Tom Steyer Quotes

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

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.

A skilled Transition Team leader will set the general goals for a Transition, and then confer on the other team leaders working with him the power to implement those goals.

Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.

A leader is the one who can outline the broad vision and the direction, and say here's where we are going to go, here's why we need to go there, and here's how we are going to get there. A manager is the one who actually gets up under the hood and tunes the carburetor.

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

Like most entrepreneurs, getting motivated to work has never been a problem for me; focus comes through delegating tasks to the best people you can find.

Good management has helped me find much of the success I've got.

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

Leaders tend to focus on 'what to do,' but the real issue is more often 'how to do it.'

To improve teams like Newcastle, if you do the right things, it is enough to be stronger and bigger and compete.

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

Meetings should be like salt - a spice sprinkled carefully to enhance a dish, not poured recklessly over every forkful. Too much salt destroys a dish. Too many meetings destroy morale and motivation.

You need to know how to put a mission together to victory!

My management skills are more suited to developing teams to be better than what they were before, and not just about avoiding relegation.

I try to implement my own ways of making teams successful.

As a leader, you have to have a vision that inspires people around you.

It is the manager and the team that affect performance, not the size of the fund or firm.

As a director, you realise the bigger picture.

You need a long-term coach to be able to win.

You can work hard and be smart, but you need to think about when you're going to be part of a startup and build it. You only have so much energy, whether you want to admit it or not.

Team and individual goals are great, but not understanding how we achieve those goals and the work it's going to take to achieve those goals, if you don't understand that process, then it doesn't matter.

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