Orson Scott Card Quotes

I always feel like if you have a smaller crew, you can not only get to know the individual strengths of people more specifically, but then, you also give them a longer runway to be able to apply the knowledge that they have learned to subsequent work.

Obviously my former place in Washington, you got stars like Alex Ovechkin. Those are great challenges because you're looking at a player who does something very unique and trying to grow him in areas.

Unfortunately, as you hire more people, the casual, informal 'do what it takes' culture, which worked so well at less than 40 people, becomes chaotic and less effective.

If a team has multiple looks, it's so hard to stand in front of your team and say, 'This is the scouting report. This is what you have to prepare for.'

The only waste of human resources is letting them go unused.

I have run engineering since day one at Oracle, and I still run engineering. I hold meetings every week with the database team, the middle ware team, the applications team. I run engineering and I will do that until the board throws me out of there.

Skill development remains our priority. We are blessed with a demographic dividend that can take us to great heights.

My production team doesn't like not knowing what anything is going to look like, but creatively, that's fun.

You don't need a team leader, you need quality.

Most of the programmers in ten years will be us, and we won't get much smarter.

I'm sure the England selectors thought if they took me on and gave me the job, I'd want to run the show. They were shrewd, because that's exactly what I would have done.

I found the bench to be the greatest ally when I had to make individuals comply with what was best for the team

The talent, including the talent for history - and I do think there are people who just have a talent for it, the way you have a talent for public speaking or music or whatever - it shouldn't be allowed to lie dormant. It should be brought alive.

As an economy measures performance in terms of the creation of money, people become a major source of inefficiency.

Anyone who develops his gifts and talents will become a commodity

To have a successful team, you have to have great players of course - but you have to have good personalities and good people as well.

We can't replace Gary Speed - where do you get an experienced player like him with a left foot and a head?

I was not the commander, I was a junior person, so once both were outside, I followed my leader, because we (NASA) had not put together detailed jobs of people outside. I believe it could have been improved. But it was very successful for what it was.

The key to teamwork is to learn a role, accept a role, and strive to become excellent playing it.

The key idea of agile is that teams essentially manage themselves. ... It works in software, and it turns out that it works with kids.

Ask any great athlete or the concert pianist or the successful actor if they have arrived at the place where they need no further practice. They will tell you that the higher you climb in proficiency and public acceptance, the greater the need for practice.

A leader's responsibility to his team is paramount. It overshadows even his own personal feelings at any given time.

No development strategy can be based only upon what comes out of the ground, nor can it be sustained while young people are out of work.

My life has been centered around sports. It is where I have met my closest friends and shaped the values that have made me a successful athlete, student and role model for young people.

Your job as an executive is to edit, not write. It's OK to write once in a while but if you do it often there's a fundamental problem with the team. Every time you do something ask if you're writing or editing and get in the mode of editing.