Dinesh Paliwal Quotes

I have a lot of common sense. I know what needs to be done and how to approach it. I have an ability to work with people on large enterprises.

I think you need a really strong businessperson running the state, a person who's used to turning negatives into positives, which is what happens in business.

Obama, for all his brilliance, has no real, felt understanding of management structures or of business.

There are certain skills that business people have that are - that are, in fact, helpful in - when it comes to being in political leadership.

I think if you want to be a successful president or a manager of a team, you need to understand what the business is all about because you have to deal with the business side of the game to be able to do what you need to do.

I have a business-running personality.

The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.

When I watch kids play basketball, they don't know how to think the game. They know what it should look like, but they don't know why.

The five essential entrepreneurial skills for success: Concentration, Discrimination, Organization, Innovation and Communication.

The leader has to be practical and a realist, yet must talk the language of the visionary and the idealist.

Nobody is actually a natural C.E.O.

No, I'm not interested in developing a powerful brain. All I'm after is just a mediocre brain, something like the President of the American Telephone and Telegraph Company.

My dad was an engineer, and he became the CEO of Chevron. His was an engineer's mind-set: Everything's kind of a problem; how do you approach the problem?

There are people who are really good managers, people who can manage a big organization, and then there are people who are very analytic or focused on strategy. Those two types don't usually tend to be in the same person. I would put myself much more in the latter camp.

He's a tremendous guy. And what's more, he's virtually a genius in the field of management.

Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.

You can learn more about leadership by reading about Lincoln than you can from most business books.

I would say my strengths are vision and strategy.

My mum was a quintessential businesswoman. She taught me problem-solving. She can solve any problem.

It's often said that the most important qualities in a chief executive are character and judgment.

I have definitely learnt in business that when you have a smart, engaged entrepreneur with good judgement they can really drive even a mediocre business forward so to me the entrepreneur is very important.

I am very balanced. I care passionately about people and customers but also about the numbers, and hopefully that view brings something to the party.

I've got cabinet experience, military experience, and private sector experience.

I have always said that management is not something I fancied, but it's suddenly, naturally started to enter my head.

That is what a good manager does - you study and think and discuss, and you come up with a model of playing.