YouSaid · the spoken record

Marcus Buckingham

lines on the record: 126
first: 2022-05-05
most recent: 2022-05-05
sittings or episodes: 1
sources: podcast

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“And work was like, hey, if you want, this is kind of when I was sitting there trying to fill the pages and thinking, why are you writing this? On one level, I mean, on one level, I was thinking my kids. I want my kids to be happy in life and have joy in what they do, and yet most people don't. And I wanted to have something that could go, read this, you know. But on another level, I wanted to write to CEOs like you and me and go, listen, if you want collaboration, if you want innovation, if you want creativity, if you want really authentic customer focus, you can't get it without love. So if you feel abashed talking about love, then shut up talking about these other things. You won't get them. Loveless excellence is oxymoronic. And that's not just a phrase. It's like you look at what people look like on love at work. And they're amazing. So if we took it seriously.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“he called it flow okay when you get into that flow state even if it's just 20 of your time if you look at someone's brain when they're in the moment in the zone in their element whatever your phrase is they have the same chemical cocktail in their brain as you do when you're in love with someone so vasipressin oxytocin norepinephrine with the addition of this weird cocktail called anandamide which is brings feelings of wonder and awe but your brain on love looks at work looks a lot like your brain on love with another person and when you're doing something that you love you are more measurably you perform cognitive tasks better your memory's better you're more accurate in measuring or identifying the emotions of others you're just better so love”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“What you love to do, and you never have to work it out in your life again. Is there any data to support that at all? No, none. Let's stop saying that and let's rehabilitate with science the word love. Measurably, when you study highly successful people, they find love in what they do. They don't love all that they do, but they find love in what they do. They find activities or moments or situations every day that they love. How many? 100%, 50%, 20%'s a really good threshold. Male clinic research shows doctors and nurses who are not burned out have at least 20% of their activities be things that they love. Take a bunch of emergency room nurses. They love different things, but 20%, you get below 20% 19, 18, 17. It's like you start getting really dangerously psychologically damaged, even if it's 21% though, 27%, 50%, it doesn't seem as though you get necessarily a massive uplift in resilience. It's not like you need to level you do. 20%'s a threshold. Like, get above that. And every day feels different. Every day feels different. And then, of course, if we dive into the brain.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Housekeeper going, I lie on the bed and turn on the ceiling fan. And back then going, why? Because that's the first thing a guest does after a long day out in the theme parks. And I like looking at the room through the lens of the guest. You're like, whoa, I love looking at the room. That's why I sit on the toilet or I lie in the bath. Even though there's rules in the job description, say, do not lie, you know, in the bath or I'll sit on the toilet. You're like, whoa. So when you look at really, really good people in any job, they find love in the activities themselves. Interestingly though, they don't love all they do. The whole cliche about find what you love and you'll never have to do a day's work in your life again. And I'm a bit of a data nerd. So you look around and you go, is that true? And you study the most successful people. My first master's thesis actually at school was the social and psychological issues of entrepreneurship. Even the best entrepreneurs don't love all they do. And so you go, okay, fine.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Well, I did it as a. Two reasons. One, the juxtaposition is always interesting like war and peace, like love and work. You just don't hear them said that way. So part of it was like it just gets your attention. And the other part of it from a research standpoint, if you interview people that are really, really good at what they do. And that's really been my entire career. I mean, I was talking to you before about study group contrast. For 25 years, that's all I've been doing. You take 100 great nurses, 100 great teachers, 100 great housekeepers, 100 great lawyers. And you're just asking open and get-ended questions. You're shutting up. You're tape recording the whole thing, transcribing it, and going, hmm, what's there? And when you do that, the best people in any job, they don't all love the same things. But there's love in what they do. There's vanishing into the activity. The activity isn't something they're doing. It's something they're being. Whether it's cleaning a room and vacuuming themselves out so they can see the lines and they get kick out of the lines, whether it's enough.