In The One Thing You Need to Know, Buckingham gives the readers an invaluable course in outstanding achievement—a guide to capturing the essence of the three areas fundamental to professional activity. Great management, great leading, and career success—he draws on a wealth of examples to reveal the single controlling insight that lies at the heart of each. Lose sight of this “one thing” and even your best efforts will be diminished or compromised.
"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.” — Toronto Public Library
"In his latest book, The One Thing You Need to Know: About Great Managing, Great Leading and Sustained Individual Success, [Buckingham] dispenses some pretty revolutionary advice: find out what you don’t like doing and stop doing it. It sounds simple enough.” — Focus Events, Inc.
"The One Thing You Need to Know does not disappoint in providing yet another layer on his well-proven principles—building people and organizations around their natural (God-given) talents and strengths, while wrapping the concepts of all three books into this third culminating work.” — XPastor.org
A bold new approach to performance by one of the top coaches in the country. In trying to improve-on the playing field, in the office, or even at home-most people seek out new information to get to the next level. They read a book, attend a class, or hire an
There are so many apparently intelligent people chasing success in the most foolhardy manner. They are manic, hyper and busy to the point of distraction. They might have gotten A’s for effort, but not for intelligence. We live in a “Success Culture”. Many people pursue success as a primary goal in
Do More Great Work gets to the heart of the problem: Even the best performers are spending less than a fraction of their time doing Great Work —the kind of innovative work that pushes us forward, stretches our creativity, and truly satisfies us. Michael Bungay Stanier, Canadian Coach of the Year in 2006,
Although personal traits are important in making successful leaders, it is the know-how that separates those who build long-term values from those who hit short-term targets. Personal characteristics do not guarantee sound judgment or realistic vision, and their values are greatly diminished without the know-hows that could be learned and developed
We need to build a rising generation of leaders who aren’t afraid to tackle the world’s toughest challenges. We need leaders who know how to mobilize a diverse set of experts and use all the intelligence and human capability inside our organizations. Rookie smarts isn’t an age or experience level, it
Every human being needs to undergo an intellectual journey that will span the remaining course of their life and help them develop their emotional and character integrity. The idea here is to combine personal change with organizational change. A leader can attain a positive, organizational change only after they engage in
What's the secret to having an engaged and productive team? It's having a plan for developing all employees--no matter where they are on their personal learning curves. Better morale and higher performance happen through learning, argues Whitney Johnson. In over twenty years of coaching, investing, and consulting, Johnson has seen that
Everyone is fascinated by leadership. An organization may possess great products, great processes, great customers, and great employees, but apparently without great leaders their future is bleak.
Leadership is the secret sauce that, when ladled liberally over the whole organization, will lead to innovation, initiative, "entrepreneurship," and creativity.
When you hire someone, you are hiring a human being blessed with certain predictable patterns of emotion, learning, memory, and behavior. If these patterns are not to your liking, you are going to have to expend tremendous effort to eradicate them and forge entirely new ones. Since this effort would be more usefully deployed elsewhere, it will serve you well to take extreme care when inviting a new person onto your team.
Strengths and weakness, triggers, and unique style of learning—these are the three things you must know about a person in order to manage him effectively.
The great manager spends a good deal of time outside his office, walking around, watching each person's reactions, listening, and taking mental notes about what each person is drawn to and what each person struggles with.
Your strengths—your love of problem solving, your intuition, your assertiveness, your altruism, your analytical mind—are your natural appetites, and are, in this sense, irrepressible.
Your strengths are not only activities for which you have some natural talent; they are also activities that strengthen you. When using them, you feel powerful, authentic, confident, and, in the best sense, challenged. As such, they are self-reinforcing. Left to their own devices, they will, they must, be expressed.
To sustain success in life, you must recognize these weaknesses for what they are and ruthlessly eradicate them from your life. In this sense, success is less about accumulating and more about editing. The metaphor here is not building, but sculpting, in that sustained success is caused not by what you add on, but by what you have the discipline to cut away.
Sustained success depends on your ability to reflect on events such as these, to use them, to identify those things that weaken you, and, then, as efficiently as possible, to cut these out of your life.
Freed from the friction of these things that weaken you, you will then be able to unleash fully the power of your strengths.
To excel as a manager you must never forget that each of your direct reports is unique and that your chief responsibility is not to eradicate this uniqueness, but rather to arrange roles, responsibilities, and expectations so that you can capitalize upon it.
It's the stage where we engage with the real world, where we figure out how to use our strengths to make a tangible contribution, where we deal with people who don't agree on what our strengths are, or who don't care, or who do care, but want us to focus them
Guided by the belief that good is the opposite of bad, mankind has for centuries pursued its fixation with fault and failing. Doctors have studied disease in order to learn about health. Psychologists have investigated sadness in order to learn about joy. Therapists have looked into the causes of divorce in
We will show you how to indentify your strengths and weaknesses, how to capitalize on your personal strengths, how to pick the right roles that play to these strengths, how to amplify and invigorate them and make a real impression, and how to mold your job to your personality so that
StandOut, the revolutionary new book and online assessment tool from Marcus Buckingham, is the result of extensive research, statistical testing, and analysis of the world's top performers. From the coauthor of Now, Discover Your Strengths and the recognized leader of the strengths movement, StandOut unveils your top two Strength Roles and offers sharp, practical
This New York Times bestseller (and the international bestseller) list for 93 weeks. Time Magazine listed the book as one of The 25 Most Influential Business Management Books. Based on in-depth interviews with more than 80,000 managers at all levels (and in companies of all sizes), the Gallup Organization’s Buckingham and