Jean-Marie Le Pen Quotes

He who gets the best players usually wins.

I think I have the skills. I'm a great judge of talent. I just know basketball.

My job is to bring in players I think can help this team, regardless of where they're playing.

My goal is to outwork everybody in recruiting, sign the best players in the state, and turn these guys into the best team we can.

CEOs who can hire properly, that's the most important part of the job. The CEO's job is really to hire the right team and execute the vision second.

We try to recruit good players and good people.

It's all about putting the best team together - not just in the front office but the players on the field.

You're only as good as the people you hire.

The best way to be productive is to have a great team. So I spend more time than most CEOs on human resources. That's 20 percent of my week.

The important thing is to get the right players on the team so Mike can be successful.

My philosophy is to always find the smartest people you can. Hire people smarter than you.

I'm really good at hiring good people.

I just put people together. I just identified jobs that have to be filled. And then I have to go out and find the right people and make sure they talk to each other. So I'm the beneficiary of good things that other people do. I get credit for that. If they don't do a good job, I get the blame for it.

In 1969, we decided we had to do certain things technically to win, and we decided to do them then, even though we knew some of the personnel couldn't do it. In other words, instead of adapting the system to the players, we just installed our system. Then we set out to fill our team through the draft.

People told me I was more of a soccer player, not a football player.

I had to create a team of people who had worked in this industry for other banks. What I brought to that team was ICICI's strategic thinking, but when it came to domain knowledge or product nuances, I had to learn from the team.

I think the biggest thing was that when I was in college, I really concentrated on personnel. That was my strength, and I was, in essence, my own recruiting coordinator. And when I went to the pros, I did the same thing.

We're not the only ones out there trying to get good players and trying to help kids.

A winning model would mean trying to get the best possible players that you can, at whatever age they are; it doesn't matter.

It's hard to change a roster around. You've got to hit your draft picks right, you've gotta hit free agency right, and a team's got to fit together.

I don't want to build a reputation for just being able to take long throws.

Let's be honest. Georgia, if you get the best players in this state, you should be winning championships.

At the end of the day, if you're not beating the teams on the road recruiting that you have to beat on the field, then you're probably not going to win many championships.

I've said many times that people are policy. And to be truly successful in any big organization you need to put people into jobs where they have relevant experience, relevant subject-matter expertise and the capacity to actually perform.

I think the hardest part, and where we have to stay the most disciplined, as much as you want a player, you can't invent him if he doesn't exist.