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“I can't then go, No, you didn't think that because you went, no, I was lost, man. Well, you shouldn't have been lost because I was being really clear. And you go, but I was lost. Well, that's a reaction. And people do want a reaction. There's no question. That's why once a week the managers, really, that's what that is, is that once a week check-in is like just frequent attention. They don't want feedback because they're not you and they don't want to be you. And I know for me as an entrepreneur, that was the hardest thing to learn was like, step back. They'll show you who you are, who they are. And then you can help kind of arrange a world in which they get to express and express and express”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“It's like an anvil on your head. Your brain leaves the room, and all you're thinking about is how do I survive this darn thing with Marcus? Because it's going to turn out to be. Marcus didn't tell me something that he's got the truth about me that I don't have. And then he's going to tell me a bunch of things and I'm going to have to do this as he tells me a bunch of tactics and stuff that don't feel like me. And you're just trying to think, how do I survive this conversation? Here, let me give you some feedback. It's like, so yeah, I'm on a bit of a campaign going. That is so arrogant. Feedback is arrogance. What people want is attention, which could be your reaction. So if you said to me, Marcus, you know, halfway through that whole session that we did, I thought you got a bit off track.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, people don't want feedback. People want attention. That's different. If you give people no attention, they'll shut down. I mean, loneliness is a killer. So that's true. But people don't want feedback. I mean, imagine when somebody says to you, hey, sit down. You want to have a conversation? I want to give you some feedback.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“And now you're telling them how to be and how to be is how to be more like you. And so as we talk about in the book a lot, it's like, give people your reaction. You own that. Don't give people feedback. And if you're on the receiving end of feedback, shut it out because no one knows you like you know you.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“No, you sell when the person believes you and the prospect believes you and everyone has a different source of belief. What's yours? Some people sell through competence. Some people sell through relationships. Some people sell through impatience. Some people sell through being silent. It's like everybody's source of belief and trust is totally different. Yes, tell people your reaction as a manager. If somebody comes in late, you can say, look, when you come in late, it makes me think you don't care. The person can't then say, well, you shouldn't feel that because you go, no, I do feel that. I feel like you don't care. When or in that meeting, when you interrupted your colleague, I felt like you weren't listening because I felt that felt weird to me. You shut her down. That's what it felt like to me. That's a reaction. When you then tell the person what to do differently, tell the person how to change their behavior. That's feedback. And you've basically just crossed the feedback.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Think what I really need to do in which a person can express the best of themselves rather than me assuming that learning for that person is just information transfer and dumping it into their blank slate. Like that's not at some point as an entrepreneur, you learn what basically brain scientists have learned for a really long time. Learning is insight. All learning is insight. It comes from within the person. And so all you can do is a team leader or manager is create conditions within which a person can interact with the world, a client, a prospect, a thing they're making, and then go, oh, ah, ooh, ah, oh, okay, ah. And then the person has the learning. You're not telling them how to be. When the moment you tell them how to be is the moment you're assuming that they are wired like you are. So trying to tell a person how to sell.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Moves with me, which means that basically all ratings reflect the return, not the rati, even though we end up paying or firing or promoting the rati as though the ratings reflect the rate, but they don't reflect the rator. We've known this about this in psychometrics for years. And yet in businesses today, still most people are rated by their manager. But the other thing is in terms of learning, when I give you feedback and I go, do it my way, even with the best of intentions, most feedback basically ends up meaning you would be better if only you were more like me. A realization at some point, isn't there, as an entrepreneur where you go?”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“In terms of me telling you, this is what your performance is, and this is how you should do it better. That's feedback. Well, you read a lot, right? You'll see a lot of tools, articles, books even on how you should learn how to give and receive feedback. How you grow. Somebody tells you, because you have blind spots are the people, they know the truth about you. So they're going to tell you who you are because you can't see it. That's called feedback. But of course what that means is that the person the manager is assuming A, that I do own the truth about you, which they don't. We have observer bias like crazy. And I don't mean race, gender, age bias. I just mean idiosyncrasy. In fact, psychometrics, it's called the idiosyncratic rater effect, which means I have a unique pattern of rating that I'm unaware of. And that when I'm rating you and I'm rating this person over here and this person, my ratings should move because I'm looking at different people. They don't. My pattern of rating.