Henry Mintzberg Quotes

If you hire great people, and they're all self-motivated, then you can get by without a lot of structure.

Hire the best people, and trust what you hired them to do.

Know what your people are like, and make sure they do their jobs excellently.

The more seriously you take your growth, the more seriously your people will take you.

The Panda mission really speaks to our philosophy. It is, 'Deliver exceptional Asian dining experiences by building an organization where people are inspired to better their lives.' I'm talking about everyone who works at Panda. They're inspired to better their own lives.

The employer generally gets the employees he deserves.

And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership.

You are only as successful as the people who work for you want you to be.

If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.

My belief is that a positive culture works best because people want to meet or exceed expectations, not demands.

I value my staff and I believe in hiring people who are smarter than myself.

I believe in MWA - management by walking around - so I spend as much time as possible traveling and visiting franchise partners. You only learn by walking around and meeting people.

A single person doesn't change an organization, but culture and good people do.

I want my people to work hard. But if they see me earning a lot more than they do, they would lose their sense of being owners of the factory, and what I say as factory manager wouldn't stick.

Managers have traditionally developed the skills in finance, planning, marketing and production techniques. Too often the relations with their people have been assigned a secondary role. This is too important a subject not to receive first-line attention. In this regard we could learn much from the Japanese. We must reinvest in the human side of management.

And here's what management is: motivating people and putting them in places where they can succeed.

Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today.

If there is such a thing as good leadership, it is to give a good example. I have to do so for all the Ikea employees.

Most management systems have to do with establishing trust and getting people to cooperate. They're not really about expertise or science.

Good leaders make people feel that they're at the very heart of things, not at the periphery.

How do leaders serve their people? They may pay good wages and treat employees with respect.

It is important that you appreciate that the workplace must be a place of empowerment, but the empowerment must not only be connected to the job that you do.

I strongly believe that you can't win in the marketplace unless you win first in the workplace. If you don't have a winning culture inside, it's hard to compete in the very tough world outside.

Conversation creates a new kind of network within organizations. Current networks are used for competitive advantage, but conversation is focused on encouraging people to realize their potential.

There is no better way to manage than by walking around. Autocracy doesn't work. Talk to people in their offices, find out what's on their minds.