Ludwig von Mises Quotes

Bureaucracies tend to grow and to brag about their growth based on how many individuals they have and how much money they spend.

[Describing her role:] It's like running a big corporation and a little country at the same time.

I love spreadsheets. I do all the finances. I pay the publicists. I have to compartmentalize the creative and the business, so there are sacrifices. But ultimately, I get to be the CEO of my own business.

To try and stand outside the marriage, I'd say we have complementary capabilities. I do the hustling and the business. I do more script reading. I handle contracts.

Budgets are blueprints and priorities.

A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business.

I'm not real good at the administrative part of running a company.

What I have found is that, in a family business structure, sometimes what is needed is a sense of discipline rather than creativity. You have to take everyone's ideas and make it work. When you are dealing with money, there is a limitation on how creative you can be.

If you don't drive your business, you will be driven out of business.

Most entrepreneurs are merely technicians with an entrepreneurial seizure. Most entrepreneurs fail because you are working IN your business rather than ON your business.

There's smarter people than me. But you cannot have any one guy running 18 billion-dollar businesses. It just doesn't make sense to me. I've met some extraordinary leaders in my time. They struggle with running one billion-dollar business.

If you're running an engineering or finance company, all companies depend on ideas and ingenuity. I think the principles of creative leadership apply everywhere, whether it's an advertising company or whether you're running a hospital.

That's part of being an entrepreneur - you watch your pennies.

Twenty-eight years in business and you understand the importance of problem solving and the importance of efficiency, because if you don't become efficient, you don't run a business well, and you are out of business. And I think some of those principles could be applied to leadership in Washington.

About half my time is spent on business operation type stuff.

A woman with organizing skills can run a construction company without ever picking up a hammer and nail.

The State of Virginia is similar to a great business corporation... and should be conducted with the same efficiency and economy as any private business.

Misdirected focus on paperwork, on procedures, and on bureaucracy frustrates teachers and fails to give children the education they need.

I came from Bill Blass, where it was a well-oiled machine and if I said I needed a fabric, it was done. Now, I have to budget everything. I have to take on the role not just as a designer but a business. But I'm a glass half-full kind of guy.

Managing a business, small or large, today requires an extremely disciplined, thoughtful approach with regard to the pressure that people are under.

A lot of people who own a business aren't entrepreneurial at all.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

Business requires understanding financial matters, but management is different from running the financial aspects of the business - it requires understanding complex systems, how they operate, the nature of organisations, what happens when people interact in groups and how to motivate and guide people.

No business can succeed in any great degree without being properly organized.

In general, we run the farm like a business instead of a welfare recipient, and we adhere to historically-validated patterns.