Jeffrey Lurie Quotes

My job is to not be easy on people. My job is to make them better. My job is to pull things together from different parts of the company and clear the ways and get the resources for the key projects. And to take these great people we have and to push them and make them even better, coming up with more aggressive visions of how it could be.

The transformation will come from leadership.

The task of the leader is to get his people from where they are to where they have not been.

Create a compelling vision, one that takes people to a new place, and then translate that vision into a reality.

When you have a concept and a sport like this, you have to have a vision.

Leaders have followers, managers have employees. Managers make widgets, leaders make change.

There is an inexorable correlation between leadership and change.

In racing, we have a better chance of it happening quicker because we have attracted good people to come to work for us. It's the beginning of a great adventure, and we're looking forward to it.

Basic philosophy, spirit and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation and timing.

In any business, you have to evolve.

We started Kotter International to improve leaders' ability to deal with big, important transformations in organizations - and in their lives.

I'm very much a creative person, but you've got to do the follow-through. A lot of people start out with an exciting thing and they want to take over the world, but really the people who do take over the world have a good plan of how to get there and the steps along the way.

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful.

There's this famous observation that I totally believe: Great startup ideas are the ones that lie in the intersection of the Venn diagram of 'is a good idea' and 'looks like a bad idea.' So you want most people to think it's a bad idea and thus not compete with you until you get giant. But for it to secretly be good.

Competition on anything is good, because it makes everybody better.

The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption.

Once an organization has a strong sense of mission, leaders can focus on trying new things.

Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.

For me coaching is about seeing a vision and trying to sell that vision to the players through a day to day teaching of the job.

Good managers ensure good outcomes, but great leaders can deliver a vision by getting people to work together.

When we talk about change, we, the business leaders, have to implement it. We have to look at what we're not doing and what we should be doing.

My goal is to change NXT. It is to change every company I've ever been to, and I've changed every company.

I would like to be a manager, to organize everything in training, see if my philosophy could work, and give it to the team.

Most people believe that great leaders are distinguished by their ability to give compelling answers. This profound book shatters that assumption, showing that the more vital skill is asking the right questions…. Berger poses many fascinating questions, including this one: What if companies had mission questions rather than mission statements? This is a book everyone ought to read—without question.

All innovation begins with vision. It’s what happens next that is critical.