Kenneth C. Griffin Quotes

Organizations grow when they persuade a tiny cadre to be passionate, not when they touch millions with a mediocre message

The best organizations are filled with people who have a wealth of choices as to what work they choose to do. We need to give them every reason possible to solve the world's problems.

At the end of the day, you want to do what's best for your organization, present and future.

Engaged, enthusiastic, and loyal employees are pivotal drivers of growth and health in any organization.

Really great people rarely leave a healthy organization.

Sometimes, to ensure that a talented individual will work for you, or will stay working with you, you need to be flexible. Money is not always the great motivator here. Talented people want a good salary, of course, but surprisingly often they are more attracted to new opportunities and challenges.

In an ironic twist, I now see Good to Great not as a sequel to Built to Last, but more of a prequel. Good to Great is about how to turn a good organization into one that produces sustained great results. Built to Last is about how you take a company with great results and turn it into an enduring great company of iconic stature.

No company or organization filled with unhappy people will ultimately rise to its highest potential.

The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders and continually develops them.

Average companies give their people something to work on. The most innovative organizations give their people something to work toward.

Morale in an organization does not mean that "people get along together"; the test is performance not conformance.

The only thing worse than losing an employee you have trained is keeping an employee you haven't trained.

You can't delegate growth or customer satisfaction.

Successful organizations have one common central focus: Customers.

Money is not a goal. The goal is to make companies grow, develop, be competitive, be in different areas, be efficient to have a great human team inside the company.

Our new election system will spur on all institutions and organizations and will force them to improve their work.

If you wish to have power and influence over the many, be faithful (disciplined) when there is just a few. If you have a few employees, a few distributors, a few people, that's the time to stay in touch and be totally absorbed -- when there is just a few.

The large organization has to learn to innovate, or it won't survive.

Companies that understand the purpose and philosophy behind the "why" are usually astute, high- performing organizations that tap directly into the pulse of those they benefit the most. When utilized correctly, this understanding can create a powerful sense of duty and purpose for business teams because the employees know exactly whom they are working for and to what end.

An organization's strategy is simply its plan for success. It's nothing more than the collection of intentional decisions a company makes to give itself the best chance to thrive and differentiate from competitors.

There is just no escaping the fact that the single biggest factor determining whether an organization is going to get healthier - or not - is the genuine commitment and active involvement of the person in charge.

Any time there is change, there is opportunity. So it is paramount that an organization get energized rather than paralyzed.

The hyperfast-moving, wired-up, reengineered, quality-obsessed organization will succeed or fail on the strength of the trust that its managers place in the folks working on the front line.

The purpose of an organization is to enable ordinary humans beings to do extraordinary things.

Leadership development is about helping people grow, and if I can get people as individuals growing, then I've got a company that grows.