Richard V. Allen Quotes

Cove is essentially a collaboration, coordination and communication tool for the administration of organizations and communities, from the Stanford Graduate School of Business Entrepreneurship Club to church groups and schools.

Managing through ambiguity can be difficult for even the most experienced leaders. Defining a clear set of goals for your team demonstrates that there is an end in sight. However, it's crucial during this time to move through the transition in phases.

If we're going to change leadership, we need to do it in a very systematic and organized way.

As part of any new leadership organization, you come in with a team. You come in to assess. You come in to rearrange.

One of the things Mr. Kennedy taught me was that in laying out a new project, you shouldn't try to cope with every little problem.

I think the most important leadership lessons I've learned have to do with understanding the context in which you are leading. Universities are places with enormously distributed authority and many different sorts of constituencies, all of whom have a stake in that institution.

The weakness in the company is if we fail to execute.

Leadership means forming a team and working toward common objectives that are tied to time, metrics, and resources.

I'm actually developing a project so that I can have a lead.

My greatest love in life is to develop projects. I just get a huge kick out of that. I've been doing it since ever I could.

I feel like I've done a pretty good job of scaling because I got some great mentors along the way that helped me realize I just have to build a phenomenal team around me that makes my job a lot easier.

In 1969, we decided we had to do certain things technically to win, and we decided to do them then, even though we knew some of the personnel couldn't do it. In other words, instead of adapting the system to the players, we just installed our system. Then we set out to fill our team through the draft.

I suppose I was always attracted to the producing function - trying to put things together and make things happen.

Americans can take on huge projects. But they need to understand why they should take on a huge project.

Nurturing a project from the ground floor is something I've been wanting to do.

I know firsthand the complexities of leading an enterprise through business and technology transformation. It takes intense focus, a strong drive, and a clearly communicated vision to inspire and take an organization from where they are, to where they need to be - or where they want to go.

Great companies have to manage the cadence of what they do.

You always have years when you go through transition and the side needs to be rebuilt. Or you have changes in terms of managers.

As a director, you realise the bigger picture.

I don't even have a management team. I have people managing my work but there are limitations when it comes to projects.

I am good at conceptualizing and building institutions.

I've run a very successful business, and I think I can also run a very successful team.

The biggest thing as a head coach, you want to make sure you exhaust every option.

I've certainly seen R&D groups, typically funded by large corporations, where they bring together a lot of smart people and nothing happens. And the reason nothing happens is that they don't have a clear goal.

24 hours a day, I'm thinking about what we can do with this artist, what I can do myself over here, and how we can tie it all together.