Marcus Buckingham Quotes

A company is only as good as the people it keeps.

Running businesses of all sizes and stages, I've seen the challenges companies face in trying to identify, attract, and retain talent.

Everybody knows: people, operations, and the HR component of Google is one critical strategic asset that we have.

People really are our most important resource, and people who don't realize that and choose not to live that way, choose not to lead that way, are paying a price for that in many of our companies, many of our organizations.

At Facebook, we try to be a strengths-based organization, which means we try to make jobs fit around people rather than make people fit around jobs. We focus on what people's natural strengths are and spend our management time trying to find ways for them to use those strengths every day.

I start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.

There's a dance happening on both sides of the table. Individuals are giving their personal and career values a lot more weight when it comes to finding a company that aligns with both. At the same time, companies are becoming a lot more transparent about their core values as an organization and the types of people they want to attract.

Employees are your most valuable assets. They are the heart and guts of a company. This doesn't mean that from time to time, you aren't going to do what is good for the company.

You have got to attract the brightest and the best, but the brightest and best won't stay unless they see real career options.

People ask me what's the most important function when you're starting an organization or setting up the kind of culture and values that are going to endure. The discipline I believe so strongly in is H.R., and its the last discipline that gets funded.

I have a foundational belief that business results start with culture and your people.

Really in technology, it's about the people, getting the best people, retaining them, nurturing a creative environment and helping to find a way to innovate.

I hadn't really worked in an office before Shutterstock, so I didn't have the experience of building a culture, nor did I understand how important that is for attracting and retaining the best talent.

Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.

Talent is the No. 1 priority for a CEO. You think it's about vision and strategy, but you have to get the right people first.

About half the people at Valve have run their own companies, so they always have the option not just to take a job at another game company, but to go start their own company. The question you always have to answer is, 'How are we making these people more valuable than they would be elsewhere?'

Your workforce is your most valuable asset. The knowledge and skills they have represent the fuel that drives the engine of business - and you can leverage that knowledge.

The development of our human resources is an area in which we need to do well as it is decisive in determining the success of our diversification programme.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

One simple way to keep organizations from becoming cancerous might be to rotate all jobs on a regular, frequent and mandatory basis, including the leadership positions.

Our industry has invested so much money in technology that perhaps it's time to invest in talent, in people.

Businesses that fail to develop their staff are twice as likely to collapse. Firms seeking to reposition themselves for the economic upturn need to invest in their staff's flexibility, responsiveness and skills.

How do you make your company a good place to work in general? That's a really, really, really large and complex set of skills. A lot of it is on-the-job training, combined with excellent mentorship.

As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science as the products we design and develop.

Someone asked me about what's it like managing 2.2 million associates, and I said, 'When they're Wal-Mart associates, it's not all that hard because of the quality and the depth of our talent.' I'm really proud of the fact that 70% of the managers in the U.S. started as hourly associates with our company.