Bear Bryant Quotes

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

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

You'd like to transition with continuity, have people in your own organization rise up and continue forward, whether in coaching or personnel or players.

Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today.

A critical question to ask when bringing in a new CEO to take the reins of a company you started is: Do you want someone who will maintain company culture or reinvent it?

Somehow, the company must stay true to the founding vision while avoiding the pitfalls of rapid growth - and perhaps survive the hiring of a previously successful executive who doesn't work out.

As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.

I think we're ready for succession. We just must try to do it right.

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

Strong succession planning is a critical element of all the Johnson enterprises.

Ashley Cheng, who I've worked with for 20 years, he's the studio head in Rockville now. He manages more of the day-to-day stuff. I can focus creatively on what we're doing now and what we should be doing in the future.

I am certain that Gadi Lesin's abilities and the experience he accumulated during his sixteen years in a variety of general management roles in Strauss Group in and outside of Israel will enable him, together with group management and all managers and employees of Strauss, to continue to take the group forward to further success.

The agency is who it is because of many, many, many chapters that needed to happen.

If I had my time over I'd probably not get any tattoos.

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.

Companies become what they want to become.

Best to give Chief of Staff John Kelly a clean slate and the ability to build his own team.

If we're going to change leadership, we need to do it in a very systematic and organized way.

I think it's extremely important to think of your company as a series of chapters.

In a perfect world, you make a seamless transition from one great era to the next, but that rarely happens. I've studied these things: how do you go from the Aikman-Irvin-Smith Cowboys to the next era? I'm all for continuity. I wish we could have done it that way with Bill Polian, Jim Caldwell, Peyton.

I think the most important thing is not only do you want to build a roster, but you also want to establish a culture within any given organization.

There's always an opportunity with crisis. Just as it forces an individual to look inside himself, it forces a company to reexamine its policies and practices.

Every organization is looking for... a guy who can be the coach for the next 10, 15 years. That's what they want. I get that.

I am good at conceptualizing and building institutions.

MindTree has grown into a strong company and has a great leadership team at its helm which can continue to propel the company in the future.