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Yes, some of us get into management because we want more control. And then you're like, surprise, you now have to manage by remote control. Like, you're sitting here, people are doing stuff, and you're not there. You're here. It's like, ah. But that's why we talk a lot these days about feedback. And of course, the opposite of feedback on some level is ignoring people. And people don't want to be ignored. There's no question. If you wanted to destroy your team, just ignore them. But feedback's actually pernicious. The best managers don't give feedback. By which I mean feedback meaning you doing this wrong, let me tell you how to do it right. I don't mean feedback as in you got that fact wrong”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Right. Oh, he's an A player. Have you seen his spreadshe So that's that notion of like, I'm not trying to fix you. I'm trying to see you and then find roles in which you can express you as woo-woo as that sounds. You and I have both built businesses. We know it's like, no, that's not woo-woo at all. That's a good night's sleep. That's what that is when you've got a person and a team that you go, ooh, that's a thing of beauty.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“That's why I always hate the stuff where people go, well, they're an A player. It's like, stop categorizing people. A players depend upon which flipping role you put them in. I could take your A player. I'll make him a D. So there's no A players. There's just people who really fit their role and get real joy from it and have mastery in it, et cetera, et cetera. And then there's people that don't. I bet you've been a B minus in something. Right? Me too”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“I mean, there's more to it than that, of course. But in terms of how best managers do with poor performers, frequency, ask questions and shut up, and then stop trying to rewire people's brains. Most of high performance is the function of talent role fit. And when you get low performance, it's because the person's not a bad person. It's because they misfit. And I bet you've seen that with your people. You've had a thousand. So you moved, I bet you moved some people sometimes, not always, but you go from a C minus, so frustrating. And then you tweak the job even just a little. And you're like, And they're extraordinary.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“I love you, and you're fired, and I still love you because this job, I put you in it, maybe. It's wrong for you. I can see it, you can see it, we can all see it. So let's move you out quickly because this job is we're not going to rewire your brain so that you get to be somebody else. You're you, and this job doesn't fit you. And it's my job, again, another great question. This is a closed-ended one, but ask great managers, would you give people what they want? Then you just shut up, and they go with the second one. You get people what's right for them, even if occasionally isn't what they want. So”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Putting together little strategies to help the person in this case show up, and they don't, then the instinctive inside the best managers seem to have and the best coaches is that your job isn't trying to put in what God left out. Your job is to try to draw out what God left in. Your job as a manager is not to make someone. Your job as a manager is not to perfect someone. Your job is to go, who the heck are you? And then can I find work or indeed a work context in which you can express you? And if I've consistently seen underperformance from you, it's not because you're a bad human. It's because for some reason I've put you in the wrong role, in which case my caring doesn't stop. My loving doesn't stop. I just practice sometimes tough love, and I'll come in and I'll say to you quickly.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“I do anything else. I would say why coming in late? Is it a bus issue? Did you miss the, you got something with your kid? Is it a drop-off time? Shall I change your start time to 9.30 so you can get your kid? Why? If you start by assuming this is a real human, you start by assuming this person's not trying to get one over on you, which is kind of an interesting mindset. It's like the best manager startless McGregor called it theory X. You start by assuming that people want to do good work. And so if someone's underperforming, you start by assuming there's something going on that I don't know. And so that's the beginning. And then because you're doing it every week, it's like the person's not going, wait, wait, that was three months ago. I fixed that now. No, no. This is last Tuesday and Wednesday. Remember 15 minutes late. Oh, well, now the person may come up with an excuse, but the first thing you do is you ask a question, you shut up, you let the person define their own reality. Of course, if you're doing that every week and you're...”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“From a bad manager, by the way, is you put this question to them you've got someone who comes into work consistently late. What would you do? So you take a study group, take a contrast group, 100 great managers, 100 average ones, and you just throw that question out. You've got someone who comes into work consistently late. What would you do? Again, think of a million different answers to that question. These folks here, they all stay The good ones We call it the study grip. When you're doing a concurrent validity study, you take 100 great ones measurably and then 100 average. I won't get into how you measure it, but it's like that's how you do it. And anyway, these ones here, they're top of mind response, unprompted, is I would ask why.