John Hickenlooper Quotes

It could happen to anyone when you get hired by a different president. There's a difference in philosophies. It happens. It's a change in CEOs. They have their own people, their own philosophies, and it's different than what Bob stands for.

No matter how you hire, ensuring the systems are in place to manage the process will be critical in allowing you to find the right people to carry the standards you set. Don't neglect that duty!

Inauguration Day is like two ships passing in the night: the new staff moving in while the other walks out, taking one final look at the White House lawn as they leave with their cardboard box of possessions.

If you are going to fire this person or hire that person, do it all in a concentrated period. The Band-Aid gets ripped off, and everybody goes back to work.

A personnel guy always wants to get his pick right. We live that every year. We want to make sure the pick is right.

I was the lead recruiter at Louisville. I think I signed four or five guys before I left.

I have never been a recruiter. It won't ever happen.

An interview is about mutual selection.

I have a wealth of experience, but I do not want to coach. I rather like the role of recruiter.

Above all else, look around to employ the best talent you possibly can.

If you take over a programme from a longstanding incumbent, not everyone's going to like it.

One of the biggest challenges for any new administration is contending with its predecessor's priorities and beginning to advance its own.

As a judge, I hire four law clerks each year. I look for the best.

When you hire someone, you are investing in them.

My job is to get the very best people we can.

I'm not the interview-giving kind.

It's normal to have early difficulties when you get a new manager with a new concept.

It is very hard work, but I am a big believer in not micromanaging; I hire really, really talented people and trust them to do their jobs.

When a new coaching staff comes in, there are a lot of changes that happen with that.

When a new CEO comes, make sure you send him a visiting card to say, 'Sir, I'm with you'.

HR should be every company's killer app. What could possibly be more important than who gets hired?

The second part of how to hire: try not to.

More and more, leadership, whether it's profit or nonprofit, is about recruiting and keeping talented people. That's the biggest challenge. Yes, you've got to create systems that will enable people easily to innovate continuously; you've got to be a system-builder. But finding and keeping geeks and shrinks is the biggest challenge. That means leaders have got to be salespeople, they've got to be recruiters, and they've got to be actively able to understand and keep the talent they have. Leadership is courtship. That's what it's becoming.

If you are hired to shake up the system, do it. No one will believe you're the boss until you do one or more of the following: 1. Add a new division; 2. Lop off a present department; 3. Add new people or reassign and reward present employees; 4. Get rid of deadwood; 5. Change the method of accounting; 6. Change lawyers, accountants, or other outside services; 7. Ask a lot of questions, and demand answers by a certain date; 8. Get in touch with key people in your industry or city and arrange personal meetings; 9. Improve working conditions; 10. Update present benefit plans.

A city is in many respects a great business corporation, but in other respects it is enlarged housekeeping. ... may we not say that city housekeeping has failed partly because women, the traditional housekeepers, have not been consulted as to its multiform activities?