John Hickenlooper Quotes

Business principles are only as good as the practices that back them up.

I got more whistleblowers from the Secret Service than I do anywhere else. And if you look at that department and agency, it's the one place you can never, ever, ever make a mistake - ever.

You can't fire anybody in Government; everyone blames the system. Look what is happening in NASA. Now we have to truck out these 200-plus audits out of the closet because we had a disaster [the Challenger], and we still can't find someone to fire.

The most important thing is there is a foundation and an accountability to a system.

Hold everybody accountable? Ridiculous!

Now where people are - at least the people I talk to - they are focused on issues of trust. Accountability also comes up, to make sure that this doesn't happen again.

We are constantly working towards the highest level of compliance possible.

We need, first of all, for there to be accountability, for there to be somebody who is responsible for enforcing standards and holding people's feet to the fire.

If heads don’t roll, nobody makes any changes

I have so much to live up to as well as live down.

In any given day, our administration has about 2 million employees, and things happen. We put in process procedures to make sure if there has been any wrongdoing, there will be appropriate consequences, and we will move on.

If we are going to ask questions of the defensive guys, then we are going to ask questions of the guys at the top end as well.

We have a very old saying in our household: 'Inspect what you expect.' You hold people accountable, and I use my business background for finding the most efficient and effective solutions to deliver the result we're looking for.

If you don't live up to somebody's standards, you get hammered.

It's O.K. if you've got a smartphone app or a social network, and you go live with it before it's ready; people aren't going to die. But with medicine, it's different.

I'm a process person. Process is a manifestation of values.

I try to keep up to my producers' expectations. Sometimes, I can; sometimes, I cannot.

We follow the rules and some guys make some mistakes and we gotta correct those mistakes. We follow the rules and we do it the right way at Florida and we have to do a better job of correcting some of the people making mistakes.

Why have a rule if you're not going to enforce it?

Good teams don't make the same mistake twice.

I think having a visionary CEO is awesome, and visionary leadership is one thing, but you also need checks and balances on whether this company can withstand a very honest and critical look at itself.

Criticism comes with the territory when you don't win games.

Criticism is part of being at a club like Arsenal. You always have to win and when you're not winning you have to be prepared for that. It's part of your job.

When you win, that's what you're expected to do and when you lose, people get on your back.

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.