Marillyn Hewson Quotes

Good leaders, good team players, know how to make the most of everything.

I've seen Coach Saban over the years have to make a lot of tough decisions, and there's not one decision he doesn't make that he doesn't bounce ideas off the staff. To me, that's invaluable.

Well, the first quality of being a good leader is you have to be able to follow. See, a good leader can't just be the leader all the time, I have to be able to follow.

I've always been a leader. Every team I've played on, I've led my way.

Dad was an outstanding leader. He'd bring in top thinkers from a wide array of fields - how to fix the Detroit schools, for example. I watched him in these meetings. He listened and probed.

Teams know what I bring to the table.

Engineers have shown to embody a tremendous amount of leadership skills through the collaborative educational environment.

A good executive, when things aren't going well, gets down and finds out what's going wrong and tries to fix it.

Not being a genius, I believe in collaboration, and my background as a problem solver means I've never been afraid to work with people cleverer than myself.

Collaboration is important not just because it's a better way to learn. The spirit of collaboration is penetrating every institution and all of our lives. So learning to collaborate is part of equipping yourself for effectiveness, problem solving, innovation and life-long learning in an ever-changing networked economy.

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'm very much a leader in a lot of the work that I do or that I've done in my career.

I think that I am willing to do anything. I like to collaborate. If my voice will be heard, than I will do some research and think about it.

The manager asks how and when; the leader asks what and why.

The experience of learning how to get straight to the core of a problem proved to be of immense value later when I had a long succession of responsibilities in large, complex government departments.

Management teams aren't good at asking questions. In business school, we train them to be good at giving answers.

I think one of my strengths is that I can always take advice, and I can delegate. I know a lot of people feel the need to do everything themselves, but I am not one of them.

Men of routine or men who can do what they are told are not hard to find; but men who can think and plan and tell the routine men what to do are very rare.

I work strategically with my management team to make all decisions.

I'm not the smartest fellow in the world, but I can sure pick smart colleagues.

As a director, you have to understand what is happening - if I don't understand it, you can't make changes.

Problem-solving becomes a very important part of our makeup as we grow into maturity or move up the corporate ladder.

Coaches are an integral part of any manager's team, especially if they are good pinochle players.

Without constantly pushing my senior colleagues to formulate decisions, I would never be able to learn and know what they are made of.

The person who knows "how" will always have a job. The person who knows "why" will always be his boss