Carly Fiorina Quotes

When you're an engineer, you want to analyze things a lot. But if you believe that the most important data points are people, then you have to make conclusions in relatively short order. Because you want to push the people who are doing great. And you want to either develop the people who are not or, in a worst case, they need to be somewhere else.

Successful companies hire people.

I have a good eye for talent, and my talent performs the best.

Often, what I tell a new CEO asking for advice, or one of my own new leaders, is the two most important decisions that your team is going to watch is the first person you hire and the first person you promote - because you are saying that's the type of person I want.

But the art of management has not changed. The art of it is still 80 to 90 per cent man-management. It is just a matter of getting the best out of what you have got.

One of the main tasks of a manager is psychology.

A company is only as good as the people it keeps.

I fire very little because I try to be very careful when I select people. If you know how to select, you don't fire often.

The way you manage your company and the way you manage your people has to be totally different.

Really in technology, it's about the people, getting the best people, retaining them, nurturing a creative environment and helping to find a way to innovate.

The skilful employer of men will employ the wise man, the brave man, the covetous man, and the stupid man.

What is Oracle? It's people. We rely on our HR department to build this organization, to help find those people, to help grow those people.

The way you delegate is that first you have to hire people that you really have confidence in. You won't truly let those people feel a sense of autonomy if you don't have confidence in them.

Inventories can be managed, but people must be led.

The toughest thing about managing is knowing your personnel and what it can give you under all conditions.

Few people would doubt that Mark Zuckerberg would build a great product. But I, at least, would never have expected him to become so great at hiring, motivating, managing, and ultimately getting whatever it is his company needs from people.

A manager's job is simple. For one hundred sixty-two games you try not to screw up all that smart stuff your organization did last December.

I just put people together. I just identified jobs that have to be filled. And then I have to go out and find the right people and make sure they talk to each other. So I'm the beneficiary of good things that other people do. I get credit for that. If they don't do a good job, I get the blame for it.

Selecting a strong team without giving the new captain appropriate time isn't possible.

I have the best agents in the world.

You can fire your revenues by firing your people.

The need for strong partners and employees persists throughout the life of a company, but it is especially important in the beginning.

I've said many times that people are policy. And to be truly successful in any big organization you need to put people into jobs where they have relevant experience, relevant subject-matter expertise and the capacity to actually perform.

When you're a leader and a manager, you have to make decisions which are right for your group to achieve the primary objective. Sometimes those decisions will be criticised.

I had the best teacher there can be in man management or managing a football club.