engender in us confidence, persistence, resilience, and creativity."13- "...the One Thing we all need to know to sustain our success: Discover what you don't like doing and stop doing it."14- "Great enthusiasm and success occur in the land of the familiar and similar. The more similar a new challenge is to one of your existing areas of mastery, the more likely you are to learn quickly, to persevere, to set high goals and to achieve them."

  • Robert
    2018-12-02 15:36

    The One Thing You Need to Know:... About Great Managing, Great Leading, and Sustained Individual SuccessMarcus BuckinghamFree PressIn each of his books, Buckingham heavily depends upon the wealth of research data that the Gallup Organization has accumulated over the years. In this volume, he introduces a self-audit mechanism which creates the StrengthsFinder profile, recently renamed the Clifton StrengthsFinder in memory of Dr. Donald O. Clifton to the chief architect of the items contained within StrengthsFinder, “He is considered the father of Positive Psychology, he was Gallup's leader for many years, and he was my mentor and inspiration for my entire tenure at Gallup. He was one of the few truly greats.” This tool does not actually measure strengths; instead it measures the respondent against thirty-four talent themes and then reveals the respondent’s top five. “These five themes explain how you engage with the world, and as such they are affirming for you and useful for those trying to deal with you. But these five themes are not your strengths. It is up to you to figure out how to take these themes and cultivate them into specific activities at which you excel, and for which you maintain a strong appetite to keep learning.” "How can I take control of my time at work and rewrite my job description under my boss's nose?" This is a question Buckingham has been asked most frequently. As he confides, “pretty much every waking hour is filled with ‘how do you turn talents into strengths?’ thoughts. Years of research have found that only 17% of people within the workplace play to their strengths most of the time. For everyone’s sake this number needs to be higher. “ That is why Buckingham wrote this book: To provide counsel and recommend initiatives that can help as many people as possible to leverage their strengths, once identified, and to focus on developing them. “My goal is to get more people living most of their days out of a place of strength, rather than mundanely involving themselves in activities that continue to weaken them. Wouldn’t we all be more productive, happier people if this were a possibility? I’m determined to help make this happen.” This book will help many readers to do so and, hopefully, many of them will then help others to do so.

  • Barry Davis
    2018-11-22 10:36

    Buckingham’s latest book discusses “great managing, great leading, and sustained individual success.” Salting his work with extraordinary examples from all walks of life, he begins the book by complaining about the movie “City Slickers” offering the “one thing” answer through Jack Palance’s character Curley, then never delivering. Inspired to find the answer, he focuses on the question from three different vantage points – Managers, Leaders and Individuals – before coming to the “solution.”Managers: Discover what is unique about each person and capitalize on it. This includes strengths/weaknesses, triggers (what keeps them switched on) and learning styles (analyzing, doing, or watching).Leaders: Discover what is universal and capitalize on it. Citing Donald Brown’s Human Universals on the 5 primary fears/needs of all humans sets up his argument: 1) Fear of Death/Need for Security, 2) Fear of the Outsider/Need for Community, 3) Fear of the Future / Need for Clarity, 4) Fear of Chaos/Need for Authority and 5) Fear of Insignificance/Need for Respect. All are important, says Buckingham, but the leader needs to especially focus on Clarity. The four areas where people most need clarity are 1) Whom do we serve? 2) What is our core strength? 3) What is our core score (How do we measure performance)? 4) What actions can we take today? All leaders, says Buckingham, take time to reflect, select heroes carefully and practice.For the individual, sustained success (greatest impact over the longest period of time) could be caused by good tactics, fixing your flaws or discovering and cultivating your strengths. The strengths answer is the best, but not enough, he says. You must also “find what you don’t like doing and stop doing it.”Buckingham closes the book by identifying ways that you could be losing your strengths – boredom, lack of fulfillment, frustration or becoming drained. The potential answers: quit the role, tweak the role, find the right partner or find the part of the role that feeds your strengths. An excellent book, full of insight and practical application, particularly as it relates to sustained success by continuing to seek growth and challenge.