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Of the year. I mean, we're in the middle right now of all sorts of global conflict. We didn't know that three weeks ago. So we also know from data, by the way, people don't go back in and check their goals. So less than 4% of people, once they set a goal at the beginning of the year, maybe there's a software program that records it or whatever, they don't go back in and check it. But we all know it changes so dramatically even in the next couple of weeks. So the first thing the best managers are frequently going, how was last week? How was next week? It's really this sort of that rhythm. It's that 52 little sprints like that. And of course, that means if you've got an underperformer, you are hitting it really early. You don't wait until December and go, you have had a bad year. You're a two, right? You're hitting it every week. And because you're hitting it every week, you've got an opportunity much earlier to start saying two things. The first is, and this is so, it sounds so obvious, but one of the questions that separates a good management.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“So, the first thing that we've got to remember about all managers, and again, we don't hear this much discussed either, is why do we all hate the performance review? Why do we all hate the annual performance review? Many reasons, because when I go through it and somebody says you're a four, I go, well, I'm not a number. So there's that part of it. But also it's too infrequent, right? Once a year. So you go in going, I've got to tell this person everything I'm worried about, anxious about, thinking about, because I'm not going to talk to them again for a year. It's too infrequent. The best managers know that the world moves quickly. There's 52 little sprints. That's a year, 52 little sprints. So the best managers are checking in with each of their people, really light touch, like 10 minutes, 15 minutes, but every week, one-on-one, every week, one-on-one. Really simple questions. Like, would you love last week and loath? What are your approaches this week? How can I help? But like that, every week.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“We've got policies and we've got goal setting and we've got software that enables cascaded goals to hit people. And you go, yeah, I know. We've gotten a new sofa for the whole lot too. So they should have the, and you're like, I don't know, but there's huge variation inside that room. And you, in terms of your experience, had that, you know, every single place you looked, you found variation. You don't, it's funny, you don't really read that much about it.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Going to a company and you can ask a question like, I trust my team leader, or do I know what's expected of me at work? And you've got two teams in the same room and you'll have one team where 90% of people strongly agree that I know what's expected of me. And doing the same job right next door where less than 40% do. And I remember when I was like really young in my career, I'd walk back into a company and the CEO would go because we did these surveys and they would go, what's our culture like? And I would go. Well, this team, everyone knows what's expected of them. And then right next door is a team that doesn't has no idea what they're doing. And the CEO will be like, what?”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“And they're called Therianthropes. Who knows why? But anthropologists call half man, half animal therianthropes. And what it looks as though has happened is the artist has looked across the The cave across the fire and going, ooh, she's super wily like a crocodile and he's really strong. So he's brave. And this, and she's represented a team of differently talented people. So what's super cool about it, I think, and I could just be geeking out on it, but the oldest human expression of us with each other is a manifestation of how different we are from one another in the cave and how acutely astute that person must have been despotted and then went, hey, what happens if we all came together and then we could do together what we can't do alone? And then everyone went, all right, we'll try that. And then it worked, and then they memorialized it on a cave. And that's called a team. And then fast forward 50,000 years, we go to schools and hospitals and we build places with no teams or call centers or manufacturing facilities. And just like, you've run a business. What you just said, by the way, data backs us up a thousand percent too.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Conservatively, it's 44,000 years old. And it's a painting, not of a hand, not of a foot or a face even. It's a painting of a bunch of little human figures, some carrying spears, some carrying rope, and then very clearly the local fauna, so an a noa, a deer, a wild cat. And clearly this group of people is trying to get together to capture or kill these animals. And what's cool about it is that the artist and they think most artists, cave artists was done by women, so they think it was women, has drawn each human figure with an animal characteristic. So one of them has the face of a lion, one of them has a tail of a crocodile, one of them has a trunk of an elephant.