John Hickenlooper Quotes

How do you make your company a good place to work in general? That's a really, really, really large and complex set of skills. A lot of it is on-the-job training, combined with excellent mentorship.

Now, I've never hosted a reality TV show, but I know the true mark of a successful businessman is not the number of times you say, 'You're fired.' It's the number times you say, 'You're hired.'

I think I've been a moderately good boss. I've made a lot of people extremely wealthy - I think we've created 30 millionaires.

I'm not a tough boss in that I don't raise my voice, I don't freak out, and I don't have a temper most of the time.

I'll never forget Cricket Australia telling me I was too soft and I'd been too soft with the team... I kind of didn't know what they wanted.

In every job and position, there are valuable lessons to be learned. Even in a nasty, abusive, toxic workplace, you're being taught precisely how not to run an organization.

I always encourage employees to feel free to raise any issues that prevent them from getting good work done.

Most people that derail as leaders in the corporate world, it's not because they couldn't do the math and calculate return on investment properly. The issues are communication and understanding. All of what typically would've been called the 'soft stuff.' You have to be authentic. You have to be dialed into the soft stuff.

Rotary provides training at all levels so that those who have been selected for leadership positions have the opportunity to learn and apply leadership principles to their jobs.

The main way to reduce stress in the workplace is by picking the right people.

Great CEOs are not just born with shiny hair and a tie.

If my assistant goes off and becomes successful, and people want to work with him, I'd take that as a compliment that I'd trained them well.

I have had hundreds of people work for me over the years, and I don't think I ever fired anybody.

The Leadership Training Institute of America is a cultural think tank providing training and opportunity in leadership development and cultural dynamics.

One of the joys of working with boys is that you get your pay as you go along. You can observe the results of your leadership daily... Such satisfaction cannot be purchased at any price; it must be earned.

During one of his uncannily well-timed impromptu visits to my restaurant, Union Square Cafe, Pat Cetta taught me how to manage people. Pat was the owner of a storied New York City steakhouse called Sparks, and by that time, he was an old pro at running a fine restaurant.

We mislead ourselves when we pretend we can make someone into an effective manager by putting them through a few courses in business school.

People leave their manager; they don't leave companies.

I think we are reluctant to move people out of an organization when there is not a good fit. It is typically not because someone is stupid or lazy or incompetent; it is a lot more subtle than that.

I've worked for some amazing leaders, and I've worked for the opposite, and that gave me the perspective of what I knew I never wanted to be, and the perspective of what had lasting, sustainable impact.

The wrong personality with the greatest resume in a business will not grow that business.

At City, I didn't realise how much we had to do until we got there. Here, I didn't need to change the staff because there is quality already. So they certainly don't need me getting in the way in training by trying to show I can still play. No way.

I've got my own businesses I run every day and I like to think I'm a nurturer rather than a firer, but the reality is, if somebody continues not to succeed and do the right thing for the business they lose the job because they are affecting the livelihoods of others.

Our philosophy is to attract top talent and incentivise them to succeed. We have some of the top talent in the entire industry.

Choosing a system is no longer enough, coaches have to be psychologists and motivational leaders too.