  • Bookalicious
    2018-12-07 12:01

    The One Thing You Need to Know:... About Great Managing, Great Leading, and Sustained Individual Success

  • Jason
    2018-11-28 11:56

    This was one of the textbooks for a class I took on management for ministry, and is part of an interesting trend where Church leaders, especially evangelicals, look outside of the church to professionals and corporate environments for examples of what good leadership and best practices are. Whether it's DISC profiles, or referencing Jack Welch, or various political figures, there's a trend in looking outside the walls of the Church for some of the best practices. As a general rule, I think that's an ok thing - certainly I would say that there are things the church can learn from non-church art, or non-church music, or non-church architecture (whatever) - so the same should be (and I think if done well) true about leadership.Buckingham's big focus is on the difference between managers (who work with people) and leaders (who work institutionally), and boils down what each group should know. I think he actually had a lot to say that's interesting, and the book is filled with a serious amount of anecdotal work that you can skim through if you don't feel like investing in the entire thing. Other than that, it's no different than any other of a myriad books on leadership. They're all generally true, and relatively good, especially within their context. outside of their context, i'm not sure how much they apply.

  • Lech Kaniuk
    2018-11-23 10:42

    Asking Deep Thought (Hitchhiker's Guide to the Galaxy), the one thing we need to know is... 42. You can't learn how to manage or lead through 1 book. But this is a really good book on the topic. I really like the arguments on why you shouldn't try to improve on your own, or your employees weaknesses. It's all about using the strengths best way possible and organizing your company or life in such a way your weaknesses (or employees) won't be a issue.

  • Uwe Hook
    2018-12-10 09:35

    Insightful book about leadership, management and sustainable success. More for the advanced manager and not just beginners. Recommended. A few memorable quotes: - (Talking about marriage) "Find the most generous explanation for each other's behavior and believe it."- "The one thing all great managers know about great managing is this: Discover what is unique about each person and capitalize on it."- "The great leader comes to a conclusion about his core customer, his organization's strength, its core score, and the actions he will commit to right no, and then, in the service of clarity, banishes from his thought and conversation almost everything else. The sustainably effective individual, by rigorously removing the irritants from his working life, engages with the world in an equally imbalanced fashion. It takes insight to focus in this way, and discipline, and since lopsided bets can be scary, courage."

  • Sara
    2018-12-10 14:35

    Although I bought this for my then highly successful, business-woman girlfriend, I decided to peruse the pages myself. Buckingham is the master of business books, and I've discovered that many of them grace the syllabi of classes in MBA programs at Harvard. Not that Harvard is the be-all-end-all of what's going to help someone or what a good "business self-help book" is, but I have to give them some credence. This book is part of a series, all of which is good, from the perspective of both a psychology graduate student and a "climbing-the-ranks," successful businesswoman. Very substantive, doesn't offer pithy, overly-obvious advice, but actually touches upon issues that are of meaning. Although these books are often aimed and consumed by the business crowd, we all have careers (hopefully, someday...), and are just as benefited by good advice in this area as some sales persons are by books on psychology and such. And most importantly - it's not boring! Liked it; like all his stuff.

  • Keith
    2018-11-30 13:54

    Even though I knew there couldn't be one thing that was universal, I still felt a bit betrayed initially because the book does not identify one thing that is universally applicable. However, that would not have been realistic, and Buckingham knows that. He does say that there is one thing that is the core concept in a particular situation. Early in the book he gave the example of marriage that stuck with me. The one thing in marriage is that the person, for example the man, feels that his wife is better than she feels she is. The old 'love is blind' saying seems to be validated by research. In the business sector he also points out that optimism is an important factor in achieving success.Sterling successes come not from our weaknesses, but form our strengths. The strengths needed for a great manager are different than that for a great leaders. The manager is to maximize each individual's strengths. The leaders is to unite the whole organization for a common cause.

  • Tuhina Neogi
    2018-11-24 08:41

    Marvelously written by Marcus Buckingham, this books gives you an insight on true qualities of a manager and leader. It tells you about the 'One Thing' that can help you achieve what you want to do. But most importantly, it teaches you on how to be a 'twenty percenter' by helping you to find what you love to do to and sustain your success.Weaved wonderfully with simple words and easy language, this book is meant to help you in the long run of your career. Those who aren't accustomed to non-fiction might feel like quitting in the first few pages, but please hold your patience and continue reading as it'll surely turn out to be interesting. The trick is to 'hold on to the book'. Happy reading!! :)

  • Mike Koch
    2018-11-17 13:04

    Excellent material. Very well structured and has all the new ideas and approaches for leadership and management. It defines both concepts with good examples and makes it easy to understand the difference between leadership and management. Why 3 stars and not 5? The book was a little long winded for my taste. Admittedly, I was reading this book as an assignment in a business strategy class, and therefore, not of my own volition; that being said, perhaps reading this book felt like more of a homework assignment (and therefore a chore) than a privilege. I don't know if I'd recommend this book to everyone, but it was excellent. I still make conversion with co-workers and friends based on some the ideas presented in this book.