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“That doesn't mean that there aren't some benefits to your point. They do actually like the flexibility, but the only places where it really works is where the company, and there's a few companies that do this, actually, because of the labor laws or whatever, you stay in a freelance role, but actually you're brought into the team. You're treated like a member of the team. Look, in 2017, I wrote about this too because I was just fascinated by the fact that the oldest human art we've ever found. Like in 2017, this guy in the little island of Silawesi in Indonesia, he's climbing up in a limestone cave, and he's looking for a handprint because that's the oldest art we've ever found is like a red hand print in Ochre or something. He's looking to see if he can find it. And he comes, climbs in, takes his iPhone, and he's got a 15-foot mural on the wall. And the mural turns out to be 50,000 years old. So it's the oldest human art we've ever found, or maybe sorry, 44,000 years, but they think it's actually.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“You're absolutely right, the data would back you up a thousand percent. We've just finished, we did a 25,000-person 25 country study two years ago. Just came out of the field three days ago with a 27,000-person study, 27 countries, the least engaged. Really? Least resilient professions are people who are alone, who are working as exactly as you said.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Like, wherever you see no teams, you get no trust in team leader and no link between you and your work, you and your role, you and your role. It's like teams are this magic technology that we discovered 50,000 years ago when we tried to bring down big game.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“With nurses, we've built a system where they don't get those two things, those two needs met. No one's interested in who they are and what they bring. And no one has enough time to pay attention to how they're feeling, what they're into, what they're not into, who could they come with. All of that stuff that humans need, that particular profession doesn't get. And that's the reason why in all of our studies, I run the ADP Research Institute now, which is a big global institute, It's the least resilient profession of all. Even pre-pandemic it was. Funnily enough, the second most burned out is teachers. So the two most burned out, least resilient professions have the clearest why, the clearest sense of purpose. But the reality of the work, the day-to-day reality of the work, is super disengaging. There's no teams in schools.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“So, if you're a nurse, 60 of you, one nurse supervisor, that poor nurse supervisor can't do those two things I just mentioned. He or she can't get to know you in terms of where your strengths and passions lie. And then they can't put you on a team to help you be collaborative with others so that together you can reinforce and support one another in those areas where you don't have strength or love or whatever. Humans have been working in teams for 50,000 years. And if you go to hospitals, there are no teams because the structure is set up to make it impossible. And then we wonder, we go out and we clap, but it's all a bit, it's like, hey, rather than dragging people out of the river who are drowning, why don't we go upstream and see why we're pushing them in in the first place?”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Fit the work that I'm doing a lot of, and then do I really trust that my team leader is out to make me bigger, better is interested in that. When those two things, I'm not saying there are other things, recognition is important, mission. You're going to talk to Simon while you're here. The why is important. But the why doesn't compensate for the what. If what you're doing on that team doesn't fit you, it's like nurses. You know, why we have such burned out nurses in the NHS and over here too. Their why couldn't be stronger. Of course, their why is so vivid and yet they're burning out. They have higher levels of PTSD than veterans that return from war zones. It's like we're crushing our nurses. Why? Well, one many reasons, but one reason is the span of control. One nurse supervisor to 60 nurses, which is the average over here. I don't know exactly what the average is in the NHS, but it's really big. There's no teams in hospitals. Hospitals aren't built around teams. They're built around vertical areas of expertise.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“You go inside of Home Depot, or you go inside of Mark Suspenses, or you go inside of Goldman Sachs, or you go inside of Tesla, you go inside of Disney. Oh, well, Disney's got this culture. Tesla's got that culture. All of that is rubbish. You go inside a company, let's just take Tesla, and you start measuring, what's it like to work here? What you get is range. What's it like to work at Tesla depends massively on what bloody team you're on? And if you are working on a team down here that's disengaged, your manager doesn't care about you're not trusted. That's Tesla. And when you leave, you're leaving that. Now, this team over here is a super engaged ship. Same business card, Tesla, Tesla. But I don't know. I don't know what you read, but you read the business press. It sure looks as though companies have one culture. Rubbish. They have as many cultures as they do teams. They have one stock price. But that's a totally different ballgame. So in terms of what drives engagement on this team, does someone really think about how I can?”