We dream of having a clean house - but who dreams of actually doing the cleaning? We don't have to dream about doing the work, because doing the work is always within our grasp; the dream, in this sense, is to attain the goal without the work.
Marcus Buckingham
The best way to find out whether you're on the right path? Stop looking at the path.
Emphasize your strengths on your resume, in your cover letters and in your interviews. It may sound obvious, but you'd be surprised how many people simply list everything they've ever done. Convey your passion and link your strengths to measurable results. Employers and interviewers love concrete data.
Strengths are not activities you're good at, they're activities that strengthen you. A strength is an activity that before you're doing it you look forward to doing it; while you're doing it, time goes by quickly and you can concentrate; after you've done it, it seems to fulfill a need of yours.
Americans just love convening. They are a convention-happy country and they love to get together to talk.
The true genius of a great manager is his or her ability to individualize. A great manager is one who understands how to trip each person's trigger.
It's a special person - and personality - who can lead a start-up to soaring success and sustain that success for the long term. Apple co-founder Steve Jobs and Facebook's Mark Zuckerberg are star examples.
Always work hard. Intensity clarifies. It creates not only momentum, but also the pressure you need to feel either friction, or fulfillment.
Many of us feel stress and get overwhelmed not because we're taking on too much, but because we're taking on too little of what really strengthens us.
Innovation and best practices can be sown throughout an organization - but only when they fall on fertile ground.
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.
People buy pads all the time, because they want to write stuff down. We're never going to get away from paper, ever. People like writing; that's why more people are writing more real thank-you notes now - not just to stand out, but because there's something about pen to paper, about holding something cool in your hands.
Passion isn't something that lives way up in the sky, in abstract dreams and hopes. It lives at ground level, in the specific details of what you're actually doing every day.
CEOs hate variance. It's the enemy. Variance in customer service is bad. Variance in quality is bad. CEOs love processes that are standardized, routinized, predictable. Stamping out variance makes a complex job a bit less complex.
Google and Facebook, each in their own way, have revolutionized the delivery of advertising based on search and social networking, creating a sort of anti-Spam: targeted, relevant ads that a consumer might actually welcome rather than spurn.
Gen Y is really quite distinct from Gen X; it's really self-involved and very narcissistic - their cameras are filled with pictures of themselves; Facebook, it's about me. It's a generation that's been pampered by their parents and their schools, given prizes for just taking part.
Born of the impossibly varied options we have to amuse ourselves, cutting-edge companies are finding innovative ways to tailor our entertainment choices to who we are, relieving us of the burden of finding the diamond in the rough of 500 TV channels or thousands of movies and music albums released every year.
We need to say goodbye to the traditional methodologies of corporate universities.
My career expertise is as a psychometrician - somebody who builds tests to measure personality. Companies would employ me to build interviews to measure the talents of people before they were hired.
Most of my work has been in corporations, studying how you build an organization that helps people to identify and work to their strengths.
Every company wants to know how to find and keep highly talented women in the workplace.
Life's tricky for women because they have to make more choices than men. And yes, choice is good, but boy, you better be an expert choice-maker.
I do still get extremely nervous before speeches. My biggest fear is that I'll be standing there in front of hundreds of people and be incapable of talking. I'm afraid that I'll make a complete fool of myself and be unable to go on.
I think a good business book has one coherent idea that is richly played out.
When you feel as though you can't do something, the simple antidote is action: Begin doing it. Start the process, even if it's just a simple step, and don't stop at the beginning.
Your strongest life is built through a continuous practice of designing moment by moment.
You won't find a CEO who doesn't talk about a 'powerful culture' as a source of competitive advantage. At the same time, you'd be hard-pressed to find a CEO who has much of a clue about the strength of that culture.
The corporate world is appallingly bad at capitalizing on the strengths of its people.
American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
In a war, no matter the outcome of a certain skirmish or battle, the winner is the party whose attitudes, behaviors and preoccupations come to dominate the postwar landscape. By this measure, the outcome of the gender wars, if wars they were, is clear: women won.
Men have the choice to arrange their schedules so they can pick up the kids from school twice a week. And they have the choice not to, and then to feel guilty about this choice.
Though women begin their lives more fulfilled than men, as they age, they gradually become less happy. Men, in contrast, get happier as they get older.
Women have lives that become increasingly empty. They're doing more and feeling less.
It's odd that I'm a big name in America and not known in Britain.
