Whitney Wolfe Herd Quotes

Well, yes, I've fired a lot of people. Generally I like other people to fire, because it's always a lousy task. But I have fired many people.

The most challenging part of being a boss is that nobody will tell you if your work is suffering.

I've never seen myself as a manager. As a manager, you have to put all your time into the job, and that would be difficult for me.

You try and learn from some people's mistakes. But you have to really trust the people who are working for you because they make a lot of decisions that could either do well for you or really screw up your image.

You know, I think when you coach or you manage, you make decisions, and there's some that are really, really tough.

Managers have people second-guessing them all the time.

We live in a world of competing sorrows ... to govern is to choose.

I'm not a great boss because I don't like to tell other people what to do.

It is difficult for every manager, I think, in the first year.

When you're a leader and a manager, you have to make decisions which are right for your group to achieve the primary objective. Sometimes those decisions will be criticised.

I think it's a requirement that the general manager and the coach are communicating with each other on a regular basis, and it's unacceptable if they're not.

One of the main tasks of a manager is psychology.

Managers have very tough jobs. I always respected their job but demanded respect in return.

I don't even like firing people. I don't think I've ever said, 'You're fired' to anybody.

Leadership is working with goals and vision; management is working with objectives.

As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.

Early in my career, I sometimes found it difficult to make the tough people decisions - I had to learn that. In business, you want to listen. You want to learn. You want to make sure you're not proceeding without information. But if you wait too long, you can actually hurt an organization even more.

When you're taking the country through difficult times and difficult decisions you've got to take the country with you. That means permanently trying to make the argument that what you're doing is fair and seen to be fair.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

I think leadership is more than just being able to cross the t's and dot the i's. It's about character and integrity and work ethic.

The single biggest lesson I learned was when a hire isn't working out fire them fast. My biggest mistakes, and where I've seen the worst results, were when I gave someone too many chances, or let a situation drift on for too long because I couldn't bring myself to terminate it.

Governments need to have both shepherds and butchers.

When I finally got a management position, I found out how hard it is to lead and manage people.

You have to be responsible when you're running an organization, and firing people who are your friends is part of that responsibility.

Something goes wrong, I yell at them -'Fix it'- whether it's their fault or not. You can only really yell at the players you trust.