Hank Green Quotes

You have got to attract the brightest and the best, but the brightest and best won't stay unless they see real career options.

Really in technology, it's about the people, getting the best people, retaining them, nurturing a creative environment and helping to find a way to innovate.

One of the challenges of having exceptionally high quality talent is that they're constantly restless, and they're constantly on the lookout for opportunities.

Our philosophy is to attract top talent and incentivise them to succeed. We have some of the top talent in the entire industry.

We recognize that our employees are instrumental to our success, which is why we look for the best and the brightest in the industry. We consider ourselves not only a technology company, but also a learning company.

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.

Acquiring and keeping good people is a leader's most important task.

What I learned at Miramax is that if you see where extraordinary creative talent can be brought into the family, move quickly, because if you don't, someone else will.

Someone asked me about what's it like managing 2.2 million associates, and I said, 'When they're Wal-Mart associates, it's not all that hard because of the quality and the depth of our talent.' I'm really proud of the fact that 70% of the managers in the U.S. started as hourly associates with our company.

Why pay $20 million to Harrison Ford? I don't even understand that. They think they have to do it... If someone puts a price on himself, that suggests he is irreplaceable, then he better find somewhere else to work.

This battle for global talent is so important.

A great advantage of a large corporation is supposed to be the large pool of talent in which its leaders can find and groom high achievers and successors.

LinkedIn is increasingly becoming a very strong place for companies to develop their talent plans, their recruitment plans, and so there are ways in which we can track some of the momentum there.

Human resources are the most valuable assets the world has.

People actually aren't moving on from companies much more quickly than in the past, but there's a perception that they do, so companies are investing less in talent on the assumption that young employees won't stay long.

The key is grow your talent, attract talent, and then you'll attract the institutions that want to be around talent - and that, to me, is what we need to do at the national level.

We expanded primarily for our people - if you don't offer more opportunities, you don't keep good people.

If you want to hire the best people, the best people are already doing pretty impressive things. They have their life plans, their picture for what they want to be doing. To figure out a way in which those trajectories align really takes time.

ChicagoNEXT is focused on making Chicago the best possible place for technology entrepreneurs.

Too many people who come in as CEO of a poorly performing company assume that none of the incumbent executives are worth retaining. That's not always the case. Sometimes the talent is there, but it's not being led well.

If you want to have the best employees, there really needs to be a vision and a mission. Talent looks for a mission. And if you have the best talent, that's the single biggest competitive advantage any company can have.

It's a good thing to remember that hiring will get easier as you scale - but you should also never drop your standards.

Successful business leaders who have helped build institutions of lasting value - all are committed to talent and a culture of excellence. This is usually accomplished by the identification, retention, and development of great people.

Running businesses of all sizes and stages, I've seen the challenges companies face in trying to identify, attract, and retain talent.