Brad Feld Quotes

People say the most important thing is building a world-class team.

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

There would not be enough talent that's educated, developed and ready to take on the next leadership challenge, and it would cap our growth. Now we've put programs in place not to have that happen, but that could be a weakness.

The biggest part of my job now is to quickly develop successors, and around the world I am working to develop new business leaders in the company.

As leaders, we've all seen the painful effects of team members not keeping pace with company growth - it's called up-leveling, and it's all too common when a company goes from zero to something to hopefully an IPO.

You obviously have to build a culture, a foundation. You must build the right talent however you do it. Then you have to build the systems and the habits.

SK will evolve and develop based on its corporate culture and human resources.

Raising capital is not the toughest part. The toughest part is building a great team and making sure it's growing with the company.

What we learned several years ago was that one of our weaknesses would be if we didn't develop enough people with the know-how to run our company, it would come to the point where we would just stop.

I want to leave this company in the best possible shape.

The executive moves we are announcing today will strengthen American for the long-term future and reflect well on the depth of the Company's management team.

I love picking people. I started Blackstone, and we had no people, and now we have with our portfolio companies about 750,000 people all over the world. Everybody who is at a senior level has ultimately been picked by me.

The lesson is that, No. 1, this management has to be at the highest class possible. No. 2, they have to have a succession plan.

The skills I acquired in Southeastern Louisiana University, Thrifty Drugs, Pacific Mutual, along with knowing the history, behavior and local staff, helped make Golden Eagle a success story.

The greatest luck that I've had has been the ability to find men and women who came into my administration who worked with me and brought extraordinary talents that we were able to take full advantage of.

At IBM, if we kept our same leadership for 36 years, we'd be bankrupt.

A great advantage of a large corporation is supposed to be the large pool of talent in which its leaders can find and groom high achievers and successors.

Essentially, you have to be aware of a crisis happening: 'Can the company go on if I get hit by a bus?' That's, I think, how you build a great company and something that can scale.

Everyone has an idea over time of what the business should be, and during the formative period, too many opinions could be disruptive.

Change in leadership does not only come in a pin stripe suit with a bald spot on its head.

I know I should not be a hindrance to SoftBank's future growth and that I need to pass on the baton to the younger generation.

Challenges need to be given to an organization.

Deciding whether or not to bring in an outside CEO is one of the most gut-wrenching decisions that a founder will ever need to make.

Sometimes, you do need different leaders for different stages of the company.

The most important ingredient for the success of any company is the quality of its people, starting with its leadership team.