We need to say goodbye to the traditional methodologies of corporate universities.

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.

The fact remains that we have an obligation to discover what we really, really, really want to do (which is probably what we do best) and then do it even better... much better.

Getting after this terrible, avoidable waste of human potentiality is what gets me out of bed every morning.

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

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.

Leaders are fascinated by future. You are a leader if and only if, you are restless for change, impatient for progress and deeply dissatisfied with status quo. Because in your head, you can see a better future. The friction between 'what is' and 'what could be' burns you, stirs you up, propels you. This is leadership.