Marcus Buckingham


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In a world where efficiency and competency rule the workplace, where do personal strengths fit in?

It's a complex question, one that intrigued Cambridge-educated Marcus Buckingham so greatly, he set out to answer it by challenging years of social theory and utilizing his nearly two decades of research experience as a Sr. Researcher at Gallup Organization to break through the preconceptions about achievements and get to the core of what drives success.

The result of his persistence, and arguably the definitive answer to the strengths question can be found in Buckingham's four best-selling books First, Break All the Rules (coauthored with Curt Coffman, Simon & Schuster, 1999); Now, Discover Your Strengths (coauthored with Donald O.
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Average rating: 3.93 · 63,542 ratings · 1,682 reviews · 29 distinct worksSimilar authors
First, Break All the Rules:...

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3.91 avg rating — 33,000 ratings — published 1998 — 43 editions
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Now, Discover Your Strengths

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3.96 avg rating — 21,682 ratings — published 2001 — 38 editions
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Go Put Your Strengths to Wo...

3.94 avg rating — 4,138 ratings — published 2008 — 20 editions
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The One Thing You Need to K...

3.98 avg rating — 2,042 ratings — published 2005 — 17 editions
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StandOut: The Groundbreakin...

3.86 avg rating — 1,209 ratings — published 2011 — 11 editions
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Find Your Strongest Life: W...

3.84 avg rating — 519 ratings — published 2009 — 20 editions
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StandOut 2.0: Assess Your S...

3.80 avg rating — 338 ratings — published 2015 — 3 editions
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The Truth about You: Your S...

3.64 avg rating — 221 ratings — published 2008 — 10 editions
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First, Break all the Rules,...

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4.19 avg rating — 104 ratings — published 2011 — 2 editions
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Trombone Player Wanted (Sho...

4.26 avg rating — 54 ratings
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“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.”
Marcus Buckingham, First, Break All the Rules: What the World's Greatest Managers Do Differently

“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.”
Marcus Buckingham

“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.”
Marcus Buckingham

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