Press/Articles

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Press/Articles

Comments Of Matthew T. Moroun

by Matthew T. Moroun

Detroit Free Press

Tuesday, November 8, 2005 (All day)

Delivered Thursday, November 8 to "Michigan 's Competitiveness: Operating in an Uncertain Economy," a forum sponsored by Wayne State University, the Women's Economic Club and the Free Press.

Thank you to the Wayne State School of Business Administration and the Women’s Economic Club for inviting me here today.

I am honored to be here and to have the opportunity to share my views on one of the more critical topics of our current times. I am also fortunate to have my wife, mother and aunt here and I thank them for their attendance. Especially, my wife who has also brought with her our soon to be third child, as she is expecting.

Good Managers Focus on Employees’ Strengths, Not Weaknesses

by Wharton

Knowledge@Wharton

Wednesday, June 29, 2005 (All day)

Marcus Buckingham knows enough about good management to know he’s not a good manager.

Before launching a career as a management consultant and author of such books as First, Break All The Rules: What the World’s Greatest Managers Do Differently and The One Thing You Need to Know…About Great Managing, Great Leading and Sustained Individual Success, Buckingham served as head of The Gallup Organization’s strengths management practice. He was a manager, and he didn’t much care for it. “I wasn’t terrible, but I had no appetite for it,” said Buckingham, who spoke about management and leadership at the Wharton Leadership Conference on June 9. The conference was sponsored by Wharton’s Center for Leadership and Change Management and Center for Human Resources.

What Leaders Must Provide: Debriefing Marcus Buckingham

by Lauren Keller Johnson

Harvard Management Update

Sunday, May 1, 2005 (All day)

Good leaders have to be passionate, the common wisdom goes. They must excel at public speaking, have brilliant minds for strategy, and possess the common touch with followers. Not true, insists Marcus Buckingham, author of The One Thing You Need to Know…About Great Managing, Great Leading, and Sustained Individual Success (The Free Press, 2005). Leaders don’t necessarily have to demonstrate any of these qualities. Far more important is their ability to provide followers with clarity–about whom they’re serving, what will enable them to be best rivals, how their performance will be measured, and which actions will help them meet their goals.

Business bows to an unlikely oracle: British boy wonder

by Del Jones

USA Today

Friday, March 4, 2005 (All day)

BEVERLY HILLS, Calif. — There’s no way Marcus Buckingham should have climbed to the top of the business guru heap.

He’s 39. Too little mileage to be taken seriously.

He’s British. Americans typically don’t turn to Brits for expertise on business leadership. Brits don’t even listen to Brits on this topic, “preferring to import U.S. optimism,” he says. The best-selling books he has co-authored — First, Break all the Rules and Now, Discover Your Strengths — have sold better in India than in the United Kingdom.

The Clear Leader

by Bill Breen

Fast Company

Tuesday, March 1, 2005 (All day)

Marcus Buckingham spent two decades studying great business leaders. His conclusion: True leaders have a unique ability to make things simple.

Dip into most corporate or business-school curricula on leadership and you’ll find a mind-numbing list of skills that the aspiring leader must master, from motivating to communicating to counseling to managing conflict, and on and on. Corporate America has vastly overcomplicated the role of a leader, says Marcus Buckingham, and that’s a shame, because those disciplines, while important, fail to get to the heart of true leadership.

What Great Managers Do

by Marcus Buckingham

Harvard Business Review

Tuesday, March 1, 2005 (All day)

Great leaders tap into the needs and fears we all share. Great managers, by contrast, perform their magic by discovering, developing, and celebrating what's different about each person who works for them. Here's how they do it.

“The best boss I ever had.” That’s a phrase most of us have said or heard at some point, but what does it mean? What sets the great boss apart from the average boss? The literature is rife with provocative writing about the qualities of managers and leaders and whether the two differ, but little has been said about what happens in the thousands of daily interactions and decisions that allows managers to get the best out of their people and win their devotion. What do great managers actually do?

How to Play to Your Strengths

by Laura Morgan Roberts, Gretchen Spreitzer, Jane Dutton, Robert Quinn, Emily Heaphy, and Brianna Barker

Harvard Business Review

Saturday, January 1, 2005 (All day)

You may have more to gain by developing your gifts and leveraging your natural skills than by trying to repair your weaknesses. Here is a systematic way to discover who you are at your very best.

Most feedback accentuates the negative. During formal employee evaluations, discussions invariably focus on “opportunities for improvement,” even if the overall evaluation is laudatory. Informally, the sting of criticism lasts longer than the balm of praise. Multiple studies have shown that people pay keen attention to negative information. For example, when asked to recall important emotional events, people remember four negative memories for every positive one. No wonder most executives give and receive performance reviews with all the enthusiasm of a child on the way to the dentist.

Is Your Boss a Friend?

by Trina Pineda

Philippine Inquirer

Wednesday, December 29, 2004 (All day)

WHETHER you like it or not, in the world of work, there will always be bosses, supervisors or managers to report to. It is one of the workplace realities. Thus, your relationship with your boss affects the overall work environment and how you feel about your job. It can also be the basis for staying in a job or not. Motivation to work isn’t all about money anymore. People need to be treated well and feel that they are valued by their organization.

Taming the Boss’s Pet

by Ellyn Spragins

Fortune

Monday, November 1, 2004 (All day)

Think you don't play favorites at the office? Your staff might disagree.

Animal Control isn’t a topic I’d normally tackle here, but the situation in offices like yours has gotten out of hand. Yes, your company has been invaded. But the creature annoying your employees and sullying your workplace walks on two legs instead of four. It’s a boss’s pet.

Break All the Rules

by Anne Fisher

Fortune

Monday, September 1, 2003 (All day)

After polling thousands of companies, Gallup created a new approach to managing that has helped it and many others grow.

Has there ever been a success story in which plain dumb luck didn’t play a part? If so, it’s news to us. CEO Jim Clifton is the first to admit that in 1999, when the Gallup Organization began its first serious push into bigtime management consulting, plenty of potential clients were ready for something new. “What you have to understand about consultants and their clients is that these guys are like a school of 1,000 tuna,” he says. “They swim together, and they all go after the same thing at the same time.” Total Quality Management, reengineering, Six Sigma, the dot-com (ahem) revolution–as one management fad has followed another, many businesses are still stumbling along hoping to find the one that will finally unlock the secrets of profit growth. Mergers and acquisitions by and large don’t do it. Neither does fancy accounting, or not for long (just ask Enron). And relentless waves of cost cutting, that perennial staple, often lead nowhere but to, well, stripped-down companies (seen AT&T lately?).