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Moves companies. So those two things of everything. I'm not saying that pay is nothing or benefits are nothing. People like those things, but if you want to see where people give that discretionary effort, if you want to see where certain teams soar and you go, why? Why is that team crushing it and this team struggling? Which, by the way, you go inside companies, you start measuring anything, lost workdays, productivity, sales, profitability, and what you find, and no one talks about this”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“In terms of all the discoveries around engagement, it's your manager stupid. It's like if you don't trust your manager, if your manager doesn't know you, if your manager doesn't pay attention to you, then your whole company becomes the manager. And you can actually walk around your neighborhood going, you know what? It's a pretty good company. But I freaking hate her. And if you freaking hate her, you leave. I left the company's great. Now, you can flip that around too. You can go, the company's terrible. The pay is bad and the benefits package isn't really what it's cracked up. But my manager, Steve, I mean, I would follow him anywhere, which, by the way, sometimes happens when...”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Teams are everything. Teams are everything because they make homes for unique individuals. And you can start going, ah, you're all weird, but you do this and you do this and you do this and you do this. And lo and behold, the team's well-rounded precisely because each person on it isn't well-rounded. And then the team leader, of course, can be really creative about, well, which bit of it do you love? And can we get you to do a bit more of that? And then you can lean into this person who weirdly loves balancing the books, but you hate it. Well, that's interesting. They love Excel. You love PowerPoint. Okay, well, that's it. That's a team. And so that's all about person work fit. So that's a huge one. And then, of course, the second one, in terms of”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“There's something about person work fit. Person work fit. This job has some big bits of it. That fit me. Now, who me is, is variable, of course, but is this job in any way an alien job to me or is that actually part of me when you have that in any job we were talking before about the first job I ever studied was housekeepers where we think housekeepers stupid job I mean I bet they all just want to get out of it as quickly as they can but you study the world's best housekeepers and you're like oh my word there are some people that love certain aspects of that role any role done at excellence has got a lot of love in it and every role done averagely is loveless if you have loveless work you're a worse worker we now know all sorts of biochemical reasons why that's so but it just kept showing up in survey after survey after survey work you fit however you want to talk about that is huge which is why of course i'm sure when you built your company you realize this”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“The two biggest things from all of this research, and it sort of goes full circle from first break all the rules, which was the first book I wrote, which is based upon Gallup research in way back when, but it comes all the way full circle, Steve, to this book, which is all about love. When you push and push and push on your question, what you bump into is an item, a survey item. That just keeps showing up in people that are more likely to stay with you, more likely to be productive, more likely to have fewer lost work days, less likely to sue, frankly, if they have an accident on the job, like all sorts of really good, predictive real-world outcomes, are more likely to happen when someone says, firstly, I have a chance to use my strengths every day. I love what I do and I'm good at it.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“And it's so revealing. We just mostly in conversation, we just talk at each other. Well, I did this. Well, I did. Oh, you didn't fall asleep last night? I didn't fall asleep lovers either. You missed your plane? I've missed my plane.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“It's so revealing. Even a question like, what did you enjoy most about your previous work? What a great question that is. And again, people will say, well, what do you mean with previous work? Do you mean this job? You'll go, hey. What did you enjoy most about your previous work? Just talk to me about it. Well, I think it's fascinating and it's predictive. Like you can start to predict what people are going to do if you can hear what they have repeatedly done. People say past behavior is the best predictor of future behavior. No, it isn't. Repeated past behavior is the best predictor of repeated future behavior. So if you want to know repeated past behavior, you ask an open-ended question and then you shut up. And top of mind is what the person repeatedly does or thinks or feels”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“It's like a bang. And you're like, oh, don't doubt me. So the listen for there is like very specific, by the way, when you ask great teachers that question and average teachers that question, they say completely the opposite. They say the best teachers go, I love that. Because to them, and not all teachers, because there's a whole bunch of teachers who don't say that, but you look at great teachers. They go, no, the doubters are students. I want the student to be doubting. That's learning. And so you've got asked that for the great nurses, average nurses, the question doesn't work anymore because who doubts a nurse? With all these things, I'm sure you found with your business, you can ask one question and then you're really just trying to pin your ears back. Shut the heck up and let the person ramble.