  • Bethany
    2018-12-05 12:51

    I like how honest Marcus Buckingham is. However, he's really ruined me as an employee. I want desperately to be able to work to my strengths and cut out what I don't like doing, but it appears every boss I have is not familiar with Strengths and Marcus Buckingham. I also feel that I've really cultivated myself as a manager using his techniques, so I'm glad I "met" him so early in my career. However, as a leader, my "vision" has really been squashed, and I get extremely frustrated with "leaders" who lack clarity and consistency. So, thanks for opening my eyes, Marcus, but could you open the eyes of all the people I have to work with?

  • Nick
    2018-12-10 10:04

    I opened this book with considerable skepticism. Marcus Buckingham makes it look too easy. His books are bestsellers, his speaking fees are north of $40,000 per hour-long talk, and he's constantly on TV touting his wares. What's not to hate? And yet, the book delivers. There really is a good argument for finding the one thing about managing, leading, and individual success that is more important than anything else. And by the end of the book you'll be persuaded that Buckingham has found each of these. His research is sound, his stories are apt, and he has a nice, fluid style that carries you effortlessly from one point to the next. Against my will, I got a lot out of this book.

  • Krishna Kumar
    2018-12-14 09:51

    Filled with lots of interesting examples and stories, Marcus Buckingham talks about the most important thing that one needs to know about great managing, about great leadership and about sustained individual success. He talks about some interesting concepts such as the common fears of people, the different styles of learning and biological limitations on learning. The ideas expressed in the book are very simple and, on the surface, easy to follow. The only weakness of the book is that it doesn't offer too much evidence, especially in the case of sustained individual success.

  • Christian Buckley
    2018-11-25 08:43

    A great follow up to Buckingham's 'First, Break All the Rules' and its primary theme of managing to people's strengths, this book discusses the continuum of great management, great leadership, and sustaining. I love the whole concept of "intentional imbalance" in the working lives of great leaders, how they are always looking back at their past work, identifying what went well, tweaking, repeating, stretching themselves. Going to blog on the topic over on buckleyplanet.net

  • Heather
    2018-11-29 11:46

    I liked this book by Buckingham better than his first one. He is a good writer, and compared to other management books it's positively literary! Not boring. Check. Filled with practical suggestions. Check. Not new-age dreck. Check. No charts! Check. I like all those qualities and I learned some good tips on the importance of taking each individual's differences and learning what makes them tick and how to motivate them.

  • Shaeley Santiago
    2018-12-10 11:36

    Focuses in on "the one thing" for managers, leaders, and individuals to attain success. The book ends with an argument for building your strengths by not doing the things that weaken you. Feeds right into Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance. #bookaday

  • John
    2018-12-07 17:00

    There are lots of books, articles, and training courses on great management, leadership, and personal effectiveness. Buckingham narrows down to one thing each that you must do right:1. Effective Managers - know their people, know their strengths2. Effective Leaders - Be clear; to define the future in vivid terms3. Effective People - Learn your strengths. Then discover what you don't like doing and stop doing it.

  • Jason Denison
    2018-12-03 14:59

    Pretty good book. I found it humorous that Marcus used a lot companies as examples of success that are huge failures in today's market place and I didn't agree with everything, but overall I'm still a big fan of Marcus Buckingham and his goal to get people to focus on their strengths, the talents God gave them that they naturally are passionate about and good at and letting people do the things that your not good at, which hopefully is their passion in life.

  • Robert
    2018-12-04 09:59

    I'm a big fan of his work with strengths...but this book seemed a little like it was written to make $$$, rather than providing additional insight. It touts 'the one thing' which is really along the lines of 'know thyself'. Still the book is a relatively easy read and does provide plenty of opportunity for thinking and self reflection. It's well worth reading...just isn't the rosetta stone for leadership & managent.

  • Edwin B
    2018-12-12 11:39

    In the arena of work life, Marcus says don't bother AT ALL on working on your weaknesses, work on your strengths instead. That's got more bang for the buck. The job of the manager is to capitalize on what their subordinate is uniquely talented at, and to put them to work in their area of strength. This is a bit distinct from (but complementary to) the job of the leader, who instead needs to provide a common and clear direction, and focus and mission for everyone.

  • Nitrorockets
    2018-12-04 10:55

    If you are a manager/supervisor READ this book! Actually if you are a good manager you already have been reading up on leadership and management topics and this book is on your list. (Hint, hint, wink, wink) This book is clearly written, informative, and enjoyable. I think the book aims to motivate readers to act differently. The author provides concrete examples and specific lessons.