Managers are, and should be, totally responsible for recognizing individual strengths (both natural talents and skills), getting those strengths in proper alignment (i.e. in the right "seats"), and then leveraging them.

It's odd that I'm a big name in America and not known in Britain.

There are "four keys" to becoming an excellent manager: finding the right fit for employees, focusing on strengths of employees, defining the right results, and hiring for talent - not just knowledge and skills.

The time you spend with your best (employees) is, quite simply, your most productive time.

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.

What do we know to be important but are unable to measure?

You will learn and grow the least in your areas of weakness.