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“Look, don't buy from me, that's all right. Disagree with me, that's all right. Don't doubt me. We called, we did call it this, a negative emotional reaction because when you're a salesperson, you're like, listen, I respect the fact that you can choose what product or service you might want to go with. Don't doubt me. It's like when people say we're salespeople, well, you shouldn't take rejection personally. The best salespeople are like, are you kidding? What I'm selling I'm me. So in this case, when you put the word doubt in there, it's like”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“How do you feel? Open ended? How do you feel when someone doubts what you have to say? Imagine all the possible answers to that question. And what you find is highly successful people get 100 of them, less successful salespeople, get 100 of them. These people, in answer to that question, how do you feel when someone asks what you have to say? They all say it pisses me off.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“To knock it back. And then if you ask a question like that and the person spontaneously goes, if the other person keeps talking, then you actually code that. You can score it, go back to your question about how do you score it? You can score that. You didn't tell them what to say. You asked an open-ended question and you knew what you were listening for. And so you can code it in this case a plus. And everything else isn't a bad answer. It's just a non-predictive answer of that particular trait. There's a whole bunch. I mean, if you wanted to select really good salespeople Here's a great question. How do you feel when someone doubts what you have to say?”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“It down so they can get the right answer. So, you have to learn a paraphrase like, well, I know what I mean by that, but I'm interested in what you mean by that.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“But anyway, in terms of building instrument, once you've got, oh, wow. Most empathetic people say the same thing to that question. How do you know if you're doing a good job of listening when the other person keeps talking? Well, then that becomes a listen for. And then whenever you're trying to measure empathy, you throw that question out, you shut up, you let the person talk, and then if you hear it unprompted, off the top of their head, if they just say, unprompted by you, no cues from you, no biases from you, no nudging because I like the look of you when you walked in, you just shut up. Even when the person says, well, what do you mean by that? And by the way, this is one of the tricks of interviewing. You have to learn your parry phrases. A paraphrase is like when somebody, because everyone wants to try to narrow you down, I'm sure in Dragon's Day and you've seen this, like people try to narrow you down towards getting to the place where you say yes. And so when somebody says, you know, how'd you know if you're doing a good job of listening? The interviewee tends to say, well, what do you mean by that? You mean at home or at work? Do you mean if I know them really well? If I don't. And the tendency, because that's just what humans do, is to go, oh, work. When someone you don't know work and you narrow.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“That's interesting because that means the empathetic person instinctively knows that the job of a listener is not to understand what the person's saying, interestingly. The job of a listener is to be, however they do it in such a way that you keep talking the outcome of listening is the other person sharing. What you realize in most interviews, frankly, first of all, that the interview split of time is 60-40 the wrong way. The interviewer talks for 60% of the time and the interviewee talks for 40. So we've got a big imbalance and by the way, the intervieweer rates the person more highly in a job interview when the interviewer talks most. There's a very strong? Yeah, totally. I've talked to you, I rate, maybe you didn't when you were building your company, but across the board when you study this, there's a positive correlation between a man of time the interviewer talks and the rating of the interviewee.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“A pattern of responses that the most empathetic people all seem to share, even though they don't know one another. The listen for if you imagine all the possible answers to that question, how do you know if you're doing a good job of listening? You could imagine somebody saying, well, if I can repeat back to the person what they said, or if I just nod or all sorts of, if I mirror their embody language, turns out that most empathetic people all say the same thing. They don't say it in exactly the same way, but they say exactly the same thing. They all say, I know I'm doing a good job of listening when the other person keeps talking.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT
“How do you know if you're doing a good job of listening? So you take your study group of highly empathetic people, your contrast group of less, and you experiment with a whole bunch of questions. One of them is that one. What it turns out, by the way, that one does have a listen for, a really good listen for. Absolutely.”
2022-05-05 · The Diary of a CEO · How To Find Ultimate Fulfilment At Work: Marcus Buckingham · IDENTIFIED FROM THE TRANSCRIPT