Paul Ryan Quotes

Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.

You hire a chief executive, pay him, and hold him accountable after a year or two. The time for so-called honorary jobs is over. What Pakistan squash needs is results, and that can only be achieved by professionals.

Management manages by making decisions and by seeing that those decisions are implemented.

A manager is responsible for the application and performance of knowledge.

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

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

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.

Management by objective works - if you know the objectives. Ninety percent of the time you don't.

My view is that, as management, the focus has to be on having a strategy and executing it. As you do the strategy and execution, it is important to communicate it consistently.

In every business, in every industry, management does matter.

Mayors are judged by results.

Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.

Let me control personnel, and I will ultimately control policy.

Personnel is policy.

For too long the federal government has measured quantity, not quality: What it puts in rather than what it gets out.

In our government we drive decisions either by leadership of by crises. If the leadership is not there, we rely on crises.

Look first at management. That's the key to a company.

When you are the manager, you want to win.

That's a large part of the job as governor: to create and maintain the optimal balance.

Taking the time to identify and infuse values certainly does affect outcomes and is one of the most important things to get right as the CEO.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

Good managers ensure good outcomes, but great leaders can deliver a vision by getting people to work together.

I'm not arrogant enough to think that I will be in a job through anything. Any manager will tell you that you have to win games, and you have to get results. You have to perform.

There has to be active, hands-on management in concert with the manager to lead the organization and make sure that the standards that we set for the organization as a whole are being lived up to.

A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.