Scott Weiss Quotes

I was a pretty good coach and working with marketing was like coaching.

You have to let the team develop. You can't say, 'Oh, I got empty seats, I'm going to change the team.' It just doesn't work that way.

Whether you're a founder, a leader, or an individual contributor, building a strong team is critical to your success.

The smartest thing a director can do is surround himself with really good people.

Leadership and management are not synonymous.

Great leaders help their people see how they can directly impact the company's objectives and their own personal goals.

As a designer, design director or any creative person, you have to hire great people, support them and make them feel comfortable so they can contribute and give you their best.

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

I've got a really great team around me. They're the ones that are in the restaurants on a day to day basis. Anyone that's good can't be stifled in any way. I don't baby people.

I need to build my team around my weaknesses.

I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

You have to be able to communicate the vision to the people in your organization so that they know where and how they should direct themselves on a day-to-day basis.

How do you make people do the best work? You make them feel comfortable, so you can feel comfortable - and then you can have a really good ballgame!

My definition of an executive's job is brief and to the point. It is simply this: Getting things done through other people.

All we do is sign great teams, and stay out of the way. The rest will take care of itself.

I think that the CEO is responsible for setting the vision, for articulating the mission, and for building a team of powerful evangelists that share that mission and that passion, because no one person can do anything by themselves.

I enjoy difficult tasks. What's hard is finding the people to do them and finding a team to actually enjoy success. That is the real challenge of success.

Company culture is my number one priority. It's more important than the team, the product, the business model, or the investors. All of those things can be fixed and made better over time. But culture has to be established on Day 1.

The most important ingredient for the success of any company is the quality of its people, starting with its leadership team.

I try to implement my own ways of making teams successful.

I love building a team around me, and being able to support a group of people is one of the best feelings I've come to know during my career; I imagine this is what a lot of business owners can relate to this.

Not a manager or an executive yet? It's not too early to practice. Many companies are always looking for people to volunteer to help coordinate happy hours, onboard new employees, or plan the holiday party.

I learned a lot from Al Davis, and I got a lot better as a coach.

I have always really enjoyed building great teams that execute a great vision.